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Perform Qualitative Risk Analysis is the process of prioritizing risks for further analysis or actions by assessing and combining probability of occurrence and impact.
You can buy each template individually or purchase the Perform Qualitative Risk Analysis Package for 74% Off. This Risk Management Guide describes how risk management activities will be organized and performed in your project. This template contains the information on the identified and collected project risks such as risk category, trigger point, impact, probability, risk score, strategy, and response plan among other risk analysis. This template helps you to analyze the identified and collected project riskssuch as risk category, triggerpoint, impact, probability, risk score, strategy, andresponse plan.
This template gives you parametric, analogous, and three point estimating processes.
This template helps you to define risk probabilities and impact for various sectors of your project, such as cost, scope, quality, and time.
This template is a risk assessment and its probability of occurrence with key topics involving risks related to customer support.
This is a worksheet where you can log your risk events, impact, scores, and like hood of their occurrences. This template is a risk assessment and its probability of occurrence with key topics involving risks related to the human resources sector of the project. This template is a risk assessment and its probability of occurrence with key topics involving risks related to the third party.
This is a checklist for a disaster recovery plan that can be modified to any project. Watch our presentation videos to know the best Project Management tips developed by Senior Project Managers. The DRP Template contains the detail work plan steps required in the production of a disaster recovery plan. Today, disaster recovery plans encompass every type of automated system, including mainframes, midrange computers open systems, desktop devices, and perhaps even PDAs (personal digital assistants).
The Internet has opened up methods of business that were inconceivable even five years ago.
I could go on all afternoon covering the changes just in the years since the first edition of Business Resumption Planning was published. The classical scenarios of fire, flood, earthquake, tornado, sabotage, and other disasters still apply.
At the 100,000-foot level we can split disasters into three categories: natural causes, human error, and intentional causes.
Consider the fact that the lines separating the voice communications, data communications, and local area network departments are becoming more blurred than ever.
Reflective of these changes, equipment component categories themselves are becoming blurred as well. As it turned out, it is gigapackets that are managed today, as IP (Internet protocol) has won over ATM in most environments.
As it is no longer necessary to physically segregate many types of equipment as we did in days past (voice is really data; data is really data, too - understand?), the recovery-planning task has in some ways gotten easier.
Mainframes, in turn, don't require a lot of the excess baggage they once used to require, like chilled water, 400 Hz power, etc. Many "mission-critical" frontline applications continue to migrate to the "open" server environment. Chances are that all three systems, telecom, open systems, and mainframes, reside today in the same equipment rooms in your organization. I think it's safe to say that most of the people initially tasked with responsibility for a disaster recovery plan by their organizations will not really know where to start. The key to a successful project, as any good project manager will tell you, is organization. You will undoubtedly have financial constraints and probably will not have all the people you need for the project. Consider Figure 2, which illustrates a four-step process to achieve the goals set forth earlier.
I have personally seen this type of plan utilize as few as three steps, and as many as six.
The idea in Phase I is to utilize the most expensive resources as little as possible, but to accomplish some very complicated goals. What they have that you don't have (but can acquire) is the ability to speak to management in terms they understand.
Oh, and by the way, if you as the reader are a Big 4 consultant, there is something here for you too.


Getting back to the project manager, remember that high-end consulting resources are expensive.
Let's assume this first phase is being performed by a high-level consultant, like PricewaterhouseCoopers, Ernst & Young, or one of the others. As I stated earlier, consultants carry credibility with executive management and speak a language in terms executive management understands. Oh, well, I was probably doing a pretty good job selling you until I got to that hourly number. One course of action you can consider if you can't afford a high-powered consultant to pitch the top brass is to do the executive presentation yourself.
For the moment, however, as this is only an overview, let's return to our four-step process defined previously. After completion of Phase I and Phase II (typically 90 to 120 days), you will finally begin writing the plan.
In summary, often the most difficult part of the planning process is simply getting off square one, and starting.
Establishing definitions and levels of probability can reduce the influence of bad risks and therefore increase the success of the project. It helps your to foresee risks, estimate effectiveness, and create response plans to mitigate them. The recommended actions should be carefully considered with respect to the specific function or organization under review. If you have drawn the short straw and been tasked with producing a plan for your organization, then I am both happy and sad for you. All of these play a role in the conduct of today's business, and all of them will have to be considered in your plan. Advanced telecommunications systems, including the World Wide Web, support voice and data connections to these systems and make them revenue generators by making them more available to customers.
There are portions of this task that can be shared between departments, spreading the workload over more people, the objective being to hopefully come up with a superior plan faster. Even so, it's amazing to see the degree to which today's IP networks have become multipurpose and completely independent of whether the payload is voice, data, image, video, or something else. They can sustain themselves just fine in a well-conditioned space, not necessarily the "environment" that they used to require. Therefore, operation and security standards that used to apply only to the mainframe should now apply to the servers as well. Indeed, the responsibility to maintain the integrity of the business in the event of a natural disaster, catastrophic human error, major system failure, or even a terrorist attack can be a daunting task at first glance. You will need to define your goals and expectations, set clear objectives, and have a measurement in place to gauge your progress. This same advice is a great way to package your services so that client companies can afford you.
This means that when properly utilized, consultants can be very useful for securing financial commitment from management. They may also make the executive pitch complete with some very classy audiovisual material. This will not be the first or the last time you will have to work within financial constraints. There are career advantages from the visibility you will receive; after all, for many companies disaster recovery planning is a board-of-directors-level issue. Without management buy-in and endorsement on the project (as well as funding), you are spinning your wheels. It can be used as the basis for the production of a new plan or as a checklist against and existing plan.
These and other events have changed and colored our definition of disasters to the point where they have perhaps permanently altered our very psychology as a nation.
The impact of such disasters, however, is intensified today when they take enabling technologies with them and potentially affect millions of people. A fourth category can also be added called acts of God as a catch-all for disasters that defy classification (the legal term for this is force majeure). Today, with the advent of VoIP (Voice integrated with data over the same network) phone service, many companies now lose their voice and data services when an internal, previously all-data network is down. We predicted that fiber optics would make telecommunications like Doritos (eat all you want, we'll make more) and that the network would become increasingly independent of whether the services were voice, data, or something else. That fact needs to be reflected in our recovery plans today, because routers, for example, now do more than only data.
Traditional telecommunications switches (those that are still left after IP!) are large computers and require the same protection and operating standards as mainframes. It's not the platform that's important, it's the application the platform supports, and how long the company can survive without it.
In later chapters we discuss in detail about how you can share the duty with other departments (and the cost). When you think about it, however, as technologists we get presented with all kinds of difficult impossible deadlines and most of the time we do just fine. You are probably not going to be privy to a lot of the details of the core business in your organization, because chances are you work in technical services. In fact, count the number of times you have chanted ad infinitum that "this must be a priority," only to have Ernst & Young come in and play a round of golf with your CEO. The role of a good consultant is to borrow management's watch to tell them what time it is. You will also delight your client because the techniques described here will not give your client a fish, they will teach your client to fish.
In the meantime, learn everything you can from the consultant, first and foremost because it broadens your skill set and makes you more valuable, even on other non-disaster-recovery-related projects and, second, so that you can become the flag bearer for the disaster recovery project in Phase II - not the expensive consultant.


