PM Brigade Combat Team

1. PM Brigade Combat Team Risk Management Predicting What the Future Holds

2. DoD Risk Management Obstructions • No lesson learned database from similar projects to facilitate risk identification • Multiple organizations using different assessment approaches (AMC,DCMA,Safety Office, Contractors) • Non-collaborative IT environments • Multiple level reports requiring non standard assessment criteria • No clear problem escalation criteria • No risk management training available for teams • No clear understanding from team members of the difference between risk, issues, action items and problems.

3. Project Risks Assessed Using Risk Management Database Individual Risk Events Are Rolled-Up to the DAES Category Automatic color assigned based on assessment matrix Each risk event Can be linked to Action plans

4. Project Risk Monitoring Risk events are summarized under category Automatic color assigned based on highest risk event in category Risk events may be accessed by clicking on category Click Here for Additional Software Info

5. Lessons Learned Collected from High Visibility, Accelerated Project

6. Lessons Learned • On site evaluations should be conducted of risk management procedures of bidders during source selection whenever possible • Risk management training given to all program stakeholders will aid in the identification and assessment process. Training should be mandatory and re-occurring. • Establish the integrated program baseline (cost, schedule performance and supportability requirements) as soon as possible and then update project risk assessments. • Risk assessments must occur at all levels of the organization. Seemingly simple engineering changes to a known and tested design may increase the level of risk associated with the design • Challenge all assumptions that could have critical impacts on the program especially challenge those that have no technical data to support the assumption. • Risk handling plan schedules must be integrated into the program integrated master schedule to assess true impact.

7. Lessons Learned • The Government should maintain oversight of risk management process even if contractor is accountable under the terms of the contract. • A risk management process working group with representation from all program stakeholders should be established to control risk process changes • A customized database based on the program risk management plan should be used to capture risk events and support project reporting requirements. The database must be user friendly. • The development of a project risk management process which integrates multiple stakeholders risk management processes requires time and resources. • The risk management plan should reflect how the organization actually does work and should be updated as changes occur. • Implementing a risk management process requires commitment at senior, mid, and lower levels of management • Personnel interviews are most productive method of collecting lessons learned from previous similar projects to identify risk.

8. Lessons Learned Multiple Organizational risk assessment approaches must be integrated into a single seamless risk management process Production Readiness Assessments DCMA Supplier Assessments Integrated BCT Risk Process Safety Assessments GDLS Risk Assessments GM Risk Assessments