Regional health information organization

In 1,000 to 1,250 word paper, briefly describe each of the following terms and their relationship to each other:

  1. Community health information network (CHIN)
  2. Regional health information organization (RHINO)
  3. National health information network (NHIN)
  4. Health Information Technology for Economic and Clinical Health Act (HITECH Act)

Once you have defined the terms and their relationship to each other, explain their relationship to the development of a patient-centered management system and electronic health records (EHRs).
You are required to use three qualified references in addition to your textbook for this paper.
Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to Turnitin. Please refer to the directions in the Student Success Center.

Mgt 3530 – Human Resources Management HR in the News Assignment Instructions

Mgt 3530 – Human Resources Management HR in the News Assignment Instructions

 
Overview:
HR is EVERYWHERE, and issues related to the field of HR frequently appear in the news. During the course of the semester, I want you to start paying attention to current issues in HR and their potential impact on the workplace. You will select TWO recent news articles relating to HR. For each article, you will prepare a 1-2 page summary of key points and your interpretation of the article as it relates to HR. Each article and summary is worth 12 points (5% of your final grade). [NOTE: you have TWO of these assignments due during the semester, each of which should focus on ONE article]
 
Source and Topic Choice:

  • You may choose from any news source (e.g., newspapers/print publications, internet sources, podcasts, or television) as long as you are able to provide a link to the original source.
  • You may choose any topic, as long as the primary focus of the article is directly and explicitly related to an HR topic (e.g., legal issues in employment, job analysis/competency modeling, sourcing/recruiting, selection/hiring, performance management, compensation, retention/engagement issues).
  • The article must be current – dated December 2017 or later.
  • The topic MUST relate to current or contemporary developments in HR (such as legal issues, “hot topics” in the field, demographic issues and their impact on the workplace, developing trends in HR practice or policies, or case studies on how a company has changed or implemented new HR policies).
    • Do NOT select generic or generalized topics, such as articles that simply provide a definition/description/overview of an HR practice (e.g., “What is Performance Management?”) or “advice-type” columns for managers/employees (e.g., “10 Ways to Improve Engagement,” “How to Coach Problem Employees,”), unless they specifically relate to NEW DEVELOPMENTS in the field.
      • If you’re not sure if your selected article meets these criteria, please feel free to run it by me before you prepare it for discussion.

 
Assignment Requirements:
In your write up, you will summarize the article and discuss your interpretation of the implications of the article as it relates to HR. Please make sure to also cite your source (APA style is preferred) and include an active link to the article at the end of your paper.

  1. Summary
  • Your summary should be a brief description (maybe 1-2 paragraphs, max) of the main points of the article
  • Summarize the article in your own words – do not just copy/paste portions of the article and/or use excessive direct quotes
  1. Discussion
  • Your discussion is the heart of your assignment, it should receive the most attention and be the primary focus of your paper
  • In your discussion, go beyond the content of the article to explain the relevance or implications of this article for employees, managers, organizations, or the field of HR as a whole

 
Writing Guidelines:

  • Your paper should be around 1.5-3 pages (NOTE: this is only a guideline – there is no required page length, I’m concerned more with quality than quantity).
  • All documents should be professionally prepared. Proper spelling, grammar, formatting, etc. is expected. If you wouldn’t turn it into your supervisor or your client, don’t turn it in to me.

 
Turn in Early for Feedback
You are welcome and encouraged to turn your paper in early (the point of this assignment is to get you noticing HR issues in daily life, so when you see something interesting, go ahead and write it up!). An additional bonus to turning in your assignments early is that I can provide you with feedback and a potential opportunity to revise and resubmit your assignment if needed (depending on the nature of the feedback). To take advantage of this opportunity, make sure to have your paper submitted by the “Early Feedback Deadlines” posted in the syllabus.
 
 
Due Dates, Late Assignments, and Extensions
Assignments are due by midnight on the posted due date. Late assignments WILL NOT BE ACCEPTED unless there is a legitimate emergency, in which case extensions are given on a case by case basis.
 
Grading Criteria
I have provided the rubric that I will be using to evaluate your work. Please refer to this rubric, as well as the general guidelines provided, to ensure you meet all requirements. I have also provided examples of high and low quality papers for your reference (please note, the sample paper references an article from 2015 – remember that your article MUST be current).
 
Academic Honesty
By turning in this assignment, you are acknowledging that the work you turn in is your own and has not been copied or paraphrased, in whole or in part, from other sources without proper acknowledgment. Plagiarized work will receive a grade of zero and will be reported.
 
Notes on Citing Your Sources
In-text citations:

  • For the purpose of this assignment, include the article title and publication date as part of your paper title. By doing so, it is NOT necessary to cite the article within the body of your paper.
  • If you use ADDITIONAL sources in your paper, make sure to both cite the article within the body of your paper AND include it as a reference.
    • The general format for in text citations is the last name(s) of the author and year of publication

 
Examples:
In a recent study, Walker (2015) examined whether the hokey pokey is really what it is all about.
 
Recent evidence emerged supporting the theory that love does, in fact, make the world go round (Rogers & Hammerstein, 2014).
Note: for two authors, ALWAYS use both authors’ names in each citation
 
Brodersen, Graham, and Frost (2014) recently studied what motivates chickens to cross roads.
Note: for more than two authors, cite ALL authors the FIRST time you cite the reference; after that, cite the first author, followed by “et al.” (e.g., Brodersen et al., 2014)
 
Full references:

  • Provide the full reference(s) for ALL sources used at the end of the article, using APA format.

 
Examples:
From a print magazine/journal/newspaper:
Author, A. A. (Year, Month Day). Title of article. Title of Magazine, issue number of magazine, page numbers of article.
Note: if there are no issue numbers for the magazine, just list the page numbers
 
From an online magazine/journal/paper:
Author, A. A. (Year, Month Day). Title of article. Title of Newspaper. Retrieved from http://www.someaddress.com/full/url/
 
From a non-periodical online source:
Author, A. A. (Year, Month Day). Title of article.  Retrieved from http://www.someaddress.com/full/url/
 
From a television news broadcast:
Lastname, A. A. (Producer). Name of the news program [Television Broadcast].  New York, NY: Central Broadcasting Service.
NOTE: if you use a television-based source, please also try and find a web link to the segment so I can access it.
 
 
 
 
MGT 3530
HR In the News Grading Rubric
 

  Fully Meets Expectations
(90%-100%)
Partially Meets Expectations
(70%-89%)
Does Not Meet Expectations
(below 69%)
Article Selection
 
The selected article is dated December 2017 or later, is taken from an approved and relevant source, and explicitly relates to current or contemporary developments in the field of HR.
 
The link provided is active, and links directly to the article referenced in the paper.
 
This is REQUIRED to earn full credit, provided your posts meet the remaining criteria discussed below.
 