They may also produce an executive white paper with lots of graphs that condense 5000 words into four pages (seriously, another very useful talent that a good consultant will possess). If, on the other hand, this prospect intimidates you, you will probably want to get someone to champion it for you.
At best you can expect to be assigned the project to complete in your copious spare time, or at home in the evening on the kitchen table.
Indeed, many things like equipment inventories and personnel call out lists are actually compiled in Phase II. That's why even though we have laid out a thumbnail sketch of a plan and how to implement it, the remaining several hundred pages will dive right into the details.
Maybe it's not the system at all, but the telecommunications link that connects the user to a system. At the same time, we are reintroducing tried and tested disaster recovery planning fundamentals.
What has remained constant over this time is the fact that computers and communications are more of an indispensable component of our economy than ever.
We predicted that it would come down to how many "gigacells" would traverse the network and how the providers would manage them. For the remainder of this chapter, we will provide some basic information about what your planning objectives should be, what it should cost, where to get resources, and where you should start. Even if you find out about details and can describe to them, management may not believe you. On Monday, the CEO comes in with the enthusiasm of a revivalist preacher proclaiming the gospel that "this must be a priority!"- the same advice, incidentally, that you have been giving for the last two years. Nothing makes for a better and more satisfying consulting engagement than the sense from your client that they have truly learned from you. But there is no reason that it cannot limit the hours somewhat and use this expensive resource judiciously.
The consultants will make the compelling point that disaster recovery is important, presenting all the reasons management needs to fund and endorse the project. If you end up doing it yourself, there are a few tips on how to do it presented later in this book. If you expect to have people, money, and resources to complete a plan, there are some steps to take first. Management never gets off the dime in supporting the plan and the organization "studies" it forever.
If you do things right, you should be able to compile something good enough to get the auditors off your back in 90 to 120 days. There is a guard in a blue suit with a badge, however, who sits at the front door, and this person has different ideas. These include not only the obvious things, like budget and technology limitations, but the less obvious ones as well, such as departmental "turf issues" and other politics. In any event, the automated system that was originally designed to serve us has now become an irritant in our lives, or maybe something worse.
This company enjoys a significant competitive edge by providing patrons with a nationwide "local" telephone number that is easy to remember (especially for guys who mess up and forget their anniversary).
These fundamentals have, astoundingly, changed very little, sometimes over 30 years or more. You may recall that in 1993, the only technology that would reliably manage "gigacells" was ATM (Asynchronous Transfer Mode).
In some environments, physically speaking there is literally no difference between the two because Doritos are Doritos and data packets are data packets.
Sure, consultants will be an expensive resource, but you will only utilize them to accomplish specific objectives in order to keep the cost down. The important thing is not to be intimidated by this project simply because it is something you have not done before. As most experienced managers have dealt first hand with projects of equal or greater complexity, most are up to the task of producing a plan. According to folklore, this company was acquired in the 1990s when it was on the brink of bankruptcy.
When was the last time you walked into a bank to conduct business, or into a broker's office to trade stock? We will cover that fact in this book as well, as it will save you a lot of legwork as you write your plan. These all depend almost exclusively on one form of "value-added-sand" or another, whether these silicon chips are computer based or the telephone. Think of it as a new learning experience that will elevate your standing as a technologist and broaden your horizons.
This problem is usually because technical people are not always very adept at presenting to management in terms management understands. It is almost always under refinement and, besides, you can't trash all the equipment you have today and buy new equipment. You have to phase out what you have and replace it with equipment having fault-tolerant or disaster-resistant characteristics.
When you refer back to the four-step diagram, do you notice how the cost decreases with each subsequent phase? This is because you are using fewer and fewer resources like outside consultants, and you are doing (and learning) more and more of the work yourself.



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