SIMPLE COST BENEFIT ANALYSIS TEMPLA

COMPANY NAME

TeamOne

PROPOSED PRODUCT/INITIATIVE/SERVICE

Cloud Migration, Legacy items

QUANTITATIVE ANALYSIS

YEAR 1

YEAR 2

NON-RECURRING COSTS

Hardware

$15,000.00

$7,000.00

Servers

$ 24,720.72

$ 3,002.77

Desktop

$15,500.82

$ 3,150.63

Telecommunication Equipment

$ 6,653.94

$ -

Software (Packaged or Custom)

Computer Room Upgrades

$ -

$ -

Furniture and Fixtures

$ -

$ -

Project Organizational/Support Costs

$ 35,000.00

$ -

Planning (upon Approval)

$ 25,000.00

$ -

Procurement

$ 40,000.00

$ -

Contract Negotiations

$ 30,000.00

$ -

Labor

$ 300,000.00

$ -

Infrastructure

$ 100,000.00

$ -

Development

$ 80,000.00

$ -

Business Process Owners (Users)

$ 70,000.00

$ -

Management

$ 75,000.00

$ -

Training of Employees (Pre-Implementation)

$ 10,016.00

$ -

Transition Costs (Parallel Systems)

$ 27,400.00

$ -

Post-Implementation Reviews

$ -

$ 10,000.00

TOTAL NON-RECURRING COSTS

$ 854,291.48

$ 23,153.40

RECURRING COSTS

Hardware/Software

$ 18,987.24

Software Maintenance and Upgrades

$ 2,400.00

$ 2,400.00

Computer Supplies

Desktops (Incremental to the Project)

Help Desk Support

$ 5,340.00

Ongoing Additional Labor

IT Staff Costs (including Benefits)

$ 25,000.00

$ 13,500.00

User Training

$ 10,000.00

$ 2,500.00

Other

Telecommunications

$ 5,000.00

$ 5,000.00

Office Leases

TOTAL RECURRING COSTS

$ 66,727.24

$ 23,400.00

TOTAL COSTS

$ 921,018.72

$ 46,553.40

QUANTITATIVE BENEFITS

YEAR 1

YEAR 2

REVENUES

Reduced processing errors

$ 20,000.00

$ 40,000.00

Streamlined business process

$ 45,000.00

$ 55,000.00

TOTAL REVENUES

$ 65,000.00

$ 95,000.00

COST SAVINGS

Decreased Cost of Services Provided

$ -

$ 8,250.00

Savings from Business Process Improvements

$ -

$ 17,250.00

Productivity Gains

$ -

$ 4,128.00

Savings from Structural Changes

$ -

$ 5,712.00

Savings from Optimized Information (or Flow)

$ -

Decreased Information Publishing Cost

$ -

Reduced Staffing Cost (including Overtime)

$ -

$ 100,000.00

Reduced Staff Turnover Costs

$ -

$ 31,000.00

TOTAL COST SAVINGS

$ -

$ 166,340.00

COST AVOIDANCE

Procurement Cost Avoidance

$ 15,000.00

$ -

TOTAL COST AVOIDANCE

$ 15,000.00

$ -

OTHER BENEFITS

(Enter Other Benefits Here)

TOTAL OTHER BENEFITS

$ -

$ -

TOTAL BENEFITS

$ 80,000.00

$ 261,340.00

TE

DATE CONDUCTE

12/2/2020

COMPLETED BY

Jay P, Connor S

YEAR 3

YEAR 4

YEAR 5

TOTAL

$5,500.00

$2,200.00

$2,200.00

$ 31,900.00

$ 3,002.77

$ 3,002.77

$ 3,002.77

$ 36,731.80

$ 3,150.63

$ 3,150.63

$ 3,150.63

$ 28,103.34

$ -

$ -

$ -

$ 6,653.94

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ 35,000.00

$ -

$ -

$ -

$ 25,000.00

$ -

$ -

$ -

$ 40,000.00

$ -

$ -

$ -

$ 30,000.00

$ -

$ -

$ -

$ 300,000.00

$ -

$ -

$ -

$ 100,000.00

$ -

$ -

$ -

$ 80,000.00

$ -

$ -

$ -

$ 70,000.00

$ -

$ -

$ -

$ 75,000.00

$ -

$ -

$ -

$ 10,016.00

$ -

$ -

$ -

$ 27,400.00

$ -

$ -

$ -

$ 10,000.00

$ 11,653.40

$ 8,353.40

$ 8,353.40

$ 905,805.08

$ 18,987.24

$ 2,400.00

$ 2,400.00

$ 2,400.00

$ 12,000.00

$ 50,000.00

$ 50,000.00

$ -

$ 5,340.00

$ -

$ 7,500.00

$ 5,000.00

$ 2,500.00

$ 53,500.00

$ 2,500.00

$ 2,500.00

$ 2,500.00

$ 20,000.00

$ -

$ 5,000.00

$ 5,000.00

$ 5,000.00

$ 25,000.00

$ -

$ 67,400.00

$ 14,900.00

$ 12,400.00

$ 184,827.24

$ 79,053.40

$ 23,253.40

$ 20,753.40

$ 1,090,632.32

YEAR 3

YEAR 4

YEAR 5

TOTAL

$ 50,000.00

$ 50,000.00

$ 50,000.00

$ 210,000.00

$ 60,000.00

$ 60,000.00

$ 60,000.00

$ 280,000.00

$ -

$ 110,000.00

$ 110,000.00

$ 110,000.00

$ 490,000.00

$ 3,730.00

$ 3,100.00

$ 3,100.00

$ 18,180.00

$ 10,250.00

$ 7,250.00

$ 7,250.00

$ 42,000.00

$ 4,829.00

$ 5,374.00

$ 5,926.00

$ 20,257.00

$ 5,712.00

$ 5,712.00

$ 5,712.00

$ 22,848.00

$ -

$ -

$ 110,000.00

$ 120,000.00

$ 130,000.00

$ 460,000.00

$ 15,000.00

$ 7,500.00

$ 7,500.00

$ 61,000.00

$ 149,521.00

$ 148,936.00

$ 159,488.00

$ 624,285.00

$ -

$ -

$ -

$ 15,000.00

$ -

$ -

$ -

$ -

$ 15,000.00

$ -

$ -

$ -

$ -

$ -

$ -

$ 259,521.00

$ 258,936.00

$ 269,488.00

$ 1,129,285.00

SIMPLE COST BENEFIT ANALYSIS TEMPL

QUANTITATIVE ANALYSIS

YEAR 1

YEAR 2

YEAR 3

BENEFITS

COST SAVINGS

$ -

$ 166,340.00

$ 149,521.00

COST AVOIDANCE

$ 15,000.00

$ -

$ -

REVENUE

$ 65,000.00

$ 95,000.00

$ 110,000.00

OTHER

$ -

$ -

$ -

TOTAL BENEFITS

$ 80,000.00

$ 261,340.00

$ 259,521.00

ACCUMULATED BENEFITS

$ 80,000.00

$ 341,340.00

$ 600,861.00

COSTS

NON-RECURRING

$ 854,291.48

$ 23,153.40

$ 11,653.40

RECURRING

$ 66,727.24

$ 23,400.00

$ 67,400.00

TOTAL COSTS

$ 921,018.72

$ 46,553.40

$ 79,053.40

ACCUMULATED COSTS

$ 921,018.72

$ 967,572.12

$ 1,046,625.52

NET BENEFIT OR COST

$ (841,018.72)