The article is outdated, taken from an irrelevant source, is not explicitly related to HR, or does not relate to current/contemporary developments in the field
 
The link provided does not link to the article referenced in the paper.
 
If the article selection does not meet expectations, the maximum grade you can earn is 70%
 
Article Summary
 
The summary is brief but clear; and presents the key points the article with almost no reliance on direct quotes. The summary is relatively clear and presents the primary points of article with an appropriate balance of paraphrasing and direct quotes
 
The summary is too brief or too long; lacks clarity; does not fully capture the article’s key points; and/or relies too heavily on direct quotes and/or copying/pasting from the original article without proper citation
Discussion The discussion is clear, relevant, accurate, precise, and thorough
 
Correct interpretation, analysis, and critique of information – demonstrates a thorough understanding of the content and its relevance;
 
Makes accurate, logical, relevant, and insightful connections between the content of the article and the implications it has for employees, managers, organizations, or the field of HR as a whole
 
Goes “above and beyond” the basic requirements of the assignment in an effort to gain a better understanding of the topic at hand (e.g., through consulting additional resources, critical thinking, or applied examples)
The discussion is clear and relevant
 
Shows a working grasp of the content, but may be a bit “surface level” with respect to interpretation, analysis, and critique of information;
 
Provides some “general level” implications of the article for employees, managers, organizations, or the field of HR as a whole
The discussion is unclear or does not really relate to the article or the purpose of the assignment;
 
Little to no understanding of the content and/or its relevance
 
Makes incorrect or inaccurate conclusions, recommendations, or assumptions
Professionalism/
Clarity

 
Excellent professionalism in preparation of the assignment; Almost no grammatical or spelling errors; Highly effective use of language;
Very clear organization of ideas; References and quotes used appropriately and effectively
Professionally prepared; Minimal grammatical or spelling errors that do not detract the reader; Appropriate and professional language; Ideas are sufficiently organized; References and quotes make sense, but may not be accurately presented Sloppy; High number of grammatical or spelling errors make ideas difficult to understand; Inappropriate use of language; Ideas seem disorganized, jumbled, and disjointed; Inappropriate use of references or quotes.

 

the essence of management

 
Write 2 pages summary of the below class session, what was understood and gained. Must be single spaced, times new roman, 12-point font, 1 in margins for EACH paper.
 
OB Skills What is the essence of management?
How do you INFLUENCE someone effectively?
The New World of Work: Complex, ambiguous, changing, diverse, and global
Success requires the SKILLS to react quickly and effectively while working w/ others domestically and internationally w/ new technologies
portfolio: valuable transferable skills carry from job to job
Company Success: What factors best explains a firm’s financial performance?
Firm size, market share, capital intensity, industry return on sales, ability of managers to effectively manage people
Which one is most important?Manager’s ability three times more powerful in explaining than all other factors combine
Modern Work Environment: Entrepreneurial success depends on managerial (social) skills
Downsizing/delayering
Job enrichment/empowerment
Self-managed work teams
Hiring for future positions now
Beyond work, OB skills serve you well in life
Expectations
Attribution Errors
Keys in Managing Perceptions and Attributions in Teams: Be self-aware
Seek a wide range of differing information
Try to see a situation as others would
Be aware of different kinds of schema
Be aware of perceptual distortions
Be aware of self and other impression management
Be aware of attribution theory implications

Media Research And Psychosocial Perspective

You will be attending an upcoming psychological conference on psychology and mass media. While packing for the conference, you are struck by a particular advertisement you see on television. You have seen this same product advertised in magazines, on the radio, on billboards, and on the Internet. This commercial has you thinking more about the interplay between psychology and mass media. You decide to analyze the advertising campaign and use it as an example during the conference.
Using a , psychosocial perspective and media research will analyze a product campaign to fully demonst you rate your understanding of the effects and impacts of propaganda, social influence, persuasion, and attitude changes on society. You will also examine how your own behaviors are influenced by popular media and mass communication.
Select a company that is currently promoting one of its products and has an extensive advertising campaign running at this time.
For this week’s assignment, you will write a paper 7 pages (5 pages of content, 1 title page, 1 reference page) in length, in APA format (including at least 2 scholarly references), on the following:

  • What product did you select, and why? What were your initial reactions to the product advertising campaign under analysis?
    • Did the campaign change your attitude? If so, how?
    • Did the campaign change your behavior? If so, what did you do differently?
  • Use the following sociopsychological approaches to describe your understanding of persuasion and propaganda used in the campaign:
    • Authority: Did the campaign use an authoritative figure to persuade you?
    • Reciprocity: Did the campaign offer something in reciprocation?
    • Commitment or Consistency: Do you feel a sense of commitment or need for consistency because of the campaign?
    • Social Proof: Do you feel a sense of social approval because of the campaign?
    • Likeability: Do you like the people in the campaign?
    • Scarcity: Does the campaign imply a scarcity of the product?
  • Discuss your understanding of the media effects of the campaign, and include information on the following:
    • Micro-level effects: How does the campaign affect individuals?
    • Macro-level effects: How does the campaign affect groups or communities?
  • Identify a minimum of 2 research articles on related media effects that have been studied in the past as they relate to individuals, groups, and your product or similar products.
  • Include any media research and available data that are specifically related to your product and the advertising campaign.

Please submit your assignment.
For assistance with your assignment, please use your text, Web resources, and all course materials.

