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<PROJECT NAME>DOLLAR GENERAL RETAIL OPENING

RISK MANAGEMENT PLAN

Office of the Chief Information Officer Team 1: Michelle Adkins, Randy Craft, Tiffany Hobson, Jonathan Reddish

Dollar General Risk Management Plan Template Version 1.2 09/2015

St. Petersburg College

MAN 4583

Prof. Jones

<Project Title> <Document> Version <x.x>

October 28, 2018Month Day, Year

Document Approval

Approval Not Required

HOW TO USE THIS DOCUMENT

This document is a template for building your project document.  This template has been reviewed and accepted, but the sections and subsections may be modified to scale to the size and complexity of your project.  

Please rename this template and save the file using a descriptive filename.  

Some sections in this and other PMLC documents (such as Introduction, Project Purpose, and Project Background) may appear to be redundant between documents.  These sections are considered essential to allow each document to stand alone and provide basic information about the project.  Please feel free to cut and paste content from such sections in other documents where appropriate.  

Some sections and subsections in this document may include guidance on how to use the section. All guidance is shown in blue 11 pt Arial font.  Once you have read and understood the guidance, please delete it and replace it with your text.  

Some sections and subsections may include bracketed text to represent information which is variable across projects. Please replace bracketed text (including the brackets) with the content for this project.

Some sections and subsections may include boilerplate text. Boilerplate text is suggested language that may be used, modified, or discarded to conform to the particulars of your project.

Please do not remove any entire sections or subsections from this document. If an entire section or subsection does not apply, include a statement under the section heading which reads, “This Section is not applicable for this project.”

Before distributing this document for review or approval, please delete this How to Use This Document page.

Document History

Document Version Control

Version Version Date Summary of Changes Author

12 10/26/2018 For review Sect 3.1 and 3.2 Randy Craft

2 10/276/2018 Sections 2.1, 2.3, 2.4No changes made at this time Tiffany HobsonMichelle Adkins

3 10/27/188/2018 Section 2.1, 2.3, 2.4Review and Editing Tiffany HobsonMichelle Adkins

43 10/28/2018 Section 1, Reference page, changed all font to black Times New RomanReview and Editing Michelle AdkinsJonathan Reddish

10/28/2018 Review and Editing Michelle Adkins

Review

Name Role

Michelle Adkins Review / Proofread

Tiffany Hobson Completed section 2.1, 2.3, 2.4, Team Leader

Michelle Adkins Completed section 3.5 and proofread

Jonathan Reddish Researched template, completed section 1, added reference page

Michelle Adkins Review for Submission

Table of Contents

1 INTRODUCTION 4

1.1 PROJECT DESCRIPTION 4

1.2 PROJECT BACKGROUND 4

1.3 PURPOSE 4

1.4 OBJECTIVES 4

1.5 SCOPE & CONTEXT 4

1.6 GUIDING PRINCIPLES 4

2 RISK MANAGEMENT ORGANIZATION 6

2.1 PROCESS RESPONSIBILITY 6

2.1.1 PMO Risk Manager/Risk Management Team 6

2.1.2 Risk Owner 6

2.1.3 Steering Committee 7

3 RISK MANAGEMENT PROCESS 8

3.1 RISK IDENTIFICATION 8

3.2 RISK ANALYSIS 8

3.3 RISK RESPONSE PLANNING 9

3.4 RISK MONITORING AND CONTROL 9

3.4.1 Risk Escalation Procedures 10

3.4.2 Risk Management Team Meeting 10

3.4.3 Feedback and Reporting Processes 10

3.5 RISK MANAGEMENT CLOSEOUT 11

4   REFERENCES…………………………………………………………………………......12

1 INTRODUCTION

1

1.1 PROJECT DESCRIPTION

Insert project description from project charter.This project involves opening a new Dollar General (DG) retail location to extend the range of products and services that DG provides, acquire new customers in new and existing markets and acquire a larger market share of the value-seeking customers.

The major deliverables of this project are site selection, delivery of materials and construction of building, installation of shelving and equipment, training of management and staff, ordering products and stocking the shelves and marketing for the grand opening.

1.2 PROJECT BACKGROUND

Dollar General opens hundreds of new retail locations per year but is always seeking to locate their stores in areas that are underserved by other retail grocers. DG has a standard 7,400 square foot store layout that usually returns the cost of building the store in less than 2 years  (Klepacki,, 2017).

Provide details on the background of your project here.

1.3 PURPOSE

Theis Dollar General  XXXXXXX Risk Management Plan provides the project a consistent method to manage risks to ensure success.  

