Enterprise Risk Management Assignment

Every IT services organization’s business growth depends primarily on successful management and execution of large projects.  This is especially true in case of new customers where relationship is evolving and technology is relatively new to executing SBU.  Such projects need specialized facilitation and processes that should be applied from the project start. This document details the facilitation provided to such critical projects under the Enterprise Risk Management framework.

These ERM processes supplement current PSSP facilitation. The ERM group provides support in risk management.

  The risks can be mitigated with the help of various groups like Technical Architects of the BUs, Estimation Focus Group, Design and Architecture Process Group and Testing CoE. The responsibility to implement the recommendation lies with the BDO/PM.

Some projects may turn critical during execution because of unforeseen circumstances such as unexpected load of change requests, replacement of client PL or Subject Matter Expert (SME) etc. Hence critical project processes should be applicable to these projects as well.

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Projects may be identified as critical during RFP stage or may become critical during their execution. Both categories need special attention. This document explains the tasks that go into the successful completion of any critical development project.

Enterprise Risk Management facilitation is applicable for all types of projects at our Organization

• PROCEDURE

• Identification of Critical Projects
  • In case of a New Project Critical Project Identification Questionnaire(which contain Static and Dynamic questions based on the project types) is used in additional to the risk management questionnaire
  • In case of Active projects , ERM criteria which are stated below are used as input

• Additionally PMs, BDOs, Delivery Heads may also suggest projects as critical and may seek ERM assistance

• ERM facilitation activities performed at the start of the project are as follows:
  • Designated ERM champion collects the following documents before the scheduled ERM visit
    • Proposal, SOW, Contract
    • If required, Contact teams like Contracts, Business Finance Manager
    • Risk questionnaire, ePMS CPSA Radar inputs like milestones and questionnaire
    • Any informal feedback about PM, BDO, Customer
  • Meet the project team and get the inputs on the project progress.
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    If required contact BDO/ BU PMO for any inputs required

  • Update the Quick Scanner with details received from the project visit. The Quick Scanner would assist in qualitatively and quantitatively identifying the project risk level

• The ERM activities performed during the course of the project depend on the project risk level assigned to the project. As per the Risk Level the SLA needs to the followed up.
  1. In case of high risk projects, following activities are performed:
     1. Detailed report prepared and sent to BDO.
     2. ERM visits to be on weekly basis
     3. BU Head, Delivery Head, and Management Committee is also updated with high risk project details and progress
  2. In case of medium risk projects, following activities are performed:
     1. Detailed report prepared and sent to BDO.
     2. ERM visits to be on a fortnightly basis
     3. Delivery Head also updated with high risk project details and progress
  3. In case of Low risk projects, following activities are performed:
     1. Quick Scanner required to be updated
     2. ERM visits to be on a monthly basis
     3. Projects get reported through the monthly dashboard

As per the Risk Level the SLA needs to the followed up.

• Risk Aggregation is also done by the ERM team on account and BU level.
• Every month’s individual BU dashboard are required to be archived by respective ERM Champion in Archival folder on ERM portal