Roles and Responsibilities

Roles and Responsibilities

Divisional Information Officer
· Resolve issues regarding policy, process and procedures that cannot be resolved at lower levels
· Provide project budget
· Assist in risk mitigation, when necessary
· Assist in corrective action decisions, when necessary
Project Sponsor(s)
· Actively demonstrate support for the project on a regular basis
· Resolve issues regarding policy, process and procedures that cannot be resolved at lower levels
· Provide project budget
· Assist in risk mitigation, when necessary
· Assist in corrective action decisions, when necessary
· Meet with Interim Leadership Team at regularly scheduled intervals
· Assess project progress and take appropriate action
Project Steering Committee
· Resolve issues regarding policy, process and procedures that cannot be resolved at lower levels
· Provide project budget
· Assist in risk mitigation, when necessary
· Assist in corrective action decisions, when necessary
· Meet with Interim Leadership Team at regularly scheduled intervals
· Assess project progress and take appropriate action
· Communicate key messages and decisions within respected organization
· Sub-team to review and approve requests to customize application
Interim Leadership Team
· Overall Scope Definition
· Review and Resolve issues regarding policy, process and procedures that cannot be resolved at lower levels
· Risk management (risk planning, risk identification, risk quantification, risk response development, and risk control )
· Identification and creation of project contingency plans
· Resource acquisition (people, time, budget and materials)
· Communication to all stakeholders
· Manage the overall project schedule, budget, and scope
· Ensure project quality standards and procedures are being followed and contribute to overall program quality management
· Review Key Deliverables
· Take corrective action, when appropriate.
· Report project status to project sponsors and steering committee
· Coordinate and manage the efforts of all teams
· Manage stakeholder expectations
· Ensure good communication both vertically and horizontally throughout the project
· Establish project standards and procedures
· Facilitate project meetings with Executive Sponsors and Steering Committee
· Establish quality measures for the project
Technical Team Leader
· Define Technical Scope within area of responsibility
· Issue documentation and resolution within area of responsibility
· Risk identification and management within area of responsibility
· Identification and creation project contingency plans
· Resource acquisition, people, time, budget and materials within area of responsibility
· Coordinate communication to all affected parties (business and technical) within area of responsibility
· Manages technical project team within area of responsibility
· Deliverable identification and creation within area of responsibility
· Takes Corrective action, when appropriate,within area of responsibility
· Report project status to Interim Leadership Team within area of responsibility
· Gain approvals for all deliverables within area of responsibility
· Assist in establishing project standards and procedures
· Follow up on action items from meeting minutes
· Facilitate project team meetings, as needed
· Ensure project quality standards and procedures are being followed and contribute to overall program quality management
· Coordinate all project activities within area of responsibility
· Maintain project schedule within area of responsibility
· Reporting of budget and schedule variance within area of responsibility
· Documentation coordination and maintenance within area of responsibility
· Ensure all time spent on the project has been collected within area of responsibility
· Project meeting minutes
Business Project Leader
· Lead business analysis effort performed by business analysts and subject matter experts
· Provide business representation and leadership for business areas impacted by the project within area of responsibility
· Control day-to-day aspect of the team within area of responsibility
· Coordinate, communicate, and actively engage all other teams to ensure synergy is achieved for the program as a whole
· Ensure good communication within your team and cross-functionally
· Regularly assess and ensure alignment of business processes across all business areas
· Ensure that project standards and practices are consistently followed
· Define Business Scope within area of responsibility
· Track and resolve issues within area of responsibility
· Risk identification and management
· Identification and creation of project contingency plans
· Resource acquisition, people, time, budget and materials within area of responsibility
· Coordinate communication to all affected parties (business and technical) within area of responsibility
· Deliverable identification and creation within area of responsibility
· Takes Corrective action, when appropriate, within area of responsibility
· Report project status to Interim Leadership Team within area of responsibility
· Gain approvals for all deliverables within area of responsibility
· Assist in establishing project standards and procedures
· Follow-up on action items from meeting minutes within area of responsibility
· Facilitate project team meetings
· Ensure project quality standards and procedures are being followed and contribute to overall program quality management
· Coordinate all project activities within area of responsibility
· Maintain project schedule within area of responsibility
· Reporting of budget and schedule variance within area of responsibility
· Documentation coordination and maintenance within area of responsibility
· Ensure all time spent on the project has been collected within area of responsibility
· Collect project meeting minutes within area of responsibility
· Monitor project milestones and meet established deadlines within area of responsibility
· Manage the refinement of business requirements
Project Leader
· Control day-to-day aspects of combine or upgrade project team
· Perform project management processes
· Tracks and resolves issues
· Monitor milestones and meet established deadlines
· Execute formal and management reviews
· Manages refinement of models of business requirements
· Leads design and organization of procedures
· Analyzes technical business processes
· Communicates with Project Manager, Business Project Manager and Project Team
Business Partner (Business Team Members)
· Familiar with business processes and customizations
· Assist in the creation of project deliverables
· Ensure communication to the Business Unit is occurring
· Identify and communicate project issues, risks, constraints and assumptions to the Project Manager
· Assist in risk mitigation, when necessary
· Assist in issue resolution
· Assist in project scope definition
· Provide deliverable verification and acceptance
· Attend project team meetings
· Identify customizations and assist Developers in resolving issues
· Develop and execute test plans
· Modify and test queries
· Follow project quality standards and procedures
· Provide status of tasks and deliverables to Project Manager
Business Analyst
· Familiar with business processes
· Assist in the creation of project deliverables
· Ensure communication to the Business Unit is occurring
· Identify and communicate project issues, risks, constraints and assumptions to the Project Manager
· Assist in risk mitigation, when necessary
· Assist in issue resolution
· Assist in project scope definition
· Attend project team meetings
· Follow project quality standards and procedures
· Provide status of tasks and deliverables to Project Manager
Technical Analyst
· Creation of the project deliverables
· Ensure communication between all affected parties is occurring
· Identify and communicate project issues, risks, constraints and assumptions to the Project Manager
· Attend project team meetings
· Coordinate with Project Leader and Business Partner to complete detailed test plans for all phases of testing
· Develop data verification and acceptance methods
· Develop procedures for handling test case failure
· Follow project quality standards and procedures
· Provide status to Project Manager
Technical Developer
· Creation of the project deliverables
· Ensure communication between all affected parties is occurring
· Identify and communicate project issues, risks, constraints and assumptions to the Project Manager
· Software development and analysis
· Regression / unit / system testing
· Work closely with functional resources to ensure business needs are met
· Document all changes
· Attend project team meetings
· Follow project quality standards and procedures
· Provide status to Project Manager
Database Administrator
· Review scripts and modify, if necessary, for customer standards
· Monitor database and provide database support
· Perform backups, recoveries
· Troubleshoot and tune database
· Enforce standards
Systems / Web Administrator
· Assess the server-related needs for team
· Develop and maintain web architecture design
· Manage logins, passwords and system security
· Manager server / system and web server
Network Administrator
· Provide network and server support
· Design and support the existing and future LAN / WAN for PeopleSoft Internet Architecture
· Manage network security and connectivity
· Troubleshoot
· Set up workstations
· Network configurations
Training Team Leader
· Assess training needs for project team members
· Develop training strategy for project team members
· Develop, coordinate, and recommend training for project team members
· Evaluate success of training for project team members and adjust, as appropriate
· Assess training needs for target training audience
· Develop training strategy for target training audience
· Develop, coordinate, and recommend training for target training audience
· Conduct training for target training audience, train-the-trainers, and others, as needed
· Evaluate success of training for target training audience and adjust, as appropriate
· Identify and assess various training delivery mechanisms
· Manage site selection and coordination of training equipment, materials, and supplies
· Enable the scheduling of employees for training
· Control day-to-day aspect of the training team
· Ensure good communication within area of responsibility
· Ensure that project standards and practices are consistently followed within area of responsibility
· Track and resolve issues within area of responsibility
· Risk identification and management within area of responsibility
· Identification and creation of project contingency plans within area of responsibility
· Resource acquisition, people, time, budget and materials within area of responsibility
· Coordinate communication to all affected parties (business and technical) within area of responsibility
· Deliverable identification and creation within area of responsibility
· Takes Corrective action, when appropriate, within area of responsibility
· Report project status to Organization Readiness Leader within area of responsibility
· Gain approvals for all deliverables within area of responsibility
· Assist in establishing project standards and procedures
· Follow-up on action items from meeting minutes within area of responsibility
· Facilitate project team meetings
· Establish quality procedures and standards for project deliverables within area of responsibility
· Coordinate all project activities within area of responsibility
· Maintain project schedule within area of responsibility
· Documentation coordination and maintenance within area of responsibility
· Monitor project milestones and meet established deadlines within area of responsibility
Management Table (Change Review Board)
· Review project budget
· Resolve issues regarding policy, process and procedures that cannot be resolved at lower levels
· Review change requests that require changes to scope, time or budget
· PMT & business stakeholders and/ or their delegates comprise the CRB (composed of PMT, Business Unit, Others) and review and accept all project changes
· Review and Approve or Reject Requested “material” changes to a project considering impact to project and portfolio
· Approve/Reject requests to “re-baseline” a project schedule, budget, or scope

