COURSE CKPM209

Project Risk and Quality Management

Course Outline – Winter 2010
INSTRUCTOR: Hamid Faridani
PHONE: 905 316 3815
E-MAIL: faridanipmonk@ryerson.ca
PREREQUISITES: CKPM202 Fundamentals in Project Management

The G. Raymond Chang School of Continuing Education

Every effort will be made to manage the course as stated. However, adjustments may be
necessary at the discretion of the instructor. If so, students will be advised and alterations
discussed in the class prior to implementation.

It is the responsibility of students to ensure that they understand the University’s policies and
procedures, in particular those relating to course management and academic integrity. A list of
relevant policies is included at the end of this outline.

COURSE DESCRIPTION / OBJECTIVE:

The Project Management Institute (PMI) recognizes Risk and Quality Management as two of
the key knowledge areas of project management. This course covers the fundamental
aspects, analytical tools, and methods of both areas. In particular the course covers the basic
processes of risk planning, identification, qualitative analysis, quantification, risk response
development and risk control. The course also deals with concepts of quality and their
integration into project planning, execution and control. It addresses the customer and the
organizational perspectives on quality, the cost of quality and the use of statistical tools to
manage quality improvement projects in the operations of organizations, as well as, quality
improvements in projects.
The first half of the course will focus on Project Risk Management. During this part of the
course students will learn:
 How to develop a risk management plan for a project
 Techniques to identify risk events
 Approaches to qualify and quantify project risk events
 How to respond to risk events
 How to monitor and control risk events
The second half of the course will focus on Project Quality Management. During this part of
the course students will learn:
 What is quality
 Processes, tools and techniques of project quality management
 Quality projects
 Program, Portfolio, and Project Management Offices
Successful completion of the course will enable the student to:

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 Identify and categorize project risk events
 Use analytical tools to quantify project risk events
 Develop appropriate risk response to avoid, assume, transfer, or mitigate the
identified risk events
 Define performance and quality criteria for the product or service produced in the
project
 Apply statistical concepts and quality assurance tools to ensure that project
processes result in quality products or services.
 Analyze the cost of introducing a continuous quality improvement in projects
 Unique features of executing quality projects in organizations
 Define Portfolio, Program, and Project Offices

TEXTS:
A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) Fourth
Edition, Project Management Institute, Newtown Square, PA, 2008. ISBN 978-1-
933890-51-7
Project Quality Management Why, What and How, Rose, Kenneth, J. Ross
Publishing, Inc., Florida, 2005. ISBN 1-932159-48-7
Effective Opportunity Management for Projects Exploiting Positive Risk, Hillson,
David, Marcel Dekker, Inc. New York, 2004. ISBN 0-8247-4808-5

Students may wish to consult additional reference books, such as the following:
Project Management: A Systems Approach to Planning, Scheduling and
Controlling. 8th edition, Kerzner H. Wiley & Sons, New York. 2003. ISBN 0-471-
22577-0
Project Manager’s Spotlight on Risk Management, Heldman, Kim, Harbor Light
Press, San Francisco, 2005. ISBN 0-7821-4411-X
Risk and Decision Analysis in Projects 2nd Edition, Schuyler, John, Project
Management Institute, Newtown Square, PA, 2001. ISBN 1-880410-28-1
The Six Sigma Revolution: How General Motors and Others Turned Process into
Profit. George Eckes, John Wiley and Sons. ISBN 0-471-38822-X.
Lean Six Sigma. Michael L. George, McGraw Hill. ISBN 0-07-138521-5.
The Balanced Score Card. R. Kaplan and D. Norton. HBS Press.
Balanced Scorecard Step by Step. Paul R. Niven, John Wiley and Sins. ISBN 0-471-
078772-7.
The Standard for Program Management Second Edition, Project Management
Institute, Newtown Square, PA, 2008. ISBN 978-1-933890-52-4

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The Standard for Portfolio Management Second Edition, Project Management
Institute, Newtown Square, PA, 2005. ISBN 978-1-933890-53-1

OTHER MATERIALS:
The course notes will be posted on “Blackboard”, which is a web-based learning and
communication tool that supplements the classroom activities. All students must obtain a User
ID and password to access Blackboard.