$ 214,786.60

$ 180,467.60

ATE

YEAR 4

YEAR 5

TOTAL

$ 148,936.00

$ 159,488.00

$ 624,285.00

$ -

$ -

$ 15,000.00

$ 110,000.00

$ 110,000.00

$ 490,000.00

$ -

$ -

$ -

$ 258,936.00

$ 269,488.00

$ 1,129,285.00

$ 859,797.00

$ 1,129,285.00

$ 8,353.40

$ 8,353.40

$ 905,805.08

$ 14,900.00

$ 12,400.00

$ 184,827.24

$ 23,253.40

$ 20,753.40

$ 1,090,632.32

$ 1,069,878.92

$ 1,090,632.32

$ 235,682.60

$ 248,734.60

$ 38,652.68

Name

Instructor Name

CMGT/545: Influence And Leadership In Tech Date

Project Risk Assessment Template

As Intuit, Inc. prepares to transition to cloud-based applications, the development team has foreseen potential issues and challenges that could negatively impact the project. Complete Parts 1 and 2 below to identify and assess at least 12 risks to the project.

Part 1: Risk Assessment Table

Use the table below to list 12 risks to the project, identify the risk level and likelihood of each, and provide mitigation strategies that would reduce the impact and likelihood of each event. There should be at least 5 high-level risks.

Note: Examples have been provided in the first 3 rows of the table. You may not use the provided examples.

Risk Level

· Low (L): minimal impact to finance and time to completion

· Medium (M): medium impact to finance and time to completion

· High (H): high impact that may jeopardize the success of the project

Likelihood of Event

· Certainty: 90–100% chance of happening

· Likely: 70–89% chance of happening

· Somewhat likely: 40–69% chance of happening

· Unlikely: 0–39% chance of happening

Risk

Risk Level L/M/H

Likelihood of Event

Mitigation Strategy

No clear migration strategy in place

M: Detailed execution steps

Certainty

Develop the strategy and timeline upfront to avoid confusion

when it comes to executing on the migration.

Data Loss

H: Configuration of backups

Likely

Reduce the amount of manual intervention needed to perform migration and automate as much of possible

Training

L : Application training

Likely

Ensure there is a training program in place for all end users and users of the web application

Latency

H: Application speed

Somewhat likely

Check with the ISP and validate SLA(service-level agreements)

Data Access

M : Data Access

Certainty

Verify with provider that the IT team can still access the data after migration, and remote uses will be limited to accessing data

Infrastructure

H: Identify what already exists

Likely

Work with the IT teams to document the existing systems and their dependencies

Service Provider validation

M: Verify providers claims

Certainty

Verify the provider is able to support the companies requirements, verify the references

Internet Access

M: Bandwidth

Certainty

Ensure the cloud service provider can

manage the expect high volume of mobile devices connecting to the application

Incompatibility with existing architecture

M: Application API review

Certainty

Perform an audit of the existing architecture and document any and all gaps in a detailed document

Security

H: DDoS attacks

Likely

Check with the vendor to see what cloud and physical security packages they offer.

Human interference/Error

M: Knowledgeable of user area only

Somewhat Likely

Ensure that employees are properly trained and choose participants to work on the project who have a vested interest.

Regulatory/Complia nce

H: Compliance with governing bodies

Likely

Implement controls that validate regulatory compliance

Migrating Everything at Once

M: Deviating from the plan

Somewhat Likely

Develop a schedule that details when phases of the migration can proceed and identify any predecessors

Part 2: Risk Assessment Report

Provide a comprehensive description of each high-level risk, including a justification of your analysis and mitigation strategy.

The risks that I identified as being high risks to the project are as follows:

1. Data Loss

2. Latency

3. Infrastructure

4. Regulatory/Compliance

5. Security

Data Loss

This risk of data loss can be high with a project like this due to many unforeseen circumstances; power outage, data corruption, improper backups, human error. With a proper plan in place, this can greatly hinder the project’s completion.

In order to mitigate this risk, it is recommended that we establish a documented backup plan and ensure that we have configured an automated backup process and data validation process.

Latency

Due to the migration to a cloud-based platform, it is important that we ensure that our internet service provider(s) are able to support the increased bandwidth that will be used on our platform. If users encounter delays in sending or receiving data, it can lead to the potential loss of customers to our competitors.

In order to mitigate this risk, it is recommended that we ensure that our local network is accessible and optimized to withstand the flow of traffic. We will also have to ensure that the cloud application is able to be accessed from multiple locations at once.

Infrastructure

Due to this being a new application and process, it is important that we review the existing architecture to see if it can support the proposed changes. Depending on how our existing architecture is configured, we may need to build microservices that will support the different application protocols and changes.

In order to mitigate this risk, we will perform a comprehensive audit of the architecture during the planning phase. This will be a review that accesses our strengths and weaknesses in our existing architecture and document all the necessary changes or additions that we will need to implement to ensure compatibility.

Regulatory/Compliance

Moving to a cloud-based platform means that there are added regulatory and compliance protocols that we will have to adhere to. Cloud-based computing and industry standard regulations may be introduced

that we have not had to previously adhere to.

In order to mitigate this risk, we will review the new compliance and regulatory guidelines during the infrastructure review process. We will document each new or existing regulation and ensure that we are developing around these items so that we are in compliance once the platform is deployed.

Security

Moving data to the cloud involves a lot of security risks: compliance violations, insecure APIs, misconfigured servers, malware, external attacks, accidental errors, insider threats, etc. In addition to the technical challenges, there is also the physical risk to our server location. We will also need to ensure that each team member is performing their due diligence to ensure that they have adhered to the necessary guidelines when completing their tasks.

