Assume you have just been assigned to a project risk team composed of five members.

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Assume you have just been assigned to a project risk team composed of five members. Your task, as project manager,

is to develop a process for handling risks to the project. Because this is the first time your organization has formally set up a risk team for a project, it is hoped that your team will develop a process that can be used on all future projects. Your first team meeting is next Monday morning. Each team member has been asked to prepare for the meeting by developing, in as much detail as possible, an outline that describes how you believe the team should proceed in handling project risks. Each team member will hand out his or her proposed outline at the beginning of the meeting. Your outline should include, but not be limited to, the following information:

 
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As the work of your risk management team (from the first discussion question)

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As the work of your risk management team (from the first discussion question) continues, the discussion of your

team’s risk management plan outline moves on and considers the following questions:

 
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Employee orientation is handled differently in each organization

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Employee orientation is handled differently in each organization. Let’s talk about this in both the theoretical

perspective as well as in practical terms. Here are a few questions to get started.

Should companies offer formal orientation programs for all new employees, or should they be designed and run by each individual supervisor, manager, or department head? (Support your answer.)

Explain some purposes for having employee orientations.

Give an example from your own experience of the first weeks on the job, either with or without an orientation program, and how you felt orientation helped you settle in (or, if you didn’t have an orientation, how that impacted your view of that job).

 
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describe crashing, fast tracking, and scope reduction as means of schedule compression

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, describe crashing, fast tracking, and scope reduction as means of schedule compression.

When would each be

appropriate?

Which methods would you consider better first-choice methods by most project sponsors?

Would any of these methods apply to Agile projects?

How does Agile address schedule compression?

 
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