O365 – Email & Calendar Implementation Project Management Plan

Project Manager: Mark Treiber Last Updated: May 9, 2014

O365 – Email & Calendar Implementation Project Management Plan

O365 Email & Calendar Project Project Manager: Mark J. Treiber

Last Updated: May 9, 2014

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1 CONTENTS

2 Approval & Revision History ................................................................................................................. 3

3 Introduction & Purpose ........................................................................................................................ 4

4 Executive Summary ............................................................................................................................... 5

5 Project Scope & Requirements ............................................................................................................. 7

6 Team Structure – Integration ................................................................................................................ 9

7 Project Approach ................................................................................................................................ 12

8 Project Timeline .................................................................................................................................. 13

9 Issue Management .............................................................................................................................. 15

10 Scope Management ........................................................................................................................ 17

11 Cost Management ........................................................................................................................... 20

12 Communication Management ........................................................................................................ 22

13 Quality Management ...................................................................................................................... 25

14 Risk Management ........................................................................................................................... 26



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2 APPROVAL & REVISION HISTORY

EXECUTIVE COMMITTEE INITIAL / SIGNATURE DATE

John Krogman JK 5/9/2014

Bruce Maas BM 5/9/2014

Rick Konopacki RK 5/9/2014

REVISION COMMENTS DATE

Draft To be review by Executive Committee 3/26/2014

Draft – version 2 Updated Team Structure from Risk Assessment Review

4/7/2014

Version 1.0 Updated Risk, Communications, Project Timeline

4/23/2014

Operating Version Updated Cost, Quality, Team Structure 5/5/2014

Operation Version – for approval

Minor edits & revisions 5/7/2014



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3 INTRODUCTION & PURPOSE

This project management plan formally recognizes the existence of the O365 Email & Calendar Project

Implementation at University of Wisconsin. The goal is to document what the project is, what the

project will deliver, and how the project will be managed. This document will reference where all

relevant project artifacts are located along the process to approve deliverables in relation to scope, cost,

schedule, quality, communication, risk, and issues.



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4 EXECUTIVE SUMMARY

4.1 BUSINESS CASE SUMMARY (FROM AE INITIATIVE BUSINESS CASE 6/6/2012) The objective of this project is to build out the email and calendaring consolidation proposed as

an opportunity within Phase I of Administrative Excellence. This will include incorporating salient

portions of the work completed within the campus project launched in May of 2010.

Team members will identify a single email and calendaring platform for the UW-Madison

community (including faculty, staff, and students) that meets the broad needs of the University.

The team will identify the system, quantify the investment required and efficiencies anticipated,

and determine service levels and policies that would govern the administration and use of the

new system.

4.2 BUSINESS CASE NEED (FROM AE INITIATIVE BUSINESS CASE 6/6/2012) Email is one of the most widely used communication services on campus. In March, the AE email

& calendaring team conducted a campus-wide use case survey, which indicated that a majority of

employees spend two hours or more per day on work-related email. Electronic calendars are also

widely used, with two-thirds of employees using a UW-hosted calendar and the remaining third

using either external calendars such as Google or Yahoo, or paper calendars.

WiscMail and WiscCal, the current email and calendar systems implemented and supported by

the Division of Information Technology (DoIT), have not been adopted campus-wide, with many

schools and colleges choosing instead to implement and support their own local email and

calendaring services. While the team identified 20 systems across campus as a result of this

project, the total number is estimated to be between 35 and 50 systems. These disparate systems

result in increased costs due to duplication of hardware, software licensing, infrastructure, and

end user support. The total operating costs of redundant systems across campus are estimated to

be approximately $1.6 million.

The annual financial impact on productivity from scheduling meetings across disparate systems is

an estimated $6.1 million in hours of lost labor.

A unified system for email and calendaring will reduce infrastructure costs on the IT side and will

enable the recovery of a significant amount lost productivity on the end user side. This would

create a significant opportunity for schools, colleges, and DoIT to redirect labor to other activities

which are more beneficial to the teaching, learning, and research missions of the University. Over

a five year period, the cumulative potential cost savings are estimated to be $11 million in

operating costs plus workforce efficiency gains of approximately $30.5 million.