In order to mitigate this risk, we will review the security packages offered by the vendor to determine if that is an added cost that we can absorb. In addition to the cloud-based security package, we will develop a disaster recovery plan that considers a physical recovery process in the event of an unforeseen event. We will also ensure that all project members have documented process steps to ensure that they are not creating any unnecessary risks when completing their project steps.

Cloud-based Change Management Announcement

Name

CMGT/545: Influence And Leadership in Tech Instructor Name

Date

( Cloud-based Change Management )

To: C-Suit Management, Intuit Project Staff Subject: Message of Change

Priority: HIGH Good Morning,

This email is to advise our current System Administrator, Rachel Marrero has submitted her two weeks’ notice. Rachel has been extremely diligent and prompt with her duties over the course of this project and her departure will require immediate changes to ensure the project continues to run on schedule as we are currently in Phase III of the project. Our priority is honesty, transparency and positive execution of the task before us. Several action items have been set in place to navigate thru the next phase of the project. As Project Manager I will be delegating remaining task as needed, these changes will require flexibility from the entire team and will provide opportunities to enhance skills sets and possible future promotions. I am working closely with Rachel to establish documentation of a detailed schedule and outstanding action items. Below is a complied plan and changes that will take place.

Recommendations & Responsibilities

 To ensure that we continue schedule we are recommending that we outsource a System Administrator from one of our partner job placement companies that will allow the opportunity to have someone on board whom can shadow Rachel over the next few days with minimum down time in recruiting. Jaime Baez begin working with our partner company to fulfill this vacancy with a (5) day turn around. We estimate having our temporary System Administrator on site on

Monday. This will allow (5) working days for the System Administrator to work closely with Rachel.

· During her transitioning Rachel has agreed to work approved overtime over the weekend alongside IT Director Orson Young to continue hardware installation and creating documentation for knowledge entries to assist with the new System Administrator take over.

· Orson Young will assist Rachel with installation of equipment over the next (5) days providing additional hands on deck. This extra assistance will allow us to install twice as many pieces of equipment than initially projected placing us ahead of installation schedule. This will allow Orson to install software as equipment is being installed. Hardware and software installation will be completed simultaneously.

· DBA Jenny Rodriguez has agreed to step in and assist with hardware testing along with new System Administrator. Jenny has substantial experience with hardware and software testing. Testing will be completed on a tight and critical schedule to allow room for reinstallations as needed.

· New hire is slated to start next Monday at 7:00AM once new hire starts next week all equipment will be installed. Testing will be needed and new hire will work alongside Rachel on a fast track training schedule geared 100% towards hands on training. Hands on training will allow for extra hands on deck.

· With all equipment installed a week ahead of schedule, Rachel will conduct two (test) hardware installations to ensure the new hire is aware of installation requirements. This includes inventory, tagging assets, and installation.

· Testing equipment will run during Rachel final week, assistance will be provided from the new hire, IT Director and DBA. Testing has been slated to take approximately (2) weeks and will continue to run on this schedule however with the installation of hardware ahead of schedule we are provided a week of trails and slated to produce project on schedule.

Please understand that these changes are critical, and we are all one team who will continue to work together to reach the goal at hand. If you have any questions or concerns, please feel free to advise. In addition to this email please accept our invitation to an all hands-on deck meeting scheduled for tomorrow at 11:00AM.

Sincerely, XXXXX

Intuit, Project Manager Work : Ph.

Email analysis

Rachel Marrero our system administrator submitted her two-week notice. Her departure during the current project will have various effects on the project, however proper planning and diligently working over the next few weeks will hopefully keep the project deliverables on schedule. Rachels played a very critical role within the project installing hardware, and testing hardware equipment. Functional operations within the cloud-based environment relied on the proper installation and testing of equipment. Her departure arises several conflicts but not without our attempt to resolve all issues to minimize delays to the project. Currently we do not have a trained and ready to go System Administrator to take over and complete any outstanding requirements. Task that will need to be delegated include documenting assets related to hardware, license and counts, hardware installation, hardware testing, inventory of equipment, conducting backup and disaster recovery plan. The current project team will be required to work together to and pick up skills that will help to continue driving the project will management recruits new System Administrator.

With the need to hire someone on a short basis and staff members being required to learn new skills there is a risk of information breach, and lack of resources to continue driving the project. Rachel has built rapport with stakeholders and her departure on short notice with intent to bring someone new into her position can be risky as stakeholders want to feel that their feelings and opinions on whom handles their project is considered.

Choosing to provide notification via email is an appropriate method of communication that allows the communication to flow both ways, be completely transparent and good for

documentation purposes. Emails allow everyone to receive communication whether on their phones, tables and or work computers easy access. This projects success relies on effective communication and choosing a method in which all parties feel is transparent is important. Communication is a crucial tool in project management (Sivasankari, 2010). Choosing the most effective communication for the project allows proper understanding and communication of schedules, deliverables, changes, feedback, and documentation. Constant communication will be utilized to continue providing major changes such as the departure of Rachel Marrero and all changes that take place during the life of the project. By choosing to maintain honesty, straight forwardness and transparency employees and stakeholders will feel valued, in the know and trust that they are working with a great team and great company. Providing incentives to employees for stepping up during this time will motivate employees to work harder and take initiative.

Picking up new skills will motivate employees as the opportunity for promotions will arise. Customer expectations will continue to be the number one priority with drive and ambition to meet their expectations thru transparency and honest communication.

References

Sivasankari, R. (2010, July 14). Art of communication in project management. Project Management Institute | PMI. https:// www.pmi.org/learning/library/effective-

communication-better-project-management-6480

CMGT/545: Influence and Leadership In Tech

1

Intuit Inc. Migration Name

CMGT/545 Influence & Leadership in Tech Date

Instructor Name

PROJECT MANAGEMENT FLOWCHART

( 2 )

( Equipment Installation )Tiffiany Judd (Project Manager)

Dylan Piazza (CEO) Samantha Goldberg (SVP)

Pang Su (Purchasing Manager)

System Admin (Rachel Marrero)

( Planning ) ( Plan review and authorization ) ( Order Equipment )

( Scoping ) ( Budget Approval & Fund Allocation -( VP- Haley Zuyeva ) ) ( Test equipment )

Project evaluation, project manger & Wilson Gibbs

( Brad Moravec (Advertising Director) )

Massive Usage (Sales & Advertising Director- Brad

User Database Development (Database Admin, Jenny Rodriguez)

Implementation (Network Admin Linda Ng)

Roll Out & Implementation

(PM & COO)

Jaime BAEZ (HR Manager)

Training evaluation

User training

( Install Software (IT Director Orson young )

( Software Testing (IT Director Orson Young) )

Hardware/Software Testing (DBA Jenny Rodriguez)

Supporting C-level managers

In order to allow this project to reach full potential and be successful communication and commitment to the project’s success is vital. Migrating the company’s platform to a cloud-based environment will require full commitment from everyone involved and attention to detail as the project has many phases. As the project manager I will ensure that there is full transparency throughout the lifecycle of the project. I will use communication techniques and practices to relay information related to the progress of the project including delays. Weekly meetings to update on progress, follow up emails and providing a set location on the network where managers can access information that is vital to project. Management will have access to resources as well as staff.

