java qr code reader zxing Figure 8-14 The risk monitoring and controlling process seeks to contain risks in Software

Encode USS Code 39 in Software Figure 8-14 The risk monitoring and controlling process seeks to contain risks

Figure 8-14 The risk monitoring and controlling process seeks to contain risks
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8: Monitoring and Controlling the Program
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to see current risks within the program, but the risk register should offer more details and characteristics of the risks you ve identified in the program
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Completing Risk Monitoring and Control
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Figure 8-14 has some good news for you: there are just two outputs to know from risk monitoring and control The first output is your favorite, I m sure: change requests Change requests can be generated from risk monitoring and control based on several factors, including: The impact of the risk increases, so a change request is made to change materials, to hire a vendor, or to trim the risk from the program The program has incurred a schedule delay risk, so a change request is created to trim the program scope in order to meet the program s deadline The program has realized a budget risk, so a change request may be created to trim the scope as a way to complete the program with the current amount of funds without asking for more monies Quality risks have been identified, so a change request is generated to lower the quality expectations, change materials, or change services The program s performance is beyond what was expected, so a change request is generated to add more deliverables to the program scope The second output of the risk monitoring and controlling process deals with new risks you ve identified and the outcome of your planned risk responses First, you and your program team are to be on the constant lookout for new risks that may enter into the program When a new risk is identified, the risk register is updated with the risk and its characteristics, impact, and probability The risk is moved back into the planning processes, where a detailed assessment of the risk can made The risk register is also updated to reflect the outcome of your risk responses You will need to record the validity and accuracy of your risk responses in the risk register to track how well your response worked and to use this information as part of your lessons-learned activities in the program Of course, programs sometimes get lucky, and perceived risks don t happen at all these dodged bullets also need to be recorded in the risk register
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PART II
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Administering Program Contracts
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This process is all about managing the relationship between the buyers in the program and the sellers providing resources to the program The program manager works to ensure that the sellers are living up to the terms as defined in their contracts and she also works to ensure that her organization is also keeping up their end of the agreement For your exam you ll want to note that this process is specifically at the program level; it is not concerned with the individual procurement processes that are likely happening within the individual projects
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This process is a tricky one, because there are so many implications when a program manager monitors contracts First, a deal is a deal; whatever the contract says and both parties have agreed to is what has to happen in the program This means that there can be legal implications for both parties if they don t abide by the terms of the contract Besides the legal implications of the contract, there are also deadlines, budgets, and political issues that swarm around the contract Sometimes when I teach, a participant will say that if a seller misses their deadline they ll sue them, or there s cost penalties for the vendor That may be true, but I am certain everyone in the program would much rather just have the deadline met rather than face a reduction in fees or the nastiness of a lawsuit If a contract falls through, then there s also the chance of bad publicity surrounding the contract and the program No one wants that well, no one other than the attorneys
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