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These savings will be achievable only if all of campus adopts the recommended solution. There

currently is no formal policy for the use of email and calendaring systems.

4.3 REFERENCE DOCUMENTATION • Business Case –

https://sharepoint.aims.wisc.edu:8181/sites/AEemail/Phase%20II%20Team%20Work%20Products/Forms/AllItems.as

px

https://sharepoint.aims.wisc.edu:8181/sites/AEemail/Phase%20II%20Team%20Work%20Products/Forms/AllItems.aspx

https://sharepoint.aims.wisc.edu:8181/sites/AEemail/Phase%20II%20Team%20Work%20Products/Forms/AllItems.aspx



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5 PROJECT SCOPE & REQUIREMENTS

5.1 OBJECTIVE (FROM PROJECT CHARTER APPROVED ON 8/24/2012) Team objectives are to plan and execute the implementation of a campus-wide UW-Madison email and

calendaring solution (Microsoft Office 365), as recommended by the Phase II Administrative Excellence

(AE) work team, vetted by the Advisory Committee and approved by the Steering Committee.

5.2 GOALS (FROM PROJECT CHARTER APPROVED ON 8/24/2012) The primary goal of the team is to successfully convert UW-Madison campus users from their current

email and calendaring platform to the MS Office 365 email and calendaring product, including technical

implementation, transition of data, user training, development and communication of support

resources, and hand off to the DoIT support organization:

Rollout Group #1 – early adopters (Date: TBD)

80% majority of campus users (Date: TBD)

100% of users identified for conversion (Date: TBD)

5.3 SCOPE (FROM PROJECT CHARTER APPROVED ON 8/24/2012) In Scope:

• Implementation of Microsoft Office 365 Exchange Online

Out of scope:

• Implementation of software in the MS Office 365 suite unrelated to email & calendaring is

considered out of scope, though significant work may be performed concurrently.

Microsoft Office 365 SharePoint Online

Microsoft Office 365 Lync Online for Enterprises

Microsoft Office 365 Office Professional Plus

• Though the development of a campus-wide active directory is critical to the success of the

Email and Calendaring Implementation Team, a separate companion project team is

charged with creating the directory.

Related projects & initiatives:

• Directory Services/Authentication (Campus-wide Active Directory)

• AE Enterprise IT Decision-Making: Future State

• AE Policy Work Group



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5.4 REFERENCE DOCUMENTATION: • Project Charter -

https://sharepoint.aims.wisc.edu:8181/sites/AEemail/Shared%20Documents/Forms/AllItems.aspx




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6 TEAM STRUCTURE – INTEGRATION

6.1 TEAM STRUCTURE ROLES:

`

COO John Krogman

Project ManagementMark Treiber

CommunicationDoIT: Brian RustUW-Comm: Greg BumpService Delivery: Matt Goins Technical Team: Jenny Rado

Office 365 Email & Calendaring Project Team – Functional Structure

Team Leader: Patrick BrennanTechnical Architect: Jesse Thompson

Technical Team

Provisioning & Acct Management: Jesse ThompsonTransition Interoperability: Collin CuddDocumentation and Support: Mark JenkinsMail Flow/ASAV: Steve KohlbeckTechnical Communications: Jenny RadoWM/WC Data Migration: David KarnowskiTraining Development/Delivery: Ara Mesdjian

5/1/2014

Service Delivery Lead: Scott Gletty-SyoenService Delivery Planning Teams: Organizational Readiness: Matt Goins Technology Lead : Shawn Cannon Training Coordinator: Nicole Olthafer Tool and Process Development: Ben Rissman Migration Coordination: Dan Michalski, Justin Marita Help Desk Coordination: Marc Tunes Organizational Support Coordination: RaDs On-Site Services Coordination: Christina Gomez Business Analyst: Bulut Nesim