Requesting support from top level management

The top managers have the responsibility of making decisions that can drastically affect the project. Gaining their trust and support takes effort and as the project manager it is my job to gain their support. Transparency is required and ensuring that top level managers feel included and in the know of the project is important. Top level management typically approves budget request therefore within a project staying within the budget they have approved is critical, however managing to stay under their budget and still provide a project that meets their expectation is a great way to gain their support.

Phase I/II Challenges

Phase I Initiation and Planning can run into challenges that can delay the timeline of the project and the success. The foundation of a project starts with the project strategy a failed strategy can hurt the project. Another challenge that takes place in Phase I is a poorly defined goal. Lastly, finding the right people that can complete the job and has the skill set to drive the project to success is a challenge that can be faced at the beginning stages of a project.

( 3 )

Phase II challenges can come from management, lack of support from those that oversee making decisions. Lack of staff support, and commitment can hurt the project. Lastly lack of resources and sticking to the time frame are challenges that are faced in Phase II of a project.

Phase III challenges can often be seen towards the end of the project during evaluations. Wasted resources and time wasted are two of the top issues that companies see in the third phase.

Phase IV when conducting testing failed testing that delays the project completion date is one of the top challenges. Failed testing requires more testing to get the testing to a pass rating. Testing can also pose a challenge if an issue arises that cannot be resolved more resources may need to be allocated from outside sources this changes the projects budget as well.

Phase V consist of conducting training, when conducting training you run into possible personality conflicts and delayed response to retaining the information that is being taught. If we do not have adequate staff members that have the skill set to drive a project ultimately the project will fail.

Phase VI consist of implementing that project and putting it into action. When defining a project strategy and implementing a project the expectations documented in the beginning what can be obtained may be different. Another challenge faced is when migrating information if there is not a strong system set in place to migrate information without data breach.

Phase VII challenges include lack of skilled staff that remains with the company and continued budget support to continue to support the projects functionality.

Leader Vision Board University of Phoenix

CMGT/ 545

Name

Date

Instructor Name

( Running head: LEADER VISION BOARD ) ( 1 )

Leader Vision Board

( by Unknown Author is licensed under )

by Unknown Author is licensed under

( LEADER VISION BOARD ) ( 2 )

( LEAD )

( ER VISION BOARD 4 )

David Chou

by Unknown Author is licensed under

David serves as the CIO for a public academic health system. Chou has held executive roles with the Cleveland Clinic, Children's Mercy Hospital, University of Mississippi Medical Center, AHMC Healthcare, and Prime Healthcare.

Top three Leadership Traits or Behaviors

· He believes the unbelievable

· He sees opportunity in instability and uncertainty

· He has been there, done that…and still do that

Traits or Behavior affected the company or project?

If you’re not a boss already, you’re likely going to be one in the future. For almost all of us, we have bosses and we are other people’s bosses. So, understanding some of these qualities is a good thing for your career. What I find most interesting about this list is that I think all of these are good ideas when implemented appropriately. However, if any of them are taken to the extreme, they can make you a bad boss. If you take too many real risks, then it can go too far and put you and your employee’s jobs in jeopardy. If you wear too much emotion on your sleeve that can be a bad thing as well.

While I find these ideas intriguing, I think the key to being a great boss is balancing all of these things appropriately. In fact, that’s what makes being a boss so difficult. It’s a balancing act and sometimes there’s no right answer. You just have to do the best you can do. However, the best bosses I know make a sincere effort and that shows in the way their people follow them.

Communication Tactic

David is a dynamic keynote speaker and industry commentator working with clients to transform their business models using technology. He has spoken around the world at healthcare tech-related conference including keynotes for leading industry events and intimate executive

( LEADER VISION BOARD ) ( 10 )

settings. Chou is also one of the most mentioned CIOs in the media and well quoted in outlets such as the Wall Street Journal, Modern Healthcare, HIMSS Media, ZDNet, CIO.com, Huffington Post, and Becker's Healthcare. David is an active member of both ACHE and HIMSS while serving on the board for CHIME.

Leadership led to innovation or change management

His role has shifted to be more strategic, and the great CIOs are helping new organizations create new business models utilizing the latest technology. Historically the CIO has been viewed as the technical expert in the organization working in the office, and while the theme is still prevalent in most organizations, it takes a strong board and CEO to understand that the CIO can be a competitive advantage. The CIO’s role in the future is to be influencer.

Advice I’d like to remember from David Chou

David Chou mentioned that Security is definitely top of mind for the CIO, but the challenge is that it involves the organization’s effort to take it seriously and put it on the same priority as hand washing.

David Chou

Richard Corbridge

Richard Corbridge (born Yorkshire, England, 23 February 1974) is the Chief Digital and Information Officer for Leeds Teaching Hospitals NHS Trust (November 2017 – present).

Working in digital health for 20 years, Corbridge is known for innovation in this field. He has been placed in the top 20 CIOs in the UK CIO100 for the last four years. 2017 saw Corbridge’s rank increase to number one, recognizing him as the most ‘transformative and disruptive CIO in the UK.

Top three Leadership Traits or Behaviors

· Focus on engagement. Create a new experience for everyone that is convenient, appropriate and safe.

· Benefits being brought to all technology implementation

· Innovative

Traits or Behavior affected the company or project?

He was instrumental in the reform of the Irish healthcare technology system that has subsequently seen a plethora of awards and recognitions for the team across Europe and globally. Ireland is a global leader in the genomic study of epilepsy due to Richard’s work with Future Neuro and the innovation and academic capability created by that group. Richard has worked as a non-Executive director on a series of health start-ups assisting each to successful investment including Draper and Dash, Forward Healthcare and Silver Buck. He has also sat on the advisory board of HIMSS, The European Connected Health Alliance board, a founding member of the EU Commission’s Health Cloud and AI Council, the Information Security Forum’s Open Data working group and the global KLAS advisory board.