Risk management is the processes for identification, assessment, mitigation, tracking, control and management of the project's risks.  It drives decisions that affect the development of the business capability and the management of the project.

1.4 OBJECTIVES

Specific objectives of this project's Risk Management Plan include:

• Ensure critical risks impacting scope, schedule, budget, business performance, and/or change management are proactively identified, communicated, mitigated, and escalated in a timely manner.

• Facilitate attention to key risks impacting the project and individual teams.

• Produce meaningful information that allows project management to focus efforts on the “right” (e.g., high likelihood and high impact) risks with an effective coordination of effort.

• Ensure appropriate stakeholders are informed and, if applicable, participate in the mitigation.

• Record an audit trail of discussions and mitigation of project risks.

1.5 SCOPE & CONTEXT

The Dollar General XXXXXXXX Risk Management Plan consists of the process and timing for identifying and managing risks, mitigation actions required, and organizational responsibility for monitoring and managing the risks throughout the entire lifecycle.

1.6 GUIDING PRINCIPLES

• The rRisk mManager is responsible for making an overall risk assessment and reviewing it with the team and stakeholders.

• Work and communicate progress on most severe risks first.

• Set realistic due dates and then work to meet the dates.

• Mitigate risks at the appropriate level (for example i.e., project, team, sub-team).

• Keep stakeholders informed on current risk status.

• Document the planned risk mitigation history and actual mitigation of a risk.  This documentation serves as a key input to root cause analysis, key learning, metrics, and risk analysis.

• For high impact, impending risks, a rapid decision turnaround may be required, as determined by the Risk/Project Manager.  In such cases, available applicable team members will make the decision.

2 RISK MANAGEMENT ORGANIZATION

2.1 PROCESS RESPONSIBILITY

The Dollar General XXXXXX Project Risk Manager is Johnathan Reddish____________.

The Risk Manager is responsible for the Risk Management Plan, its effective implementation throughout the project, trends and metric analysis, and training project personnel on risk management.  The Risk Manager is also responsible for creating and maintaining the Risk Register (or Log), unless this task is delegated to a team member.

Reddish will execute and review all documentation and the process for this project. The Risk Manager is to ensure that the Risk Management Plan is effective throughout the entire process of the project and assume responsibility for the project, analyze trends and metrics obtained, and ensure that the team is properly trained on risk management. The Risk Manager is also required and responsible to create and maintain a Risk Log.  , Johnathan Reddish will refer this to Tiffany Hobson and she will maintain the Risk Log.

2.1.1 PMO RISK MANAGER/RISK MANAGEMENT TEAM

The Risk Manager has overall facilitative responsibility for the risk management process.  The Risk Management Team is comprised of the Risk Manager and the Risk Management staff, if required.  Specific responsibilities may include the following activities.

• Develop and implement the Risk Mitigation Plan.

• Maintain the Risk Management Plan in line with configuration management procedures.

• Generate risk reports, including trends and metric analysis, for risk meetings and ad-hoc requests.

• Clarify, consolidate and document risks.

• Maintain and monitor data in the risk register.

• Monitor the status of risk mitigation.

• Communicate status to risk owners.

• Escalate communication if expected mitigation action deadlines are not met.

• Execute the risk closure process.

The Risk Manager has overall responsibility for the risk management process and the team in which is assigned to this plan. The Risk Manager has overall facilitative responsibility for the risk management process.  The Risk Management Team is comprised of the Risk Manager and the Risk Management staff, if required.  Specific responsibilities may include the following activities.

• Develop and implement the Risk Mitigation Plan.

• Maintain the Risk Management Plan in line with configuration management procedures.

• Generate risk reports, including trends and metric analysis, for risk meetings and ad-hoc requests.

• Clarify, consolidate and document risks.

• Maintain and monitor data in the risk register.

• Monitor the status of risk mitigation.

• Communicate status to risk owners.

• Escalate communication if expected mitigation action deadlines are not met.

• Execute the risk closure process.

2.1.2 RISK OWNER

The Risk Owner is the team member whom the Risk Management Team assigns to be primarily responsible for mitigating the risk. The assignment of this position is generally based on the type of risk and should be assigned to someone who has a knowledge and feels entitled to assure that the risk is mitigated. To ensure that the Risk Management Plan is effective there might also be manager, project lead, or director that is also assigned to the risk and has a direct connection to the risk. The Risk Owner has the following responsibilities:The Risk Owner is the person to whom the Risk Management Team assigns primary responsibility for mitigating the risk.  This assignment is based on the type of risk and should be assigned to the team member who is empowered to assure this risk is mitigated.  This will typically be a team lead and/or their respective co-lead.  Project sponsors, directors and/or managers may also need to be aligned with a risk to assure adequate support. The Risk Owner has the following responsibilities:

• Determine the risk and create a new risk mitigation plan that meets the requirements of the Risk Management Team and submit for their approval.