Team Management & Business Process Owners Chris Holsman Tamara Walker Brandon Bernier

Executive Advisory Group:

Email & Calendaring

CIO: Bruce MaasDoIT: John KrogmanSMPH: Rick Konopacki

Liaison: Tamara Walker

Architectural Advisory Team Jesse Thompson Joe Streeter Ryan Larscheidt Jon Miner

Steve DeVoti

Madison Technology Advisory Group (MTAG)

Bobby Burrow

Leadership Representative (Dean/Director) Migration Partner Administrative Contact Transition Sponsor Transition Advocate Organization Managers/Supervisors Calendar Power Users End Users / Employees

Steering Committee

Organizational Groups

Service Delivery Team

Training Advisory Committtee

Campus Advisory Kelly Bauman/Lisa Diaz – AIMS

Tim Czerwonka – Comp Sci Don McDermott – Med School Jeff Ballard – Engineering

6.1.1 Steering Committee / COO (Project Sponsors)

Provided final decision to approve the implementation of the MS Office 365 email & calendaring

solution; maintains all final decision-making authority; will continue to support implementation

through participation in change management / communication activities as appropriate.

6.1.2 Project Manager

• Ensure project meets the deliverables as noted in the project charter



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6.1.3 Executive Advisory Group

Oversee the progress of the Implementation Team; manage, administer, and fund the work of

the team; ultimately responsible for the overall success of the project

6.1.4 Communication Team

Develop and distribute the media as approved by the implementation team

6.1.5 Organizational Groups

Leadership Representative – The dean or director of an organization.

Migration Partner – Technical point of contact. In cooperation with the Transition Advocate,

completes and monitors the technical requirements of the transition through the Organizational

Readiness Website.

Administrative Contact – Administrative point of contact. Communicates with the Office 365

Team and their organization’s leadership.

Transition Sponsor – Leadership representative who participates actively and visibly.

Communicates directly with managers and employees to build a coalition of transition

sponsorship within their organization. Also communicates leadership decisions to their

organization.

Transition Advocate – Keeps organization leadership up to date on transition issues, support

options, and the activities of their organization’s implementation staff. In cooperation with the

Migration Partner, the Transition Advocate monitors, edits, and maintains their organization’s

transition plan on the Organizational Readiness Website. Keeps Transition Sponsor updated for

progress reporting.

Organization Managers / Supervisors – Communicates and engages staff in the transition process.

Calendar Power Users – Members of an organization with advanced technical and practical

knowledge of the calendaring system. May also have special access privileges.

End Users / Employees – Complete all end-user tasks to prepare for the transition.

6.1.6 Training Advisory Committee

Assist Service Delivery & Technical Team on decisions that will support the Organizational

Groups in technology adoption and training

6.1.7 Campus Advisory

Assist Service Delivery & Technical Team on decisions that will support the Organizational

Groups adopt the new system

6.1.8 Office 365 Technical Team - Team Lead: Pat Brennan

• Install and configure infrastructure and applications necessary to support the delivery and

management of Office 365 services

• Create and execute end-to-end system testing plan, including support scenario plans



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6.1.9 Office 365 Service Delivery - Team Lead: Scott Getty-Syoen

• Collaborative team of project and local staff to work within the business unit.

• Tactical team to execute migrations to Office 365; including pre-work and data migration

execution

6.1.10 Architecture Advisory Team

• Advisory team that reviews architecture and design considerations for the email and calendaring

solution, including the implementation process and tools.