Communication Tactic

Corbridge enjoys the opportunity to share experiences, tell stories and learn from others, and speaks on digital heath and innovation at a wide variety of conferences and other events. Widely published, Corbridge has writes for a number of organizations within his field, including CIO Magazine, and has his own blog, where he shares information on leadership and digital health.

Leadership led to innovation or change management

In 2020 he is on a mission to take the delivery of healthcare to the high street, to democratize healthcare and create a new experience for everyone that is convenient, appropriate and safe. Prior to Boots he led Leeds Teaching Hospitals Trust as their first Chief Digital and Information Officer with a remit of bringing a ‘must do’ culture to the digital capability of the trust and ensuring that Leeds Teaching Hospitals Trust, one of the largest in the NHS, adopted a digital fabric to how it delivered health care by 2019.

Advice I’d like to remember from Richard Corbridge

A social dance that can be practiced to a broad range of popular music, making it highly versatile, which adds to its appeal. Easy to learn but tricky to master.

Richard Corbridge

Miguel A, Gamiño

Executive Vice President, Global Cities – Enterprise Partnerships, Mastercard Mr. Gamiño is Executive Vice President, Global Cities – Enterprise Partnerships, Mastercard. In his role, Miguel leads Mastercard’s global activities with cities and the City Possible platform, forming public-private partnerships that drive civic efficiency, inclusivity, equality and ultimately better quality of life.

Top three Leadership Traits or Behaviors

· Innovative

· Go getter

· Digital visionary

Traits or Behavior affected the company or project?

In his role, Miguel leads Mastercard’s global activities with cities and the City Possible platform, forming public-private partnerships that drive civic efficiency, inclusivity, equality and ultimately better quality of life. Prior to joining Mastercard, Miguel served as the Chief Technology Officer of New York City, leading the Mayor’s Office of The CTO. Miguel pioneered a new civic engagement and innovation platform for NYC and stood as a voice of leadership in tech policy — ensuring that technology helped NYC become the Fairest Big City in America, strengthening the City of 8.6M residents. He also served as an organizer of cities around the world to work together to improve people’s lives in urban centers everywhere.

Communication Tactic

As an industry technologist, Mr. Gamiño participates in thought-leadership conversations with global colleagues, emphasizing the significance of pervasive broadband connectivity and the value of disrupting civic services through digital transformation.

He is a proud recipient of 2017 HITEC 100, 2016 State IT Executive of the Year, 2016 Top 25 Doers, Dreamers and Drivers, and 2016 Top 21 Inspiring CIOs on Twitter. 2015 CIO 100 award from CIO Magazine, and Top 20 Social CIO by Forbes Magazine, and Top 100 Social CIOs by Huffington Post in 2015 and 2016.

Leadership led to innovation or change management

As CTO of NYC, he led major technology initiatives for the city including developing a meaningful and innovative Smart City and “Internet of Things” (IoT) strategy in collaboration with City agencies and departments; and leading the City’s Broadband Program with agencies, private industry and academia aimed at fulfilling Mayor de Blasio’s promise to provide every New Yorker and NYC business access to affordable, reliable, high-speed broadband service in all of New York by 2025. Prior to NYC, Mr. Gamiño served as the City Chief Information Officer and Executive Director of the Department of Technology for the City and County of San Francisco. His team and colleagues brought “broadband” to the mainstream conversation and charted the course for a connected city of the future.

Advice I’d like to remember from Miguel A, Gamiño

Epidemics have shaped the development of urban settings, the plague in Athens, the Black Death in Rome, and Cholera outbreaks in the 1800s in London and New York. As society wrestles the effects of this pandemic, the world is reimaging on what life will look like Post- COVID including how cities, which comprise over half of the world’s population, will be affected in the near and long-term.

Miguel A, Gamiño

References

Constellation Research. David Chou

https://www.constellationr.com/users/david-chou

Digital Health. News, Networks and Intelligence. Richard Corbridge https://www.digitalhealth.net/2018/06/richard-corbridge-lets-do-the-digital-delivery-

dance/

Everybody WIKI.com Richard Corbridge

https://www.digitalhealth.net/2018/06/richard-corbridge-lets-do-the-digital-delivery-

dance/

Technology and Entrepreneurship Center at Harvard. Miguel Gamiño. http://tech.seas.harvard.edu/miguel-gamino

Conversation with Top Innovators. Miguel Gamiño

https://www.cxotalk.com/bio/miguel-gami-o-evp-head-global-cities-mastercard

SIMPLE COST BENEFIT ANALYSIS TEMPLATE

COMPANY NAME INTUIT, INC.