METHOD OF INSTRUCTION:
The course is delivered through a combination of lectures, guided discussions, exercises, and
team projects. Because of the interdependence among elements of the project management
body of knowledge, regular attendance and active participation is expected, and is included in
the student’s evaluation.

METHOD OF STUDENT EVALUATION:

The final mark for this course is calculated as follows:
Examination 1: Project Risk Management 30% Class 7
Examination 2: Project Quality Management 30% Class 14
Assignment 1: WBS and Preliminary List of Risks 8% Class 3
Assignment 2: Risk Analysis 6% Class 6
Assignment 3: Risk Response Plan 6% Class 9
Assignment 4: Quality Management Plan 10 % Class 13
Weekly Quizzes 10%
TOTAL 100%

NOTE: Every effort will be made to manage the course as stated. However, adjustments may
be necessary at the discretion of the instructor. If so, students will be advised and alterations
discussed in the class prior to implementation.

Students will be given a final grade in the course according to the following system:
Conversion Range Letter Grades Ryerson Description
Percentile Scale to Letter GPA
Grade
90 – 100 A+ 4.33
85 – 89 A 4.00 Excellent
80 – 84 A- 3.67
75 – 79 B+ 3.33
70 – 74 B 3.00 Good
66 – 69 B- 2.67
63 – 65 C+ 2.33

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60 – 62 C 2.00 Satisfactory
57 – 59 C- 1.67
54 – 56 D+ 1.33
52 – 53 D 1.00 Marginal
50 – 51 D- 0.67
0 – 49 F 0 Unsatisfactory

COURSE OUTLINE AND TIMETABLE:

The major sections of the course of study are listed below. Students should study the noted
sections of the text and PMBOK®, plus any other assigned readings, before the in-class
lecture.
Module Date Description References
1 Jan 13 Introduction to Project Risk Management Hillson, Chapter 1, 2
 Course Introduction PMBOK® 11
 What is Risk and why is it Important? Introduction
 Risk Management Process Overview
2 Jan 20 Risk Identification Hillson, Chapter 3, 4
 Risk Management Planning PMBOK® 11.1, 11.2
 Risk Categories
 Risk Identification Techniques
3 Jan 27 Risk Qualitative Analysis Hillson, Chapter 5
 Risk Impact Matrix PMBOK® 11.3
 Risk Likelihood Matrix
 Probability/Impact Risk Rating Matrix
4 Feb 3 Risk Quantitative Analysis Hillson, Chapters 6
 Quantitative Risk Analysis Methodologies PMBOK® 11.4
 Monte Carlo Simulation
 Decision Trees Analysis
 Expected Monetary Value
 Probability Distribution
5 Feb 10 Risk Response Planning and Control Hillson, Chapter 7, 8
 Categories of Risk Response PMBOK® 11.5, 11.6
 Contracts and Risk Contingency Reserves
 The Risk Response Plan
 Risk Monitoring
6 Feb 17 Risk Management Considerations Hillson, Chapter 9, 10
 Critical Success Factors
 Cultural Issues
 Future Opportunities
7 Examination 1 – Project Risk Management

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Module Date Description References
8 Feb 24 Quality Foundations Rose, Chapters 1, 2,
 What is Quality 3
 Evolution of Quality PMBOK® 8
 Pioneers and Paradigms Introduction
9 March 3 Project Quality Planning Rose, Chapter 4
 Quality Management Plan PMBOK® 8.1
 Quality Standards
10 March 10 Quality Assurance and Control Rose, Chapters 5, 6
 Quality Assurance PMBOK® 8.2, 8.3
 Quality Control
 Quality Improvement
11 March 17 Quality Tools Rose, Chapters 7, 8,
 Collection and Understanding Data 9, 10, 11
 Understanding Processes
 Analyzing Processes
12 March 24 Quality Projects
 Quality and Change Management Project
 DMAIC: The Six-Sigma Process
 Balanced Score Card
 Knowledge Management
13 March 31 Program and Portfolio Management The Standard for
 Portfolio Management Program Management
 Program Management The Standard for
 Project Management Office Portfolio Management
 Project Management Maturity
14 April 7 Examination 2 – Project Quality
Management

TEAM ASSIGNMENTS
Students must contribute equally to their groups’ efforts. Any group finding that a member is
not contributing should advise the Instructor immediately, and confirm by email. The Instructor
may require that student to change groups, to complete some assignments independently, or
another remedy as determined by the Instructor in consultation with the student. If the group is
not functioning, this may result in a Peer Evaluation of the team as outline later in this
document. Confirmed lack of participation by a student late in the semester will result in a
reduced assignment mark.