• Maintain and assess risk as specified in the risk mitigation plan.

• Provide risk status at all Risk Management Team meetings to ensure everyone is aware of the project.

• Recommend solutions to the current risks and the ability to end the risk.

• Assess the risk and create a risk mitigation plan that meets Risk Management Team approval.

• Mitigate risk per the risk mitigation plan.

• Recommend risk closure to Risk Management Team.

• Present risk status at Risk Management Team meetings as required

2.1.3 STEERING COMMITTEE

The project's Steering Committee has the responsibility to ensure that the Risk Management Plan is executed completely. The Steering Committee's primary responsibilities include the following:The project's Steering Committee has overall responsibility for ensuring the Risk Management Plan is executed fully.  Specific responsibilities include the following activities.

• Support the Project Risk Manager and the Risk Owner in the mitigation process.

• Ensure that the committee is involved in the implementation of senior level management and other departments in the process. This will also allow them to be a cross between the project and the departments.

• Oversee all the mitigation implementation and help in analyzing the risks.

• Ensure that the mitigation process goes smoothly and is successful.

• Approve the mitigation of very high severity level risks.

• Support mitigation implementation.

• Assist in cross-organization and controversial risk mitigation to include determining the involvement of senior management and other organizational resources.

3 RISK MANAGEMENT PROCESS

Risk management involves four major phases:  risk identification, risk analysis, risk response planning, and risk monitoring and control.  

3.1 RISK IDENTIFICATION

Identify risks that may affect project outcome, document them in the project's Risk Register Risk Register (Log).  The Risk Register usually includes the following:

• Unique identifier for each risk.

• Description of each potential risk event and how it could affect the project.

• Assessment of the likelihood of occurrence and the impact/seriousness if it does.

• Grading of each risk according to a Risk Scoring Matrix.

• Who is responsible for managing the risk?

• Strategies proposed for dealing with the risk (preventative and contingency).

• (In larger projects) A sizing for each risk response/mitigation strategy.

3.2 RISK ANALYSIS

In this section, you will prioritize risks for subsequent ongoing management based on their likelihood of occurrence and degree of potential impact.  Update the Risk Register with your prioritization and categorization of risks from the detailed analysis, plus an overall probabilistic assessment of the project achieving its cost, time, and quality objectives.

After being first identified, the risks are analyzed to determine how they could affect the project.  Negative risks, for example, can impact a project in several basic ways:  objectives reduced or delayed, schedule extended, cost increased, or quality reduced.

The scoring (grading) of the risks in the Risk Register  Risk Register is facilitated by use of a Risk Scoring Matrix (aka, Probability and Impact Matrix).  Risks are first analyzed and evaluated in terms of probability (likelihood) of occurrence and the impact (seriousness) if they should occur.  The probability of the risk occurring is assessed and given a rating of Very Low (VL), Low (L), Medium (M), High (H), or Very High (VH) likelihood. Separately the impact upon the project if the risk were to occur is given a rating of Very Low (VL), Low (L), Medium (M), High (H), or Very High (VH) seriousness.  Then using these ratings in conjunction with the Risk Scoring Matrix, the risks can be graded to provide a measure of the project's risk exposure for each.

The table below is an example of a simple Risk Scoring Matrix that provides a standard method to calculate gradings based upon combination of probability and impact ratings.

Probability

(Likelihood) Impact (Seriousness)

Very Low Low Medium High Very High

Very High On Site Injury

High

Medium Environmental or Weather RelatedWeather-Related Issue (Hurricane, Flood)

Low Design Failure

Very Low Labor Strike On Site Fatality

Score Definition

High An event that is extremely or very likely to occur and whose occurrence will impact the project's cost (and/or schedule) so severely that the project will be terminated or will cause significant cost (and/or schedule) increases (e.g., increases of more than 5 percent) on the project; this risk should be escalated (where possible) and reviewed frequently

Medium An event that has a 50-50 chance of occurring and, if it occurs, will cause noticeable cost (and/or schedule) increases (e.g., increases of not more than 5 percent) on the project; this risk should be reviewed regularly

Low An event that is unlikely or very unlikely to occur and, if it occurs, will cause small or no cost (and/or schedule) increase that, in most cases, can be absorbed by the project

3.3 RISK RESPONSE PLANNING

Develop appropriate options and action plans to reduce the threats of specific risks to project objectives.  Conduct reviews to develop strategies for responding to risks.  Update the Risk Register with specification of proposed response plan for the occurrence of each risk event and an updated Project Management Plan.