PROPOSED PRODUCT/INITIATIVE/SERVICE CLOUD-BASED SYSTEM

QUANTITATIVE ANALYSIS YEAR 1 YEAR 2

NON-RECURRING COSTS

Hardware $ 70,000.00 $ 10,000.00

Servers $ 15,000.00 $ -

Desktop $ 20,000.00 $ -

Telecommunication Equipment $ 10,000.00 $ -

Software (Packaged or Custom) $ 30,000.00 $ -

Computer Room Upgrades $ 7,000.00 $ -

Furniture and Fixtures $ 50,000.00 $ -

Project Organizational/Support Costs $ 30,000.00 $ -

Planning (upon Approval) $ 20,000.00 $ -

Procurement $ 5,000.00 $ -

Contract Negotiations $ 5,000.00 $ -

Labor $ 50,000.00 $ -

Infrastructure $ 10,000.00 $ -

Development $ 10,000.00 $ -

Business Process Owners (Users) $ 50,000.00 $ -

Management $ 17,000.00 $ -

Training of Employees (Pre-Implementation) $ 15,000.00 $ -

Transition Costs (Parallel Systems) $ 20,000.00 $ -

Post-Implementation Reviews $ 20,000.00 $ -

TOTAL NON-RECURRING COSTS $ 454,000.00 $ 10,000.00

RECURRING COSTS

Hardware/Software $ 50,000.00 $ 15,000.00

Software Maintenance and Upgrades $ 20,000.00 $ 5,000.00

Computer Supplies $ 15,000.00 $ 8,000.00

Desktops (Incremental to the Project) $ 5,000.00 $ 5,000.00

Help Desk Support $ 5,000.00 $ 5,000.00

Ongoing Additional Labor $ 7,000.00 $ 7,000.00

IT Staff Costs (including Benefits) $ 10,000.00 $ 5,000.00

User Training $ 5,000.00 $ 5,000.00

Other $ 5,000.00 $ 5,000.00

Telecommunications $ 10,000.00 $ 10,000.00

Office Leases $ 20,000.00 $ 20,000.00

TOTAL RECURRING COSTS $ 152,000.00 $ 90,000.00

TOTAL COSTS $ 606,000.00 $ 100,000.00

QUANTITATIVE BENEFITS YEAR 1 YEAR 2

REVENUES

Business profit $ 20,000.00 $ 60,000.00

TOTAL REVENUES $ 20,000.00 $ 60,000.00

COST SAVINGS

Decreased Cost of Services Provided $ 100,000.00 $ 70,000.00

Savings from Business Process Improvements $ 150,000.00 $ 150,000.00

Productivity Gains $ 200,000.00 $ 200,000.00

Savings from Structural Changes $ 100,000.00 $ 100,000.00

Savings from Optimized Information (or Flow) $ 180,000.00 $ 180,000.00

Decreased Information Publishing Cost $ 50,000.00 $ 50,000.00

Reduced Staffing Cost (including Overtime) $ 120,000.00 $ 120,000.00

Reduced Staff Turnover Costs $ 145,000.00 $ 145,000.00

TOTAL COST SAVINGS $ 1,045,000.00 $ 1,015,000.00

COST AVOIDANCE

Delaying increase in price of suppliers $ 100,000.00 $ 100,000.00

TOTAL COST AVOIDANCE $ 100,000.00 $ 100,000.00

OTHER BENEFITS

Improvement in method of operation $ 50,000.00 $ 80,000.00

TOTAL OTHER BENEFITS $ 50,000.00 $ 80,000.00

TOTAL BENEFITS $ 1,215,000.00 $ 1,255,000.00

CLICK HERE TO CREATE SIMPLE COST BENEFIT ANALYSIS TEMPLATES IN SMARTSHEET

SIMPLE COST BENEFIT ANALYSIS TEMPLATE

INTUIT, INC. DATE CONDUCTE 1/9/2021

CLOUD-BASED SYSTEM COMPLETED BY C-SUITE GROUP

YEAR 3 YEAR 4 YEAR 5 TOTAL

$ 10,000.00 $ 10,000.00 $ 7,000.00 $ 107,000.00

$ - $ - $ - $ 15,000.00

$ - $ - $ - $ 20,000.00

$ - $ - $ - $ 10,000.00

$ - $ - $ - $ 30,000.00

$ - $ - $ - $ 7,000.00

$ - $ - $ - $ 50,000.00

$ - $ - $ - $ 30,000.00

$ - $ - $ - $ 20,000.00

$ - $ - $ - $ 5,000.00

$ - $ - $ - $ 5,000.00

$ - $ - $ - $ 50,000.00

$ - $ - $ - $ 10,000.00

$ - $ - $ - $ 10,000.00

$ - $ - $ - $ 50,000.00

$ - $ - $ - $ 17,000.00

$ - $ - $ - $ 15,000.00

$ - $ - $ - $ 20,000.00

$ - $ - $ - $ 20,000.00

$ 10,000.00 $ 10,000.00 $ 7,000.00 $ 491,000.00

$ 15,000.00 $ 15,000.00 $ 15,000.00 $ 110,000.00

$ 5,000.00 $ 5,000.00 $ 5,000.00 $ 40,000.00

$ 7,000.00 $ 7,000.00 $ 7,000.00 $ 44,000.00

$ 5,000.00 $ 5,000.00 $ 5,000.00 $ 25,000.00

$ 5,000.00 $ 5,000.00 $ 5,000.00 $ 25,000.00

$ 7,000.00 $ 7,000.00 $ 7,000.00 $ 35,000.00

$ 5,000.00 $ 5,000.00 $ 5,000.00 $ 30,000.00

$ 5,000.00 $ 5,000.00 $ 5,000.00 $ 25,000.00

$ 5,000.00 $ 5,000.00 $ 5,000.00 $ 25,000.00

$ 10,000.00 $ 10,000.00 $ 10,000.00 $ 50,000.00

$ 20,000.00 $ 20,000.00 $ 20,000.00 $ 100,000.00

$ 89,000.00 $ 89,000.00 $ 89,000.00 $ 509,000.00

$ 99,000.00 $ 99,000.00 $ 96,000.00 $ 1,000,000.00

YEAR 3 YEAR 4 YEAR 5 TOTAL

$ 100,000.00 $ 200,000.00 $ 350,000.00 $ 730,000.00

$ -

$ -

$ 100,000.00 $ 200,000.00 $ 350,000.00 $ 730,000.00

$ 70,000.00 $ 70,000.00 $ 70,000.00 $ 380,000.00

$ 100,000.00 $ 200,000.00 $ 200,000.00 $ 800,000.00

$ 200,000.00 $ 200,000.00 $ 200,000.00 $ 1,000,000.00

$ 150,000.00 $ 150,000.00 $ 150,000.00 $ 650,000.00

$ 180,000.00 $ 180,000.00 $ 180,000.00 $ 900,000.00

$ 50,000.00 $ 50,000.00 $ 50,000.00 $ 250,000.00

$ 120,000.00 $ 120,000.00 $ 120,000.00 $ 600,000.00

$ 145,000.00 $ 145,000.00 $ 145,000.00 $ 725,000.00

$ 1,015,000.00 $ 1,115,000.00 $ 1,115,000.00 $ 5,305,000.00

$ 100,000.00 $ 100,000.00 $ 100,000.00 $ 500,000.00

$ -

$ 100,000.00 $ 100,000.00 $ 100,000.00 $ 500,000.00

$ 140,000.00 $ 180,000.00 $ 250,000.00 $ 700,000.00

$ -

$ 140,000.00 $ 180,000.00 $ 250,000.00 $ 700,000.00

$ 1,355,000.00 $ 1,595,000.00 $ 1,815,000.00 $ 7,235,000.00

CLICK HERE TO CREATE SIMPLE COST BENEFIT ANALYSIS TEMPLATES IN SMARTSHEET

SIMPLE COST BENEFIT ANALYSIS TEMPLATE

QUANTITATIVE ANALYSIS YEAR 1 YEAR 2 YEAR 3

BENEFITS

COST SAVINGS $ 1,045,000.00 $ 1,015,000.00 $ 1,015,000.00

COST AVOIDANCE $ 100,000.00 $ 100,000.00 $ 100,000.00

REVENUE $ 20,000.00 $ 60,000.00 $ 100,000.00

OTHER $ 50,000.00 $ 80,000.00 $ 140,000.00

TOTAL BENEFITS $ 1,215,000.00 $ 1,255,000.00 $ 1,355,000.00

ACCUMULATED BENEFITS $ 1,215,000.00 $ 2,470,000.00 $ 3,825,000.00

COSTS

NON-RECURRING $ 454,000.00 $ 10,000.00 $ 10,000.00

RECURRING $ 152,000.00 $ 90,000.00 $ 89,000.00

TOTAL COSTS $ 606,000.00 $ 100,000.00 $ 99,000.00

ACCUMULATED COSTS $ 606,000.00 $ 706,000.00 $ 805,000.00

NET BENEFIT OR COST $ 609,000.00 $ 1,155,000.00 $ 1,256,000.00

1 2 3 4 5 $-

$1,000,000.00

$2,000,000.00

$3,000,000.00

$4,000,000.00

$5,000,000.00

$6,000,000.00

$7,000,000.00

$8,000,000.00

Cost Benefit Analysis

ACCUMULATED BENEFITS ACCUMULATED COSTS