Guidelines:
 Students will form projects teams in Week 1 of typically 3-5 students per team.

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 For Quality Management, each team will select a project, completed by one of its members
in the course Fundamentals of Project Management CKPM202.
 For Risk Management a case study will provided by the instructor

Assignment 1: WBS and Preliminary List of Risks

Read the case study and provide the followings:

1. A level 3 WBS based on the level 2 WBS provided in the case study
2. A preliminary list of possible risks events with a description of each (minimum 10 risks).

Assignment 2: Qualitative Analysis

This assignment will consist of completing the Qualitative Risk Analysis of the 10 risks in
Assignment 1 using Microsoft Excel spreadsheet. The Qualitative Risk Analysis should cover
the following:
 The Probability (P) of occurrence of these risks and their Impact (I) on
the project objectives (Scope S, Cost C, Schedule T, and Quality Q) using accepted
probability and impact scale with an explanation.
 The Risk Impact scale and Probability Likelihood scale used on the
accessing the probability and impact of the risk events
 A map of the results on a Probability - Impact Matrix.
 Ranking of the risks accordingly into four categories: Red, Orange,
Yellow & Green

Assignment 3: Risk Response Plan

This assignment will consist of completing the Risk Response Plan for the 10 risks in
Assignment 1 using Microsoft Excel spreadsheet and is due on Week 9
The Risk Response Plan should include:

 Risk Response Strategy for all Risk Events

 Identification of Secondary Risks
 Risk Owner
 Risk Contingency Allowance

Assignment 4: Quality Management Plan

For your chosen project provide the following information in order to document the quality
management plan. Keep the length of the plan to about 5-10 pages.
 Provide an overview of the project. This section can be copied from the project
charter
 Define the projects quality objectives

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 Identify activities that need to be performed to ensure the project deliverables meet
quality objectives.
.
 Define the approach to verify compliance of deliverables to the quality objectives.
 Provide a plan for evaluating deliverables against quality objectives.
 Identify candidate corrective actions to consider when actual quality measurements
deviate from identified quality objectives

WEEKLY QUIZZES
This will be individual 1 page quiz that will be distributed at the end of each class, except for
the 2 examination classes and the first class, for a total of 11. The best 10 quiz marks will be
counted. If the student is not present for the quiz, the mark of 0 will be assigned. The
contents of the quiz will be from the previous week material.

Policies

MISSED TERM WORK OR EXAMINATIONS:

Students are expected to complete all assignments, tests, and exams within the time frames
and by the dates indicated in this outline. Exemption or deferral of a term test, or final
examination is only permitted for a medical or personal emergency or due to religious
observance (request must be received within the first two weeks of the course). The instructor
must be notified by e-mail prior to the due date or test/exam date, or as soon as possible after
the date, and the appropriate documentation must be submitted. For absence on medical or
religious observance grounds, official forms may be downloaded from the Ryerson website at
http://www.ryerson.ca/currentstudents/forms/ or picked up from The Chang School office in
Heaslip House, 297 Victoria Street, Main Floor.

ACCESS CENTRE:
Students with existing Access Centre accommodations should meet with their instructor at the
beginning of the course. Students who register with the Access Center during the semester
must speak to their instructor as soon as their needs are identified.

PLAGIARISM:
The Ryerson Student Code of Academic Conduct defines plagiarism and the sanctions against
students who plagiarize. All Chang School students are strongly encouraged to go to the
academic integrity website www.ryerson.ca/academicintegrity and complete the tutorial on
plagiarism.