Enterprise Network Infrastructure

Assignment #2 Lab Exercise – HTTP
INT6143, Enterprise Network Infrastructure 1
Objective HTTP (HyperText Transfer Protocol) is the main protocol underlying the Web. HTTP is covered in Chapter 2 of your text. Review that section before doing this lab.
Requirements Wireshark: This lab uses Wireshark to capture or examine a packet trace. A packet trace is a record of traffic at some location on the network, as if a snapshot was taken of all the bits that passed across a particular wire. The packet trace records a timestamp for each packet, along with the bits that make up the packet, from the low-layer headers to the higher-layer contents. Wireshark runs on most operating systems, including Windows, Mac and Linux. It provides a graphical UI that shows the sequence of pack- ets and the meaning of the bits when interpreted as protocol headers and data. The packets are color- coded to convey their meaning, and Wireshark includes various ways to filter and analyze them to let you investigate different aspects of behavior. It is widely used to troubleshoot networks. You can down- load Wireshark from www.wireshark.org.
telnet: This lab uses telnet to set up an interactive two-way connection to a remote computer. telnet is installed on Window, Linux and Mac operating systems. It may need to be enabled under Windows. Se- lect “Control Panel” and “More Settings” (Windows 8) or “Programs and Features” (Windows 7), then “Turn Windows Features on or off”. From the list that is displayed, make sure that “Telnet Client” is checked. If you cannot see the text you type when in a telnet session, you may need to use a telnet command to set the “local echo” variable. Alternatively, if you are having difficulty enabling or using Windows telnet, you may install the PuTTY client which uses a GUI to launch a telnet session.
Browser: This lab uses a web browser to find or fetch pages as a workload. Any web browser will do.
Step 1: Manual GET with Telnet Use your browser to find a reasonably simple web page with a short URL, making sure it is a plain HTTP URL with no special port number. Since HTTP is a text-based application protocol, we can see how it works by entering our own HTTP requests and inspecting the HTTP responses. To do this you will use telnet in the place of a web browser, using the URL you select as a test case. You might a top level page of your school web server, e.g., http://www.mit.edu/index.html.
Divide the URL into the server name, and the path portion, e.g., www.mit.edu and “/index.html”. If your URL ends with a “/” then the path portion will be “/”. Or it may be that the path is really “/index.html” and the browser and web server are performing the translation for you. To check if this is the real URL, enter the URL with /index.html at the end into your browser and see if it works.
Use telnet to fetch the page. What you will do is telnet to port 80 on the server, the standard HTTP port, and then issue HTTP commands acting as the browser. Proceed as follows:
1. Run telnet and connect to server on port 80. You can do this from a terminal or command prompt by issuing a command such as “telnet www.mit.edu 80”. Or if you are using

