Risk Response Matrix: WBS, Failure Mode, Failure Causes, Lik

Risk Response Matrixwbs Ref Failure Modefailure Causeslikelihood 01

Risk Response Matrix: WBS Ref. # Failure Mode Failure Causes Likelihood 01-10 Severity 01-10 Detection 01-10 RPN Response Strategy 1 Denny participation by employees Less awareness and lack of time Risk ID# Risk Description Risk Cause Likelihood (1-10) Severity (1-10) Difficulty of Early Detection (1-10) Total RPN Response Strategy Justification for Response Strategy Less participation by employees Less awareness and lack of time higher medical costs from those claims The rising expense of medical supplies and services Gym membership cannot be transfer for new employee Issues in relocation 5 short-term sickness of employees can raise more bills of clinic flue expensive workers’ compensation claims In some cases, alternative standards are required (for example, when attempting to meet a standard would be medically inadvisable) Maintaining an employee wellness program is costly Employees can be unhappy to share personal diseases to be not private Insurance company may not agree with our terms and conditions Availabilities of motivational speakers Exceeding the proposed budget Delay on the Creation of wellness program Failure during the pilot program due to technical issue impacting the final tests Restriction due to COVID 19 pandemic Project team members conflict Unsatisfactory result after the 3month of pilot program Prohibits financial incentives for workers to provide genetic data (such as answers to family medical history questions in health risk assessments) Lapses in the project chapter Employee insurance companies are limited in their use and dissemination of information under the new regulations.

Can be not effective selected wellness program metrics Fail to achieve actual motto of for less employee turnover Improper review of medication during exercise Failure to give adequate training to team member prior to the project launch Output 1.4.1.7 1.4.1.6 1.4.1.5 1.4.1.4 1.4.1.3 1.4.1.2 1.4.1.1 3 Level Activities 1.7.2 1.7.1 1.4.3 1.4.2 1.4.1 1.2 1.7 1.6 1.5 1.4 1...1.2 1.1.1 1.0 Design a complete wellness program Get the approval from CEO Handover the implementation process to the company Process Breakdown Structure for Designing of Wellness Program Project 2 Level Activities 1 Level Major Phases Designing a wellness Program Employee survey report Initial Discussion with CEO Conduct employee interviews, and distribute questionnaires Scope Statement Design of wellness program Risk Management plan Budget Three months pilot program Project charter Define wellness program activities Launch Begin three month pilot program Design employee training program Design Medication program Design flu clinic Design Yoga program Design Zumba classes Design program on free consultation for families Design health care benefit program Define evaluation methods Set up benchmarks for Wellness Program Revision: Project Charter Date: 20 November, 2021 Document Code: PMBOK4.1.3.1 Document Code: PMBOK4.1.3.1 CEO - Kushan Shah 14th November 1.

Project Purpose The Food Club, Gujarat, India, authorized a project to design a wellness program with the expectations of long-term benefits for both employees and the company. Organizational need: It is expected to reduce employee turnover, increase motivation and engagement, reduce absenteeism, manage chronic diseases in the workplace, create an attractive work culture and enhance the corporate image while improving the employees' productivity. Social needs: The result of this project will be precisely focused on improving each employee's mental and physical health, which will lead to gaining a work-life balance. 2. Measurable Project Objectives and Related Success Criteria Measurable Project Objectives Related Success Criteria 1.

Reduce employee turnover Reduce employee turnover by 5% in 2022 and 10% by 2023. 2. Reduce absenteeism among employees Reduce employee absenteeism by 2% immediately. 3. Significantly reducing work-related stress among employees.

Reduce work-related stress by at least 5%. 4. Improve employee productivity. Increase employee productivity by 5%. 5.

Increasing employee morale and loyalty. Increase employees' loyalty to the company and gain a high program participation rate. 6. Create an attractive work culture. Gain a high job applying rate through job banks.

Note: The above-mentioned success criteria can be measured through employee surveys and reviews, customer surveys, employee interviews, and record analysis. 3. High-Level Requirements 1. Project Charter Approval 2. Health care contract approval 3.

Change implementation Plan approval 4. Budget approval 4. High-level Project Boundaries and Key Deliverables Project boundaries The wellness program would consist of training, Zumba, meditation, yoga, program launch, health care for employees, free consultation for families, and third party contract for doctor (physiotherapist, physiologist) appointments. However, it does not include physicians, medical tests, medicines, financial support, ENT, dental, and bonus payments. Key Deliverables The main deliverables are project charter, project master plan, scope statement, budget, risk management plan, designing the wellness plan, and conducting an employee survey.

5. Overall Project Risk There might be a posibility that a wellness program transition not met the expectation along with a significant risk of financial benefit as a result of improved health. There can be a risk of not finding a health team in the covid situation, and also, health care insurance premiums might be expensive. In addition, there may be a risk of time management in terms of planning and launching the initial design and the pilot program. 6.