The University has subscribed to the Turnitin, a service which helps instructors identify internet
plagiarism and helps students maintain academic integrity.

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The work submitted by students in this course may be submitted to Turnitin. Students who do
not want their work submitted to this plagiarism detection service must, by the end of the
second class, consult with the instructor to make alternate arrangements.

ACADEMIC INTEGRITY:
Ryerson University and The Chang School are committed to the principles of academic
integrity as outlined in the Student Code of Academic Conduct. Students are strongly
encouraged to review the student guide to academic integrity, including penalties for
misconduct, on the academic integrity website at www.ryerson.ca/academicintegrity and the
Student Code of Academic Conduct at www.ryerson.ca/senate/policies.

RYERSON STUDENT EMAIL:

All students in full and part-time graduate and undergraduate degree programs and all
continuing education students are required to activate and maintain their Ryerson online
identify at www.ryerson.ca/accounts in order to regularly access Ryerson’s E-mail (Rmail),
RAMSS, my.ryerson.ca portal and learning system, and other systems by which they will
receive official University communications.

COURSE REPEATS:
Senate GPA Policy prevents students from taking a course more than three times. For
complete GPA Policy see policy No. 46 www.ryerson.ca/senate/policies.

COURSE MANAGEMENT POLICY:

For more information of Ryerson’s academic policies, visit Senate website at
www.ryerson.ca/senate.

Course Management Policy No. 145

Student Code of Academic Conduct No. 60
Student Code of Non-Academic Conduct No. 61
Examination Policy No. 135
Policy on Grading, Promotion, and Academic Standing Policy No. 46
Undergraduate Academic Consideration and Appeals Policy No. 134
Accommodation of Student Religious Observance Obligations Policy No. 150

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PEER EVALUATION

For each of your team members OTHER than yourself, consider the total experience of working with
this individual on the team assignment:

Team:
Your Name:
Team Member’s Name Criteria for peer Evaluation (see next page)
A B C D E Average Factor
1
2
3
4
5
6

Average = Average of Factors from your peers divided by 5

Each team member’s mark for the Team Assignment will be calculated as Average of the
Average Factors obtained by that person from all the other team members times the Mark
awarded to the Team for the Team Assignment, provided the Average of the Average Factors
is 3.0 or above.

Optional:
Please provide any further details of comments that you may have on any individual(s) in the
team that may further explain the evaluation scores you gave him or her.

SUBMIT THIS SHEET ONLY

ALL INFORMATION PROVIDED WILL BE TREATED IN STRICT CONFIDENCE

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A. For each of your group members OTHER than yourself, evaluate him/her on the quantity of
work performed for the group according to the following scale:
1. Performed little or no work
2. Performed less than average amount of work
3. Performed an average amount of work
4. Performed more work than average
5. Performed more work than nearly everyone else
B. For each group member OTHER than yourself, evaluate him/her on his/her quality of work:
1. Work was incomplete, poorly written, and unintelligible
2. Work was useable but needed considerable re-doing
3. Work was of average quality
4. Work was quite good but needed some alteration in writing, research, etc.
5. Work was always of the highest quality and could be used as presented with little
alteration
C. For each of your group members OTHER than yourself, evaluate him/her on his/her attitude
toward the project as a whole:
1. Work was left for other members and/or inferior work was produced
2. He/she relied too much on other members
3. His/her attitude was satisfactory
4. His/her attitude was quite good
5. Project was a top priority to him/her, he/she made every effort to make sure that the
project was excellent
D. For each group member OTHER than yourself, please comment on his/her attendance’s at
group meetings:
1. This person showed little or no interest
2. This person missed a substantial number of group meetings
3. This person usually attended bus was late or left early for some other matters or
excuses
4. This person was always or almost always at meetings
5. This person frequently took the lead or showed much enthusiasm in most meetings
E. For each of your group members OTHER than yourself, consider the total experience of working
with this individual on the group project:
1. This is the last person I would want to work with again
2. This person did not contribute much to the team
3. This person was basically good to work with
4. This person was a good team member, I would happily work with him/her again
5. This person was excellent, I will grab him/her to be a team member anytime

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