Assignment #2 Lab Exercise – HTTP
INT6143, Enterprise Network Infrastructure 2
putty to telnet, fill in the server and port on the configuration screen, and select “telnet” and “Never” close window.
2. Once you are connected, issue an HTTP GET command by typing the three lines below. The first two lines identify the path and server. The last line is a blank line, to tell the server there are no more headers. It is easily missed, but it is mandatory.
GET /index.html HTTP/1.1 Host: www.mit.edu
3. Observe the response that comes back. If the connection does not close by itself, you may close it by typing the telnet escape character of “control-]” and then typing the command “q” for quit.
Congratulations, you have issued your own GET and seen the inner workings of the web! Our interaction is shown in the figure below, with the parts that we typed highlighted. You may need to scroll back up to see the beginning of your interaction. The details of your output will vary, but they should take the basic form of a web interaction between your browser and a server: a command followed by various client request headers, then the server response, first with a status code and header information, and then with the requested document itself. If the status code is not a “200 OK” then something is wrong. Your command syntax may have an error in it, or an incorrect URL may be the problem.
Figure 1: Performing an HTTP GET with telnet
Assignment #2 Lab Exercise – HTTP
INT6143, Enterprise Network Infrastructure 3
Inspect your request and response to answer the following questions:
1. What version of HTTP is the server running? 2. How is the beginning of the content sent by the server recognized by the client? 3. How does the client know what type of content is returned?
Step 2: Capture a Trace Capture a trace of your browser making HTTP requests as follows; alternatively, you may use a supplied trace. Now that we seen how a GET works, we will observe your browser as it makes HTTP requests. Browser behavior can be quite complex, using more HTTP features than the basic exchange, so we will set up a simple scenario. We are assuming that your browser will use HTTP in this simple scenario rather than newer Web protocols such as SPDY, and if this is not the case you will need to disable SPDY.
1. Use your browser to find two URLs with which to experiment, both of which are HTTP (not HTTPS) URLs with no special port. The first URL should be that of a small to medium-sized image, whether .jpg, .gif, or .png. We want some static content without embedded resources. You can often find such a URL by right-clicking on unlinked images in web pages to tell your browser to open the URL of the image directly. The second URL should be the home page of some major web site that you would like to study. It will be complex by comparison. Visit both URLs to check that they work, then keep them handy outside of the browser so you can cut-and-paste them.
2. Prepare your browser by reducing HTTP activity and clearing the cache. Apart from one fresh tab that you will use, close all other tabs, windows (and other browsers!) to minimize HTTP traf- fic. When you clear your browser cache, do not delete your cookies if you have a choice.
3. Launch Wireshark and start a capture with a filter of “tcp port 80”. We use this filter be- cause there is no shorthand for HTTP, but HTTP is normally carried on TCP port 80. Your capture window should be similar to the one pictured below, other than our highlighting. Select the in- terface from which to capture as the main wired or wireless interface used by your computer to connect to the Internet. If unsure, guess and revisit this step later if your capture is not success- ful. Uncheck “capture packets in promiscuous mode”. This mode is useful to overhear packets sent to/from other computers on broadcast networks. We only want to record packets sent to/from your computer. Leave other options at their default values. The capture filter, if pre- sent, is used to prevent the capture of other traffic your computer may send or receive. On Wireshark 1.8, the capture filter box is present directly on the options screen, but on Wireshark 1.9, you set a capture filter by double-clicking on the interface.
Assignment #2 Lab Exercise – HTTP
INT6143, Enterprise Network Infrastructure 4
Figure 2: Setting up the capture options
4. Fetch the following sequence of URLs, after you wait for a moment to check that there is no HTTP traffic. If there is HTTP traffic then you need to find and close the application that is caus- ing it. Otherwise your trace will have too much HTTP traffic for you to understand. You will paste each URL into the browser URL bar and press Enter to fetch it. Do not type the URL, as this may cause the browser to generate additional HTTP requests as it tries to auto-complete your typing.
a. Fetch the first static image URL by pasting the URL into the browser bar and pressing “Enter” or whatever is required to run your browser.
b. Wait 10 seconds, and re-fetch the static image URL. Do this in the same manner, and without using the “Reload” button of your browser, lest it trigger other behavior.
c. Wait another 10 seconds, and fetch the second home page URL.
5. Stop the capture after the fetches are complete. You should have a window full of trace in which the protocol of some packets is listed as HTTP – if you do not have any HTTP packets there is a problem with the setup such as your browser using SPDY instead of HTTP to fetch web pages.
Assignment #2 Lab Exercise – HTTP
INT6143, Enterprise Network Infrastructure 5
Figure 3: Trace of HTTP traffic showing the details of the HTTP header
Step 3: Inspect the Trace To focus on HTTP traffic, enter and apply a filter expression of “http”. This filter will show HTTP re- quests and responses, but not the individual packets that are involved. Recall that an HTTP response car- rying content will normally be spread across multiple packets. When the last packet in the response ar- rives, Wireshark assembles the complete response and tags the packet with protocol HTTP. The earlier packets are simply TCP segments carrying data; the last packet tagged HTTP includes a list of all the ear- lier packets used to make the response. A similar process occurs for the request, but in this case it is common for a request to fit in a single packet. With the filter expression of “http” we will hide the
Assignment #2 Lab Exercise – HTTP
INT6143, Enterprise Network Infrastructure 6
intermediate TCP packets and see only the HTTP requests and responses. With this filter, your Wireshark display should be similar to the figure showing our example.
Select the first GET in the trace, and expand its HTTP block. This will let us inspect the details of an HTTP request. Observe that the HTTP header follows the TCP and IP headers, as HTTP is an application proto- col that is transported using TCP/IP. To view it, select the packet, find the HTTP block in the middle panel, and expand it (by using the “+” expander or icon). This block is expanded in our figure.
Explore the headers that are sent along with the request. First, you will see the GET method at the start of the request, including details such as the path. Then you will see a series of headers in the form of tagged parameters. There may be many headers, and the choice of headers and their values vary from browser to browser. See if you have any of these common headers:
• Host. A mandatory header, it identifies the name (and port) of the server. • User-Agent. The kind of browser and its capabilities. • Accept, Accept-Encoding, Accept-Charset, Accept-Language. Descriptions of the formats that will
be accepted in the response, e.g., text/html, including its encoding, e.g., gzip, and language. • Cookie. The name and value of cookies the browser holds for the website. • Cache-Control. Information about how the response can be cached.
The request information is sent in a simple text and line-based format. If you look in the bottom panel you can read much of the request directly from the packet itself!
Select the response that corresponds to the first GET in the trace, and expand its HTTP block. The Info for this packet will indicate “200 OK” in the case of a normal, successful transfer. You will see that the re- sponse is similar to the request, with a series of headers that follow the “200 OK” status code. However, different headers will be used, and the headers will be followed by the requested content. See if you have any of these common headers:
• Server. The kind of server and its capabilities. • Date, Last-Modified. The time of the response and the time the content last changed. • Cache-Control, Expires, Etag. Information about how the response can be cached.
You are likely to see a variety of other headers too, depending on your browser, server, and choice of content that you requested.
Answer the following questions:
1. What is the format of a header line? Give a simple description that fits the headers you see. 2. What headers are used to indicate the kind and length of content that is returned in a response?
Turn-in: Answers to the above questions.
Step 4: Content Caching The second fetch in the trace should be a re-fetch of the first URL. This fetch presents an opportunity for us to look at caching in action, since it is highly likely that the image or document has not changed and
Assignment #2 Lab Exercise – HTTP
INT6143, Enterprise Network Infrastructure 7
therefore does not need to be downloaded again. HTTP caching mechanisms should identify this oppor- tunity. We will now see how they work.
Select the GET that is a re-fetch of the first GET, and expand its HTTP block. Likely, this will be the second GET in the trace. However, look carefully because your browser may issue other HTTP requests for its own reasons. For example, you might see a GET for /favicon.ico in the trace. This is the browser request- ing the icon for the site to use as part of the browser display. Similarly, if you typed in the URL bar your browser may have issued GETs as part of its auto-completion routine. We are not interested in this back- ground browser activity at the moment.
Now find the header that will let the server work out whether it needs to send fresh content. We will ask you about this header shortly. The server will need to send fresh content only if the content has changed since the browser last downloaded it. To work this out, the browser includes a timestamp taken from the previous download for the content that it has cached. This header was not present on the first GET since we cleared the browser cache so the browser had no previous download of the con- tent that it could use. In most other respects, this request will be the same as the first time request.
Finally, select the response to the re-fetch, and expand its HTTP block. Assuming that caching worked as expected, this response will not contain the content. Instead, the status code of the response will be “304 Not Modified”. This tells the browser that the content is unchanged from its previous copy, and the cached content can then be displayed.
Answer the following questions:
3. What is the name of the header the browser sends to let the server work out whether to send fresh content?
4. Where exactly does the timestamp value carried by the header come from? 5. How long did it take to complete this lab? Did you feel this lab was helpful or valuable? Please
explain your answer.
Turn-in: Answers to the above questions.
Step 5: Complex Pages Now let’s examine the third fetch at the end of the trace. This fetch was for a more complex web page that will likely have embedded resources. So the browser will download the initial HTML plus all of the embedded resources needed to render the page, plus other resources that are requested during the ex- ecution of page scripts. As we’ll see, a single page can involve many GETs!
To summarize the GETs for the third page, bring up a HTTP Load Distribution panel. You will find this panel under “Statistics” and “HTTP”. You can filter for the packets that are part of the third fetch by re- moving the packets from the earlier part of the trace by either time or number. For example, use “frame.number>27” or “frame.time_relative>24” for our trace.
Looking at this panel will tell you how many requests were made to which servers. Chances are that your fetch will request content from other servers you might not have suspected to build the page.
Assignment #2 Lab Exercise – HTTP
INT6143, Enterprise Network Infrastructure 8
These other servers may include third parties such as content distribution networks, ad networks, and analytics networks. Our panel is shown below – the page fetch involved 95 requests to 4 different serv- ers!
Figure 4: HTTP Load Distribution panel
For a different kind of summary of the GETs, bring up a HTTP Packet Counter panel. You will also find this panel under “Statistics” and “HTTP”, and you should filter for the packets that are part of the third fetch as before. This panel will tell you the kinds of request and responses. Our panel is shown in the figure below. You can see that it consists entirely of GET requests that are matched by 200 OK responses. How- ever, there are a variety of other response codes that you might observe in your trace, such as when the resource is already cached.
Assignment #2 Lab Exercise – HTTP
INT6143, Enterprise Network Infrastructure 9
Figure 5: HTTP Packet Counter panel
You might be curious to know what content is being downloaded by all these requests. As well as seeing the URLs in the Info column, you can get a summary of the URLs in a HTTP Request panel under “Statis- tics” and “HTTP”. Each of the individual requests and responses has the same form we saw in an earlier step. Collectively, they are performed in the process of fetching a complete page with a given URL.
For a more detailed look at the overall page load process, use a site such as Google’s PageSpeed or webpagetest.org. These sites will test a URL of your choice and generate a report of the page load activity, telling what requests were fetched at what times and giving tips for decreasing the overall page load time. We have shown the beginning of the “waterfall” diagram for the page load corresponding to our trace in the figure below. After the initial HTML resource is fetched there are many subsequent quick fetches for embedded resources such as JavaScript scripts, CSS stylesheets, images, and more.
Assignment #2 Lab Exercise – HTTP
INT6143, Enterprise Network Infrastructure 10
Figure 6: Start of waterfall graph for www.washington.edu (from pageloadtest.org)
There is no turn-in for this step.
Explore Your Network We encourage you to explore HTTP on your own once you have finished this lab. Some suggestions:
• Look at how an HTTP POST works. We focused on the GET method above. POST is used to up- load information to the server. You can study a POST by finding a simple web page with a form and tracing the form submission. However, do not study login forms as you want to observe an HTTP POST and not an encrypted HTTPS POST that is more typical when security is needed.
• Study how web pages lead to a pattern of HTTP requests. Many popular web sites have rela- tively complex pages that require many HTTP requests to build. Moreover, these pages may continue to issue “asynchronous” HTTP requests once they appear to have loaded, to load inter- active displays or prepare for the next page, etc. You will see this activity when you find HTTP requests that continue after a page is loaded.
• Look at how HTTP GETs map to TCP connections once you have also done the TCP lab. With HTTP 1.1, the browser can make one TCP connection to a server and send multiple requests. Often after a single request the TCP connection will be kept open by the browser for a short
. . . . . . . . .