Summary Milestone Schedule No. Milestone Date 1. Initial discussion with CEO, directors, and the managers Due on 10/10/. Conduct an employee survey to identify designing requirements and set goals. Due on 15/11/.

Project charter preparation and get the approval Due on 20/11/. Connect with clinic staff, insurance agent, training coach, motivational guest speaker, and the gym owner to get the best packages, appointments, and reservations Due on 05/12/. Get approval from the finance department for each criterion Due on 10/12/. Project master plan and risk management plan approval Due on 15/12/. Launch and begin a three-month pilot program Start on 02/01/.

Estimated completion of the pilot program Due on 31/03/. Pre Approved Financial Resources (All values are in Indian Rupees.) Initial Research expenses = 10,000 Wellness program designing fees = 60,000 Three months pilot program = 190,,000 ( Approximately CAD 4,. Key Stakeholder List Internal/ External Position/Organization Role in the Project Internal CEO Approving the project Internal Project Manager Monitor the project overall (resources, progress, budget, and deadlines) Get the documents approved for activities Internal Owner of The Food Club Investor Internal Finance head Distribute budget for activities in the pilot program Internal HR head Schedule employees appropriately for the shifts and the program participation.

Negotiate with the insurance company and gym organization Internal Team employees Participate in the initial Research and pilot program External Motivational Speaker Conduct motivational speech Team employee Get document approval for activities External Owner of ABC gym club Membership for employees External Co-ordinator - IVC private clinic Conduct the flu clinic External Trainer Train employees External Agent - XYZ insurance company Cover mediclaim for employees 9. Project Approval Requirements The business owner is responsible for approving the project charter and signing off on the project. The project management team is responsible for designing the wellness program and conducting employee interviews and surveys.

If the project meets all related success criteria, then the project will be considered approved. In order for the project to move to the : 1. Planning phase : the project charter needs to be approved. 2. Closing phase : the project master plan needs to be approved.

10. Project Exit Criteria Criteria for closing the project: 1. All milestones must be completed within the timeframes and budgets specified. 2. All the risks identified during this project must be considered and sorted out properly.

4. The project team should be trained and appropriately placed with assigned duties. Criteria for canceling the project: If there is no approval on the project charter or the master plan, the project will be canceled.

Paper For Above instruction

The provided document appears to combine a risk response matrix and a comprehensive project plan for a wellness program at The Food Club in Gujarat, India. To develop an effective risk response matrix, it is essential to identify potential risks associated with the wellness program, evaluate their likelihood, severity, and detection difficulty, and craft appropriate response strategies. The project plan encompasses detailed objectives, scope, stakeholder roles, milestones, and risk management strategies. This paper synthesizes these components to demonstrate a holistic approach to stakeholder management and risk minimization, ensuring successful program implementation.

In constructing the risk response matrix, a critical initial step involves categorizing threats such as employee participation challenges, budget overruns, technical failures, and external factors like COVID-19 restrictions. Each risk is assigned a likelihood score on a scale of 1-10, with higher values indicating greater probability. For instance, low participation due to lack of awareness or time constraints can be rated as a 5, reflecting moderate risk. Severity assessments consider the impact on medical costs, employee morale, or project delays. Detection difficulties amplify the need for proactive measures, such as early screenings or employee surveys, to identify issues before escalation. The combined Risk Priority Number (RPN)—product of likelihood, severity, and detection difficulty—guides prioritization of responses.

Response strategies are tailored to mitigate identified risks, including enhancing communication about health benefits, adjusting program budget allocations, ensuring stakeholder engagement, and leveraging motivational speakers to boost participation. For example, a high RPN for low employee participation might be countered with targeted awareness campaigns, scheduled reminders, and incentives. Commentary on response justification emphasizes aligning responses with project goals, like reducing employee turnover or improving health outcomes. Additionally, contingency planning accounts for external disruptions, such as delays in approvals or pandemic-related restrictions, which could impact project timelines or resource availability.

The project plan itself emphasizes clear milestones, including initial discussions, employee surveys, approval processes, and pilot program initiation and completion. The specified milestones are critical for maintaining adherence to schedules and budgets, ultimately influencing the RPN evaluation of associated risks. Stakeholder management is meticulously outlined with roles ranging from the CEO’s approval authority to external vendors like gym clubs and healthcare providers. This structured stakeholder engagement aims to facilitate resource availability, foster collaboration, and ensure smooth project execution.

Comprehensively, the integration of risk management with project planning enables a balanced approach whereby potential pitfalls are proactively identified and systematically addressed. The emphasis on regular milestone reviews and approval checkpoints creates accountability and transparency. This strategy not only enhances the likelihood of achieving key success metrics—such as reducing employee turnover, absenteeism, and stress—but also aligns with organizational values emphasizing employee well-being and corporate responsibility. Ultimately, this consolidated approach provides a strategic framework for the effective implementation of the wellness program with minimized risks and optimized stakeholder satisfaction.

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