3.4 RISK MONITORING AND CONTROL

Risk Monitoring and Control is the process of identifying, analyzing, and planning for newly identified risks, monitoring previously identified risks, and reevaluating existing risks to verify the planned risks response strategies for their effectiveness.  

Activities involved in Risk Monitoring include:

• Establish periodic reviews and schedule them in the project plan.

• Ensure that all requirements of the Risk Management Plan are being implemented.

• Assess currently defined risks as defined in the Risk Register.

• Evaluate effectiveness of actions taken.

• Identify status of actions to be taken.

• Validate previous risk assessments (likelihood and impact).

• Validate previous assumptions and state any new assumptions.

• Identify new risks.

• Track risk response.

• Communicate risk management status and risk response follow-through as appropriate.

Activities involved in Risk Control include:

• Validate risk mitigation strategies and alternatives.

• Take corrective action when actual events occur.

• Assess impact on the project of actions taken (cost, time, resources).

• Identify new risks resulting from risk mitigation actions.

• Ensure the Project Plan (including Risk Management Plan) is maintained.

• Ensure change control addresses risks associated with the proposed change.

• Revise risk management documents to capture results of mitigation actions.

• Update Risk Register.

• Communicate risk management status and risk response follow-through as appropriate.

• Establish communications as appropriate.

3.4.1 RISK ESCALATION PROCEDURES

Most decisions are made at the Team Lead level.  The Risk Management Team escalates only those risks that significantly impact the project's scope, budget, schedule, change management, technical performance, and business performance objectives.  Additionally, the Risk Management Team escalates those risks determined to need cross-organization involvement, are controversial, or require senior management involvement and/or decisions.  

3.4.2 RISK MANAGEMENT TEAM MEETING

The Risk Management Team meeting is conducted and facilitated by the Risk Manager.  Meeting attendees should include:

• Jonathan Reddish_____________

• Tiffany Hobson_____________

• _____________Randy Craft

• Michelle Adkins

During the Risk Management Team meeting new and past due risks are discussed.  The risk originators present the new risk and provide the necessary detail.  The  rRisk oOwners provide updates for all other risks.

In addition to the Risk Management Team meeting, the Risk Manager and the Risk Management Team will brief the Project Manager(s) on a regular basis regarding the status of risks.

3.4.3 FEEDBACK AND REPORTING PROCESSES

The Risk Management Team should generate standard reports as part of the risk management process.  In preparation for the Risk Management meeting, the Risk Management Team prepares a Risk Register (see following table) listing the risks for review (i.e., new, open, and ready-to-complete risks).  After the Risk Management Team meets, the Risk Management Team notifies the Risk Originators and Risk Owners of the results of the meetings (i.e., status of new risks submitted, new risk assignments, and risks approved for closure) through the Risk Management Meeting Report.  

3.5 RISK MANAGEMENT CLOSEOUT

Please refer to the Project Management Plan for the Project Closure process.  

At the completion of the Dollar GeneralXXXXXXX project, the successful transition of any open risks, and capturing and harvesting lessons learned are important for Project Maintenance and Support and future project work.  

• Validate the completion of identified risks.  For any open risks assess whether there isare ongoing operational risks that warrant communication of these risks to the operational transition team.  Document remaining open risks and provide access to final report.

• Produce final risk management metrics and evaluate process effectiveness against established benchmarks.

• Capture risk factors and risk mitigation plans for inclusion in Risk Reference Models.  

• Review all Notices to Owner concerning permits and contractor work permits are current as well as lien holders of sub-contracted tasks have been identified and completed for payment.

• Tracking all business applications are in compliant to meet federal, state, city, and county regulations.

• Review all invoicing for preparations of closing out all project accounts.

• Schedule final walk through and punch list with Project Risk Manager Jonathan Reddish.

• Finalize personnel and open position needs with Hiring Manager.

• Set a soft grand opening of the new store to address any issues that may arise prior to the grand opening.

References

A guide to the project management body of knowledge: (PMBOK® guide). (2017). Newtown Square, PA, USA: Project Management Institute.

Gray, C. F., & Larson, E. W. (2018). Project management: The managerial process. New York, NY: McGraw-Hill Education.

Klepacki, L. (2017, January 19). Why Dollar General will keep its promise to build 1K stores this year. Retrieved from https://www.retaildive.com/news/why-dollar-general-will-keep-its-promise-to-build-1k-stores-this-year/434044/

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