Assignment #2 Lab Exercise – HTTP
INT6143, Enterprise Network Infrastructure 11
while in case another request is coming. The number of concurrent connections and how long they are kept open depends on the browser, so you will discover how your browser behaves.
• Look at video streaming HTTP traffic. We have looked at web HTTP traffic, but other applica- tions make HTTP requests too. It is common for streaming video clients embedded in browsers like Netflix to download content using a HTTP fetches of many small “chunks” of video. If you look at other applications, you may find that many of them use HTTP to shift about content, though often on a port different than port 80.
[END]
  • Objective
  • Requirements
  • Step 1: Manual GET with Telnet
  • Step 2: Capture a Trace
  • Step 3: Inspect the Trace
  • Step 4: Content Caching
  • Step 5: Complex Pages
  • Explore Your Network

Project/Organization Role

Project Charter
Logo

Project Charter Document

Project Name:

Department:

Focus Area:

Product/Process:

Prepared By

Document Owner(s) Project/Organization Role


Project Charter Version Control

Version Date
Author Change Description
[Replace this text with the name of the Document Owner.] Document created
[Replace this text with the name of the Change Owner.] [Replace this text with a list of changes for this Owner on this Date and Version.]
· [Change 1]
· [Change 2]
· [Change n]


TABLE OF CONTENTS

1 PROJECT CHARTER PURPOSE 3
2 PROJECT EXECUTIVE SUMMARY 3
3 PROJECT OVERVIEW 3
4 PROJECT SCOPE 3
4.1 Goals and Objectives 3
4.2 Departmental Statements of Work (SOW) 3
4.3 Organizational Impacts 3
4.4 Project Deliverables 3
4.5 Deliverables Out of Scope 3
4.6 Project Estimated Costs & Duration 3
5 PROJECT CONDITIONS 3
5.1 Project Assumptions 3
5.2 Project Issues 3
5.3 Project Risks 3
5.4 Project Constraints 3
6 Project Structure Approach 3
7 Project Team Organization Plans 3
8 PROJECT REFERENCES 3
9 APPROVALS 3
10 APPENDICES 3
10.1 Document Guidelines 3
10.2 Project Charter Document Sections Omitted 3

PROJECT CHARTER PURPOSE


[Replace the following text with your own statement of the Project Charter Purpose, or use the provided sample text.]

The project charter defines the scope, objectives, and overall approach for the work to be completed. It is a critical element for initiating, planning, executing, controlling, and assessing the project. It should be the single point of reference on the project for project goals and objectives, scope, organization, estimates, work plan, and budget. In addition, it serves as a contract between the Project Team and the Project Sponsors, stating what will be delivered according to the budget, time constraints, risks, resources, and standards agreed upon for the project.

PROJECT EXECUTIVE SUMMARY


[Replace this text with a high-level view of:

· project goals

· objectives

· scope

· assumptions

· risks

· costs

· timeline

· approach

· organization]

PROJECT OVERVIEW


[Replace this text with the rationale and business justification for undertaking this project.]

PROJECT SCOPE

Goals and Objectives

Goals Objectives
[Replace this text with Project Goals. For example: The project will provide an improved system for managing product returns.] [Replace this text with Objectives for each Goal. For example:
1. Develop a system by June that tracks an end-to-end process for 100% of product returns.
2. Integrate new system with Sales in order to improve customer satisfaction 40% by year end.]

Departmental Statements of Work (SOW)

Departmental SOW Owner/Prime Due Date/Sequence

Organizational Impacts

Organization Impact to and Participation of Organization

Project Deliverables

Milestone Deliverable
1. [Milestone Description] · [Deliverable 1—description]
· [Deliverable 2—description]
· [Deliverable n—description]
2. [Milestone Description] · [Deliverable 1—description]
· [Deliverable 2—description]
· [Deliverable n—description]
3. ·

Deliverables Out of Scope


[Replace this text with a description of key logical areas not considered part of the boundaries of this project. Examples of these Out-of-Scope Deliverables may include data, processes, applications, or business management.]