SIMPLE COST BENEFIT ANALYSIS TEMPLATE

YEAR 4 YEAR 5 TOTAL

$ 1,115,000.00 $ 1,115,000.00 $ 5,305,000.00

$ 100,000.00 $ 100,000.00 $ 500,000.00

$ 200,000.00 $ 350,000.00 $ 730,000.00

$ 180,000.00 $ 250,000.00 $ 700,000.00

$ 1,595,000.00 $ 1,815,000.00 $ 7,235,000.00

$ 5,420,000.00 $ 7,235,000.00

$ 10,000.00 $ 7,000.00 $ 491,000.00

$ 89,000.00 $ 89,000.00 $ 509,000.00

$ 99,000.00 $ 96,000.00 $ 1,000,000.00

$ 904,000.00 $ 1,000,000.00

$ 1,496,000.00 $ 1,719,000.00 $ 6,235,000.00

1 2 3 4 5 $-

$1,000,000.00

$2,000,000.00

$3,000,000.00

$4,000,000.00

$5,000,000.00

$6,000,000.00

$7,000,000.00

$8,000,000.00

Cost Benefit Analysis

ACCUMULATED BENEFITS ACCUMULATED COSTS

  • Simple Cost Benefit Analysis
  • Analysis Summary

CMGT/545 v1

Project Risk Assessment Template

CMGT/545 v1

Page 2 of 2

C:\Users\djshirey\OneDrive - University of Phoenix\F_Drive\Style Guides\UPX Logos\Horizontal format\UOPX_Sig_Hor_Black_Medium.png

Project Risk Assessment Template

As Intuit, Inc. prepares to transition to cloud-based applications, the development team has foreseen potential issues and challenges that could negatively impact the project. Complete Parts 1 and 2 below to identify and assess at least 12 risks to the project.

Part 1: Risk Assessment Table

Use the table below to list 12 risks to the project, identify the risk level and likelihood of each, and provide mitigation strategies that would reduce the impact and likelihood of each event. There should be at least 5 high-level risks.

Note: Examples have been provided in the first 3 rows of the table. You may not use the provided examples.

Risk Level   

· Low (L): minimal impact to finance and time to completion  

· Medium (M): medium impact to finance and time to completion  

· High (H): high impact that may jeopardize the success of the project  

Likelihood of Event  

· Certainty: 90–100% chance of happening   

· Likely: 70–89% chance of happening   

· Somewhat likely: 40–69% chance of happening   

· Unlikely: 0–39% chance of happening  

Risk

Risk Level L/M/H

Likelihood of Event

Mitigation Strategy

Number of Interfaces to Existing Systems Affected 

H:  Over 3 

Certainty 

Develop interface control document immediately 

Narrow Knowledge Level of Users 

M:  Knowledgeable of user area only 

Likely 

Assigned Project Manager(s) to assess global implications  

Timeline Estimates Unrealistic

M:  Timeline assumes no derailment

Somewhat likely

Timeline reviewed monthly by three groups (Project Manager and Steering Committee) to prevent undetected timeline departures 

Part 2: Risk Assessment Report

Provide a comprehensive description of each high-level risk, including a justification of your analysis and mitigation strategy.

Copyright 2020 by University of Phoenix. All rights reserved.

Copyright 2020 by University of Phoenix. All rights reserved.

CMGT/545v1

Project Management Flowchart and Summary

CMGT/545v1

Page 2 of 2

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Project Management Flowchart and Summary

Scenario

Intuit, Inc. would like to migrate their existing applications, such as payroll management and customer relationship management (CRM), to cloud-based applications. The CEO believes that cloud-based systems will save the company time, money, and resources in the long run. One challenge is that many legacy systems are not automatically compatible with the new cloud-based systems and need to be manually exported or transferred. Training users is also a challenge since there are various locations across the country.

At a recent meeting, the development team determined there are 7 phases in this project that need to be completed. As IT project manager, you are tasked with planning out the 7 phases. This includes developing a swimlane flowchart that describes the processes, roles, and responsibilities of various departments and personnel during each phase of the project.

Phases

· Phase I: Scoping and Planning

· Phase II: Order/Install Equipment

· Phase III: Install/Test Software

· Phase IV: Conduct Hardware/Software Testing

· Phase V: Conduct Training

· Phase VI: Implementation and Roll Out

· Phase VII: Evaluation and Post Implementation

Personnel

Note: These positions came from Intuit, Inc. documents, but names have been changed to keep this a fictional scenario. Any relation to actual names is coincidental.

· CEO, Dylan Piazza

· Senior Vice President, Chief Information Technology, Samantha Goldberg

· Purchasing Manager, Peng Su

· Vice President, Chief Financial Officer, Haley Zuyeva

· IT Director, Orson Young

· HR Manager, Jaime Baez

· Chief Operations Officer, Wilson Gibbs

· Sales and Advertising Director, Brad Moravec

· Systems Administrator, Rachel Marrero

· Web Developer, Carl Hanson

· Network Administrator, Linda Ng

· Database Administrator, Jenny Rodriguez

· Project Manager – (you)

Instructions

Use the project phases and personnel information provided above to develop your swimlane flowchart for this cloud migration project. Add additional processes and human resources as you see fit. Your swimlane flowchart should visually distinguish job sharing and responsibilities for phases and sub-processes of the project.

Use Lucidchart, Canva, MindTools, or another website or software of your choice to create your flowchart. See an example of a swimlane flowchart below.

To accompany your flowchart, write a 350-word summary that answers the following questions:

· How do you support c-level managers in this project? How do you seek support from upper management?

· What techniques can you utilize to lead and influence the project?

· What are two challenges within each phase?

Copyright 2020 by University of Phoenix. All rights reserved.

