Week 6 - Final Assignment - Running head PROJECT RISK...

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Running head: PROJECT RISK MANAGEMENT PLAN1Project Risk Management Plan
PROJECT RISK MANAGEMENT PLAN2Project Risk Management PlanEXECUTIVESUMMARYHuffman Trucking, in an effort to improve its performance and keep up with its competitors is integrating an ERP system. Huffman’s executive leadership has decided to work with the vendor DK Grant Software Solutions for its ERP implementation that will integrate all major business components thus enabling the company to expand. PROJECTSUMMARYDespite similar projects at other companies, Huffman Trucing still projects a lower budget for the ERP implementation project to be $1 million and to be completed within 12 months. The work is completed by existing staff to help save on costs, primarily being handled by the IT managers and other employees in the department. Since the IT department still has to complete regular duties in addition to the ERP implementation, special consideration is given to ensure that employees do not burn out and are able to still produce positive results both areas. RISKMANAGEMENTSTRATEGYANDPROCESSAll projects, big and small, carry chances for risk and Huffman Trucking’s ERP implementation project carries its fair share. Understanding that risks exist for any project and identifying them is the first step to the risk management process. Assigning ownership of who is accountable for each risk is the second step, followed by a prioritization of the project risks. Once this is complete, the risks are analyzed to determine its effects and causes during the project. From there the risks are managed to develop the response that results when a risk occurs.Finally, creating a risk register allows the project team to not only view the progress but also stayon top of each risk. Quality requirements for the project are as follows: 99 percent accuracy for data entered into the system prior to roll-out, 98 percent employee training on ERP best practices prior to roll-out,
PROJECT RISK MANAGEMENT PLAN3and 85 percent alignment of new ERP system with current Huffman practices, process and terminology, and achievement of 90 percent of designed functionality prior to roll-out. Most of the work for this project is completed by the IT department and risk is accepted in the areas of overtime, additional staffing, and due dates for milestones relating to the rollout of the new system.The ERP will need to leverage existing processes so that Huffman does not redefine all of its business practices as a result of the implementation. The ERP must integrate all major business components including but not limited to customer-service sales orders, tracking service and bill of lading signature, preventative maintenance and overhaul requirements, driver scheduling, Human Resources, general ledger, accounts payable, and accounts receivable. The milestones forthis project include: an ERP implementation project kick-off, consultation team feedback, the

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