Project Estimated Costs & Duration

Project Milestone Date Estimate Deliverable(s) Included Confidence Level
[Milestone 1] [mm/dd/yy] [Deliverable 1]
[Deliverable 2]
[High/Medium/Low]
[Milestone 2] [mm/dd/yy] [Deliverable 1]
[Deliverable 2]
[High/Medium/Low]

PROJECT CONDITIONS

Project Assumptions


· [Assumption 1]

· [Assumption 2]

· [Assumption 3]

Project Issues


Priority Criteria

1 − High-priority/critical-path issue; requires immediate follow-up and resolution.

2 − Medium-priority issue; requires follow-up before completion of next project milestone.

3 − Low-priority issue; to be resolved prior to project completion.

4 − Closed issue.

# Date Priority Owner Description Status & Resolution
1 [mm/dd/yy] [Issue 1 description] [Replace this text with Status and Proposed or Actual Resolution.]
2 [mm/dd/yy] [Issue 2 description] [Replace this text with Status and Proposed or Actual Resolution.]

Project Risks

# Risk Area Likelihood Risk Owner Project Impact-Mitigation Plan
1 [Project Risk] [High/Medium/Low] [Replace this text with a description of the Mitigation Plan.]
2 [Project Risk] [High/Medium/Low] [Replace this text with a description of the Mitigation Plan.]

Project Constraints


· [Replace this text with a description of a Constraint.]

· [Constraint 2]

· [Constraint 3]

Project Structure Approach


[Replace this text with a description of how the project will be structured and what approach will be used to manage the project.

· What are the dependencies of the project?

· How will you Plan and Manage the project?]

Project Team Organization Plans

Project Team Role Project Team Member(s) Responsibilities
[Role Title] [Name(s)] [Replace this text with a description of the Role Responsibilities.]

PROJECT REFERENCES

Milestone Deliverable
[Name of Document/Reference] [Description with available hyperlinks]

APPROVALS


Prepared by __________________________________

Project Manager

Approved by __________________________________

Project Sponsor

__________________________________

Executive Sponsor

__________________________________

Client Sponsor

APPENDICES

Document Guidelines

Project Charter Document Sections Omitted


Confidential

Document1

Last printed on 3/23/2004 11:48:00 AM

Confidential Page 8 2/2/2018

organizational impacts

Client:
Project:
Date: Revision:
Ideal State
Gap to be Corrected
Problem/Project Statement
Major Risks Identified
Current State
Case for Change
Key Business Assumptions

Performance Criteria Current Target
Summarize Key Performance Requirements 

Scope Statement
1
3
4
2

Key Project Milestones Date

Prelim IRR =
Project Charter
Summarize Project End Requirements
Identify key gaps between current state and ideal state
Total Estimated Project Cost =
Identify key project risks
Identify the current state
List key assumptions

Approval Init Date
Client:
Platform Manager/Director:

Summarize reason for project
Briefly describe the scope of work. More detail will be provided on the second page
State the problem or project
Organizational Impacts
List organizational impacts (or that there is no organizational impact).

Excluded from Scope
Included in Scope
Itemize what is to be included in the scope of the project. Include product, and project inclusions. Identify roles and responsibilities for the project, i.e., managed completely, provide only resources, etc.
Project Charter
5
6
Itemize what is not to be included in the scope of the project.

VISION OF SUCCESS

VISION OF SUCCESS What outcomes or results do you want to see? What does success look like for our customer? What does success look like for other stakeholders (staff, partners)?
PROJECT MILESTONES & SCHEDULE
RESOURCES Internal resources: needed to complete the project. External resources: needed to complete the project. Equipment: needed to complete the project. Materials: needed to complete the project.

< TITLE>
<date>
<sponsor>

CONTEXT / ISSUES What is the problem or opportunity and why is it important? What is the purpose, the business reason for choosing this project? What are the anticipated benefits to customers and staff from the project? What performance measure needs to improve? Note: The bulleted items in this document help to explain what the section is and what you should be thinking about when you fill this project charter out. The bullets are not meant to be addressed individually.
GOALS What specific, measurable , attainable, relevant, time-bound results do you want or need to accomplish? Show visually how much, by when, and with what impact. NOTE: Be careful not to state a solution as a goal!
SCOPE (IN BOUNDS) What is the first step and last step in the process? What is the program and geographic area? NOTE: Be mindful of what you can realistically accomplish with available resources and time. SCOPE (OUT OF BOUNDS) What is off the table due to resources? What are the givens or assumptions for the project? Record out of scope issues in a “Parking Lot”
Customers/Stakeholders Who is the end-user customer? Who are other stakeholders who have a role or interest in the success of the process? Team Members Team Leader: Team Members:
CUSTOMER REQUIREMENTS What are the customers specific requirements or expectations?
Project Milestones Owner Proposed Date Actual Date
Each milestone or significant accomplishment should be listed with the respective person or group responsible to complete it, and planned date. The actual date can be left blank.
A3 PROJECT CHARTER:
Date:
Sponsor:
An A3 Project Charter is a visual tool for communicating critical project information on one page. It helps ensure all parties working on the project are clear about what they need to accomplish and their role in the project.
Typical CI Project Benefits:
Improved quality and timeliness of services
Improved productivity and reduced service costs
Redeploy staff resources to higher priority areas
Enhanced service consistency
Easier to onboard and train new employees
Improved customer and staff satisfaction
Increased capacity for improving work
How will the project benefit/impact the end user customer (quality, timeliness, costs, results)?
How will the project benefit/impact staff and stakeholders?
How will the organization reinvest or reassign staff time that is saved?
What new work will the organization take on because of freed up staff time?
What are expected cost savings: <> one-time cost savings and <> ongoing/annual cost savings?
1
VISION OF SUCCESS
PROJECT MILESTONES & SCHEDULE
RESOURCES Time commitment for a 4 day Kaizen, excluding time to implement changes: Sponsor (6-10 hrs.); Team Leader (40 hrs.); Team Members (32 hrs.); Facilitator (40-50 hrs.) External Resources: Equipment: Materials:

< TITLE>
<date>
<sponsor>

CONTEXT / ISSUES
GOALS
SCOPE (IN BOUNDS) SCOPE (OUT OF BOUNDS)
Customers/Stakeholders Team Members Team Leader: Team Members:
CUSTOMER REQUIREMENTS (CTQ)
Project Milestones Owner Proposed Date Actual Date
1. Set project scope and goals (prepare Project Charter, engage team, collect data) Sponsor/Team Leader, Facilitator
2. Understand the current situation Facilitator/ Team
3. Analyze the current situation (root causes) Facilitator/ Team
4. Define a vision of success Facilitator/ Team
5. Generate, evaluate and select improvements Team/ Sponsor
6. Implement changes and make adjustments Team Leader/ Staff
7. Measure performance Sponsor/Team Leader
8. Document standard work and lessons learned Team
9. Sustain improvement Team Leader/Process Owner
A3 PROJECT CHARTER:
Date:
Sponsor:

