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GETTING TO WORK As soon as Blaine left the conference room, he began to run the SPM race. He did so by following the corporate guidelines for the major change. According to the guidelines, he established the project and named the change initiative: SPM Implementation Project Sledgehammer, and assumed the job of Project Manager. Blaine then chose his project team members, from the Engineering department, who needed to be properly trained in project management first before proceeding to the next step. It took him a week to find the right project management trainer, and another two weeks to arrange the three-day project management training. So far, project affairs went smoothly and were expected to continue that way. In three weeks, the team would need to produce an SPM manual, which had 10 standard items with a template for each one, including: œ Scope statement œ Work Breakdown Structure (WBS) œ Responsibility matrix œ Schedule œ Cost estimate œ Quality plan œ Risk plan I (P-I matrix) œ Risk plan II (Risk response plan) œ Progress report œ Closure To finish the Sledgehammer with flying colors, the project team would need to organize separate training, designed specifically for the use of the SPM manual, for all members of RGI’s Duckville plant. When this was done, the project team would announce the cut-off date by which all new projects had to be managed with the SPM manual. It sounded that simple. Source: A RobustArm Global Industries’ Sledgehammer Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon

QUESTION THREE [20] Establish how a project team can formulate and implement a risk management plan process