Copyright 2020 by University of Phoenix. All rights reserved.

CMGT/545 v1

New Group 2

University of Phoenix

CMGT/545

Aviv Raveh

August 30, 2021

Project Plan Template

Copyright 2020 by University of Phoenix. All rights reserved.

Project Plan Template CMGT/545 v1

Page 2 of 7

Section 1: Summary

The purpose of the project is to convert the system of Intuit, Inc. to a cloud-based system.

The cloud-based system is expected to allow the firm to respond immediately to inquiries from

customers. We prefer using a third party system instead of developing one because of security.

Also, we intend to have a private cloud rather than relying on a third party. The C-suite group

intends to undertake the project within 12 months at a budget of $1,000,000. The budget will

involve enhancing information security to ensure the cloud-based system is secure. Therefore, the

deliverable is a cloud-based system. The business needs to be satisfied are the need to have an

effective system that enhances fast delivery of services and a system that can safeguard all data.

The satisfaction of the business needs will be determined by using internal and external surveys to

determine whether the method of delivering services has improved as well as getting feedback

from the information technology team. Key stakeholders will judge the success of the project by

checking the profits of the firm. The firm will ask questions such as: Is the company making more

money? Are we gaining new customers and lots of referrals? Are we retaining current customers?

The relationship between this project and other projects is that its budget is larger, and it will be

integrated with other company systems such as the Enterprise Resource Planning System.

Section 2: Phasing

The project is expected to take 12 months. Working days are from Monday to Friday,

which means 20 days in a month. Therefore, a month is equivalent to 20 working days. The

timeline of the phases is demonstrated below.

Copyright 2020 by University of Phoenix. All rights reserved.

Project Plan Template CMGT/545 v1

Page 3 of 7

Section 3: Schedule – Milestones

Deliverable Recipients Delivery Date Delivery Method

A cloud-based system Customers 30/8/2022 Through company website.

The old system that needs conversion to cloud-based

Subcontractors 29/9/2021 Face to face where it will be handed over.

New system to be integrated with the cloud.

Integrators 19/1/2022 Face to face where it will be handed over.

The cloud-based system and user manual.

Management 20/7/2022 Face to face during the post- implementation phase

Section 4: Resources

Non-Human

 Cloud Contract and Licenses - Phase I

 Access to Windows Azure Services - Phase II

 Palo Alto Hardware and licensing procurement - Phase II

Copyright 2020 by University of Phoenix. All rights reserved.

Project Plan Template CMGT/545 v1

Page 4 of 7

 Engineering Computer procurement - Phase II

 Switch procurement and upgrades - Phase III

 User Training - Phase V

 SOP - Phase VI and VII

Personnel

 Hire Project Manager - Phase I

 Hire Cloud Engineers x 2 – Phase I & II

 Hire Cloud Manager - Phase I & II

 Hire Service Desk Cloud Support personnel - Phase I & II

Constraints

 Hiring qualified engineers and Managers

 Palo Alto firewall provisioning

 Switch Upgrades and downtimes

 Training Facilitation resources

 Equipment procurement lead times - Possible delays.

 Financial budget fluctuation

 Software and Hardware implementation issues

 Training resources with old documentations

 Vendor support resources

Section 5: Organization

 Organization Project Manager: The project manager develops the project plan, recruit staff,

lead and manage the teams, assign tasks, establish a timeline and schedule, and provide

regular updates to upper management.

Copyright 2020 by University of Phoenix. All rights reserved.

Project Plan Template CMGT/545 v1

Page 5 of 7

 Project Sponsor: Typically, a member of senior management and their responsibility is to

approve the budget, avail the needed resources, communicate the goals throughout the

organization and remove obstacles that are hindering the goal.

 Project Team Member: (Company Staff or Consultant) Responsible for contributing to the

overall objectives, providing expertise since they have knowledge of everyday operations.

 Business Analyst: The role of the business analyst is to document requirements, verify the

deliverables and make sure that the project meets its requirements, test solutions to validate

the objectives, assess current systems.

 Executive Sponsor: Is usually a high-ranking member of management. Their responsibility

is to approve the project scope and deliverables.

 Business Analyst: The role of the business analyst is to document requirements, verify the

deliverables and make sure that the project meets its requirements, test solutions to validate

the objectives, assess current systems.

Section 6: Change Management

Intuit Inc. is transitioning to a cloud-based system to better assist our customers. The

Change Management Board is responsible for reviewing the change request, which consists of an

initial review of configurations, software installed, firewall requests and outstanding missing

requirements. Once the Change Management Board reviews all documentation for the

implementation of the new system, they will either sign off on the system being implemented or

deny the request due to missing information, configuration settings or unauthorized ports or

protocols being used. Once the Change Management Board approves the change request, the IT

department will put the server online. After the server is online, a final review by the Security

Copyright 2020 by University of Phoenix. All rights reserved.

Project Plan Template CMGT/545 v1

Page 6 of 7

Department, IT department and Network Department will be conducted to assure all functionality

and compliance of the server are met.

Section 7: Risk Management

Risk Management for this project will consist of a very detailed analysis of every decision

made and the possible outcomes that follow. For this project, depending on our decision to either

go with the third-party cloud system or utilize our own cloud system, the risks differ.

When weighing the risks, it is necessary to locate the technical, environmental, legal, and

security risks as well as many others. Although there are many risks involved, outlined in the

Appendix are some immediate risks to consider. These risks mostly have immediate actions that

could be taken to avoid detrimental consequences. Assigned are roles that these risks relate to,

although the entire team can be on the lookout for these risks and assist in mitigation.

Copyright 2020 by University of Phoenix. All rights reserved.

CMGT/545 v1

Appendix

Risk Consequences Probability Impact Priority Response plan Assignee

Third-Party Information Loss

Loss of all data Medium High High Avoid- Create offline backup and update once a day Business Analyst

Business Analyst

Personal Cloud Information Loss

Loss of all data Medium High High Avoid- Create offline backup and update once a day

Business Analyst

Budget Management Not enough money

allocated

Low High High Spending Plan with allocated habits and

expectations

Project Sponsor

Delay in project stages Not meeting project

deadline

Low Medium Medium Project Manager keeping track of each team and team members ensuring they are meeting deadlines

with enough space for rework and mistakes

Project Manager,

Team Members

Copyright 2020 by University of Phoenix. All rights reserved.

  • Section 1: Summary
  • Section 2: Phasing
  • Section 3: Schedule – Milestones 
  • Section 4: Resources 
  • Section 5: Organization 
  • Section 6: Change Management 
  • Section 7: Risk Management  
  • Appendix
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