Risk Management Process Training Session

Risk Management Process Training Session
Victor Allen
April 3, 2012
1
What are risks?
My Definition of risk:
“A negative risk event is something that has not yet happened on your project, but if it did happen it would negatively impact your project to the extent that it would be worthwhile to reduce the likelihood that it will occur or reduce the negative impact if it occurred”
“A positive risk event is something that has not yet happened on your project, but if it did happen it would positively impact your project to the extent that it would be worthwhile to increase the likelihood that it will occur or increase the positive impact if it occurred”
3
Risk/Issue/Action?
4

(Risk)
An undesirable event that has not yet happened
(Issue)
An undesirable event that has happened and needs attention
(Action)
Work that needs to be done
Which of the following are risks?
The project may go over budget
I ran over a pot hole coming into work today and my tire is flat
Decisions in the site engineering area are not being made in a timely manner
Using unproven technology may require frequent re-design work resulting in a schedule delay
Which of the following are risks?
The project may go over budget
This is more of an impact than a risk. There are many reasons why a project may go over budget. The real question is what are the things that would cause you to go over budget? The answer to this question is the risk. Here are some examples of a better way to write this risk statement:
It may take more time than planned to secure internal employees to work on this project which will require us to hire consultants resulting in a cost overrun on the project.
The contractor productivity level may be less than quoted in the contract resulting in a cost overrun.
Which of the following are risks?
I ran over a pot hole coming into work today and my tire is flat
This is not a risk because it already happened. It has now become an issue that you have to deal with. Time to execute your contingency plan – hopefully you have a spare or AAA.
Which of the following are risks?
Decisions in the site engineering area are not being made in a timely manner
This is not a risk because it already happened. Decisions are already not being made timely, so the risk has occurred. It has now become an issue that you have to deal with.
Which of the following are risks?
Using unproven technology may require frequent re-design work resulting in a schedule delay
This is a risk.
5 Characteristics of a Risk Event
Risk is clear and understandable to anyone who reads it
Risk describes the impact or “so what” factor
Risk has not yet happened
Risk is something your actually worried about.
Risk affects your project, not another project or the company in general
10
Why do we manage risks?
To improve our chance of project success
Meeting your objectives
Meeting your budget
Meeting your schedule
Working Safely
Delivering with quality
Satisfying your customers and stakeholders
Avoid surprises
11

“The first step in the risk management process is to acknowledge the reality of risk. Denial is a common tactic that substitutes deliberate ignorance for thoughtful planning” ~ Charles Tremper
“If you don’t manage the risks, the risks will manage you” ~ Victor Allen
Program Risk Manager
Project Risk Manager(s)
Project 1
Project 2
Project 3

Risk Management Database
Risk Register
Risk Assessment Reports
Risk Scorecard

Processes and Methods

Risk Response Planning
Mitigation Planning
Contingency Planning

Reviews
12
External
Audit
DOE
Expert
Internal
Corporate Risk
General Audit
Compliance
Risk Management Framework
The Risk Register
13

Project X: Risk Plan
Impacts
# Risk Event Description What is the event? Category Sub-project, Project Phase, Location etc. (Optional) Likelihood Schedule Cost Quality Safety Scope Total Score Risk Event Drivers What are the conditions, actions, or events that are likely to trigger the risk event to occur or is a leading indicator to the risk event occurring? Response/ Mitigation Strategy What action(s) will be taken to limit the likelihood of these event occurring or limiting the impacts?
1 Contracted vendor under performs resulting in schedule delays, rework and cost overruns Contract H H M M M L 75 Drivers to monitor: – Schedule slippages and missed milestones. Drivers that have occurred: – Re-work occurring. – Change orders issued. Planned Actions: – Conduct weekly monitoring of schedule adherence. – Implement change review process to manage scope, time, cost changes effectively. – Develop and implement quality management plan for vendor work. Completed Actions: – Negotiate cost plus incentive fee contract based upon milestone completion
Risk Register – Impacts Defined
14

Risk impact level Matrix
Likelihood Low Medium High
Unlikely Likely Almost Certain
Impacts Low Medium High
Schedule No Impact to Critical Path or Field Work Potential to Affect Critical Path or Field Work Certain to Affect Critical Path or Field Work
Cost Less Than $ 250,000 $ 250,000 to $1,000,000 Greater Than $ 1,000,000
Quality Minor impact to product deliverables Moderate impact to product deliverables Major impact to product deliverables
Safety No Impact to worker safety Minor impact to worker safety Major impact to worker safety
Scope < 1% 2% to 5% > 5%
Responding to Risks
15
Risk: I may run out of gas on my way to work in the morning and be late for an important meeting which will make my boss very angry.
What are you going to do to respond to this risk?
Responding to a risk mean that you are going to try one or more of the following:
Mitigate the risk: try to reduce the likelihood it will occur and/or the impact if it occurs (i.e. fill up your tank with gas the night before).
Transfer: give some or all of the risk to a third party (i.e. hire a cab)
Avoid: Eliminate the possibility (i.e. walk to work or stay at nearby hotel)
Accept: Do nothing and take your chances
The Risk Register
16

# Risk Event Description What is the event? Contingency Plan What action(s) will be taken if this event occurs? Owner Risk Timeframe Critical date(s) or period of exposure Organizational or Cross-Project Impacts Comments
1 Contracted vendor under performs resulting in schedule delays, rework and cost overruns – Negotiate contract with alternate vendor to perform services. – Complete work with internal resources. Jane Doe On-going No (01/12) Vendor has repeatedly failed weld inspections on structural steel.
The Risk Register
17

Financial Analysis
# Risk Event Description What is the event? FA Review Required? $ Impact Source Probability Source EMV Comments
1 Contracted vendor under performs resulting in schedule delays, rework and cost overruns Y $ 500,000 PM input 0.9 Default $ 450,000
The Risk Register
18

Schedule Analysis Risk Closure
# Risk Event Description What is the event? Scheduler Review Required? Critical Path ? Scheduler Response\ Comments (Activity #, Quantified impact etc.) Closure Statement Notes / Lessons Learned
1 Contracted vendor under performs resulting in schedule delays, rework and cost overruns Y This risk will impact the Critical Path Built 20 days of contingency into the Schedule Steel Erection Work Package delays will impact Siding and Roof Construction Work Packages.
Tips for Successful Risk Management
Executive Champion who understands Risk Management
Risk Manager who owns process, coaches and mentors
Good set of processes, tools, and templates
Risk Training for the team (concept and processes)
Make Risk Management a priority
Benchmark your process and effectiveness regularly
Establish Historical Risk Database and leverage the past
Work the Risk Plan
Develop Contingency Plans for high risk items
Don’t sweat the small risks