Candor and negative moral are aspects that the project manager can easily eliminate. In order to effectively do so however, the manager must be willing to use effective communication skills with all stakeholders groups. The strategy therefore will encourage large amounts of communication as it relates to the overall users of the intranet. As is often the case with new technology or change within an organization, employees are fearful and resistant. This ultimately lowers moral as negative sentiments set in. To avoid this occurrence the manager must communicate why the change is occurring and the benefits derived from the change.
Risk
Create a risk register for the project. Identify six potential risks.
RANK
RISK
DESCRIPTION
ROOT CAUSE
TRIGGERS
POTENTIAL RESPONSES
RISK
OWNER
IMPACT
Negative Moral
People Risk
Employees
Key members leaving the project
People Risk
Project Manager
Medium
Lack of candor regarding the status of the job
People Risk
Project Manager
Low
Increased efficiencies from intranet
Product Risk
Employees
High
Lower Costs from efficiencies
Product Risk
Over Company
High
Increase Collaboration
Product Risk
Employees
Medium
Risk
Risk- Negative Moral
Description- the intranet may cause opposition from traditional employees. They may revolt which ultimately may lower employee moral
Category-People Risk
Root Cause- the cause could potentially come from the lack of communication regarding the overall benefits of intranet. The company also did not properly notify employees as to why the company was initiating the project
Triggers- the project manager notices the lack of overall incentive and productivity at work
Risk Response- Make sure that management communicates in a candid manner with all stakeholders involved
Risk Owner- Employees
Probability- 20%
Impact-High (9)
Status- PM will set up meeting to discuss
Risk 2
Risk- Key members leaving the project
Description- Due to negative moral and lack of candor regarding the project, key employees may leave to competitors
Category- People Risk
Root Cause- Lack of candor and communication with key stakeholders and personnel
Triggers- Key personnel with very vital business and product expertise have left leaving employment gaps. This causes delays in implementation and overall service quality
Risk Response- Make sure communication is relevant and timely
Risk Owner- Project Manager
Probability- 40%
Impact -- High (9)
Status -- PM must partner with Human Resources to actively engage possible replacement candidates
Risk 3
Risk- Lack of candor regarding the status of the project
Description- the overall project has experienced difficulties regarding implementation. Employees and project personnel however are reluctant to discuss these issues with management for fear of punishment
Category- People Risk
Root Cause- Management is solely focused on results and doesn't take into account the unique qualities of those working on the project. These individuals may offer new and innovative solutions to help the overall implementation process. However, due to fear, employees are not offering these ideas.
Triggers- Personnel are simply "going through the motions" of work. They do not have the productivity or desire to complete the task ahead of schedule
Risk Response- Provide incentives and reward new ideas, candid behavior, and innovative solutions
Risk Owner- Management, and the company overall
Probability- 40%
Impact -- High (9)
Status -- Management should hold meeting to discuss ideas with key personnel
Risk 4
Risk- Increased efficiencies from the project
Description- the intranet, due to increased collaboration may experience increased efficiencies. This would occur due to rapid exception and adoption.
Category- Product Risk
Root Cause- Employees may adopt the intranet solution and use it in a manner that was unintended for its original use. This could potential cause increase efficiencies, whiling lowering overall company costs, and enhancing security
Triggers- Personnel interact and utilizing the system often.
Risk Response- Provide a trial period in which employees and use the system to become familiar with it
Risk Owner- Project Manager and Employees
Probability- 30%
Impact -- Medium (5)
Status- PM to schedule a trial period in which employees can become familiar with the intranet
Risk 5
Risk- Lower overall company costs
Description- Due to the implementation and acceptance of the intranet, employee's lower costs associated with overhead. Aspects such as security, paperwork, inefficient behavior, and bureaucracy are reduced through the use of the intranet. It provides timely solution to employees and users.
Category- Product Risk
Root Cause- Increase usage rates and familiarity with the product offering
Triggers- Familiarity and interconnectedness of the intranet
Risk Response
Risk Owner- Employees, PM
Probability- 30%
Impact -- HIGH (10)
Status -- PM schedule a trial period in which employees become familiar with the overall product and its benefits
Risk 6
Risk-Increased collaboration and productivity
Description-Due to increased adoption of the intranet, employees become efficient with its use. They also find solution and uses for the intranet that were not originally thought of. The intranet can also be used as a work social network which may increase collaboration and teamwork
Category- Product Risk
Root Cause- Familiarity with the product
Triggers- Familiarity and interconnectedness of the intranet
Risk Response- Facilitate a culture and forum that allows employees to exchange ideas and notions that could benefit the project implementation
Risk Owner- PM
Probability- 40%
Impact -- High (7)
Status -- PM schedule a trial period in which employees can "tinker" with the system
Probability Matrix
Risk 1= prob .2
Impact score= 9
Risk= 1.8
Risk 2= prob .4
Impact score= 9
Risk=3.6
Risk 3= prob. 4
Impact score= 9
Risk=3.6
Decision
Risk 4= prob. 3
Impact score= 5
Risk= 1.5
Risk 5 = prob. 3
Impact score=10
Risk=3.0
Risk 6 = prob. 4
Impact score = 7
Risk =2.8
Response Strategy
Negative Risk- Candor and Negative Moral
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