IS480 Team wiki: 2013T2 Five&AHalfMen Project Management risk
Home | Project Overview | Project Management | Documentation | The Team |
Schedule | Risks | Metrics | Resources | Learning Outcomes |
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Risk Type | Risk Description | Likelihood | Impact | Category | Mitigation |
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Project Management |
Most of the technology and practices required is uncharted by the team, resulting in greater risk and difficulty in estimating the complexity of each task |
High |
High |
A |
• Continuous revision of Product Backlogs,
|
Team Management |
As FYP is a relatively long module, the team's commitment and motivation may not be on the similar level in the middle of the execution of the project. This difference may alter the project schedule as the team might not be able to churn out the functions that they seemed to be able to do right at the start. |
Low |
Moderate |
C |
Project manager to constantly check with the team members and hold meetings to discuss about direction of the project. Team bonding days, outside of coding, are scheduled so that the team can take a break to have fun so as to recover the fatigue and hence replenish their motivation level. |
Client Management |
Nielsen has several stakeholder departments and contact personnel, whom also have a lack of technical knowledge, which requires detailed and thorough assessment of requirements that might otherwise be sounded off only at the last minute, hence disrupting the project schedule |
Low |
Low |
C |
Fortnightly meetings with local team and consistent communications with the overseas stakeholders plus prototype reviews to suitably assess needs |
Client Management |
Most of the members are meeting a client for the first time. So the team does not have prior experience in dealing with a client and the team might not know how to communicate with the client in terms of, rejecting a requirement that is too high a complexity, asking for more resources politely and understanding the requirements, in a way that the team will still give a good impression as a SMU team. |
Moderate |
Moderate |
B |
Consult our supervisor, Chris Boesch, in how to communicate with a client elegantly such that we will not tarnish SMU reputation and still put the team in a good light. |
Client Management |
Dr. Banks has arranged for an evaluation of the project with his superior. There is a risk that should this project not find favour with the American head of division, the viability of our project could be jeopardized |
Medium |
Low |
B |
Communications with client and relevant managers & directors on a high-level understanding of development at a board level to cater to the boss's office |
Client Management |
Within the 2 months in working with our client, the developer that the team is working with suddenly left the company and hence left the technical areas of the project blocked and unknown. Our clients themselves are also not well versed on these technical areas and hence the team's complexity increased a a few times. |
Low |
Low |
C |
Consult our supervisor on what to do next and also discuss with client on the possibility to revise the requirements if complexity went too high because of unknown areas. |
Technological implementation |
Members are unfamiliar with the technology and best practices to be implemented in the project; leading to delays in project schedule and longer iterations. |
High |
High |
A |
Dedicating more time to researching and prototyping the new technology invoked. Frequent meets with Prof. Kam on reviewing the geo-spatial best practices to be implemented |
Technological implementation |
Lack of required resources which ultimately will cause a delay in the project timeline if resources are taking too long to arrive |
Medium |
Medium |
B |
Constantly probe the team's sponsors for the required resources Idea to outsource alternative resources, especially within school |
Resource |
Unexpected limitations in resources required by team from clients may result in
|
Moderate |
High |
A |
1. Consult adviser & supervisor on alternative work arounds |
Product Suitability |
The mobile application and interface is created based on testing done within the local environment. As the end users of the product are the survey takers based in Indonesia, there might be a misalignment in what the real end users really like, want, need and most importantly, able to use. |
Moderate |
Moderate |
B |
Constantly talk to our client and asked for videos and documentation on the exact data gathering process in Indonesia. Furthermore, team will personally head to Indonesia itself during December to have a better outlook on the environment and to interview the relevant people to get statistics and opinion on the application itself. |
Development Environment |
The scope of the project is built on many unknown technology and unexperienced team members. Where to find help, the tools to build, the codes to refer and the efficiency of our implementation is determined by the team themselves. |
High |
Moderate |
A |
For mobile developers, open source codes are readily available and subject matter experts are located in SMU Live Labs for assistance. For geospatial developers, open source codes are available and the team's technical advisor is a geospatial professor. For Database developer, open source codes are also available and there are professors willing to help within SMU |