• Integrates with

• Liaison between Project Team and Madison Technical Advisory Group (MTAG)

6.1.11 Madison Technical Advisory Group (MTAG)

Advisory group that receives periodic progress updates from the team, and provides feedback

6.1.12 Business Process Owners

Support the team through the allocation of resources, removal of roadblocks, participation in

change management and communication activities, and ensuring the project benefits are

sustained through policy and process leadership



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7 PROJECT APPROACH

7.1 MAJOR DELIVERABLES (FROM PROJECT CHARTER APPROVED 8/24/2012)

7.1.1 Pre-Work

Project Structure – update with Project Management Plan (revised 3/31/2014)

Project Leadership – See Team Structure (revised 3/302014)

Team Membership – See Team Structure (revised 3/30/2014)

Project Charter – 8/24/2012

Project Management Infrastructure – updated with Project Management Plan (revised

5/2/2014)

7.1.2 Contracting

Professional Services – revised 3/10/2014

Licensing Agreements - TBD

7.1.3 Analysis/Project Planning

O365 Solutions Architectural Workshop (SAW)

Migration Due Diligence Sessions (MDD)

7.1.4 Design & Technical Planning

Final Design – to be review with Microsoft Engagement

7.1.5 MS Office O365 Installation & Configuration

Pilot Users – users tested and operating in O365 environment

7.1.6 Campus Conversions

Rollout Group #1 – Early Adopters

80% Majority of Campus Users

100% of Users Identified for Conversion

7.1.7 Project Close



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8 PROJECT TIMELINE

8.1 KEY MILESTONES BY ORGANIZATIONAL GROUPS All Organizational Groups will be scheduled with a Go-Live (ETA) date which will determine the

actual Kickoff Date and proceed to determine the Key Milestone dates to completion the

migration for that Organizational Group.

Go-Live (ETA)

#/weeks Migr Coor date Kickoff date Tr Prep date

############# ############# #############

############# ############# #############

############# ############# #############

############# ############# #############

8.1.1 Pre-Transition – Census Completion

Census Follow-up

Transition Kickoff

Transition Preparedness Meeting

8.1.2 Transition Implementation

All Staff Kickoff Meeting

Check-In #1

Check-In #2

Check-In #3

Training Period

Go Live Confirmation Meeting

8.1.3 Office 365 Go-Live

Go-Live Day

Post Transition Review



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8.2 MASTER PROJECT PLAN

8.2.1 Implementation Schedule Tracking

Office 365 Organization Schedule Planning

o Data from Census and other data will be collected to create a Master Schedule that

contains all Organizational Groups

o Schedule will be posted on the O365 Transition Site: http://www.365transition.wisc.edu

8.2.2 Variance Tracking & Reporting

Baseline Report

o After a preliminary Implementation Schedule is proposed, the following metrics will

be calculated and base lined:

10% users migrated - Completion Date

20% users migrated - Completion Date

30% users migrated- Completion Date






http://www.365transition.wisc.edu/

http://www.365transition.wisc.edu/



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9 ISSUE MANAGEMENT

9.1 ISSUE MANAGEMENT

9.1.1 Issue Management Responsibilities

The importance of identifying, monitoring and communicating issues is critical in the overall

efforts of project management. A clear process by which issues are managed and escalated,

supported by an effective scope management plan, are critical. All project team members and

others affiliated with the project are responsible for identifying issues as early as possible and for

notifying the project manager.

9.1.2 Issues Tracking

All issues will be documented by the teams. They will be entered into issue tracking systems and

assigned to owners to manage and report progress by the Service Delivery & Technical Team

Leads.

9.1.3 Master Issue Log

Project Management will maintain a Master Issue Log for tracking issues that will impact

Schedule, Cost, or Quality. These will be reviewed with Leadership & Executive Advisory.

9.1.4 Issue Escalation

The Service Delivery & Technical Team Leads will be responsible for escalating issues.

Criteria for Escalation:

ISSUE TYPE CRITERIA Schedule Delay of more than 1 week

Cost Increase of > 10% of planned

Quality Quality Metric outside of control limits

Risk All Risks with High Impact

Communication TBD by Communication Plan

Resource / Team Member / Stakeholder

Any potential issue or risk that could result in schedule, cost, or quality variance

Issue Log

Issue # Status Description Assigned To Priority Open Date Target Date Closed Date Notes



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9.2 ISSUE MANAGEMENT FLOW

O365 Email & Calendar Implementation Project Issue Management

O365 Email & Calendar ProjectProject Manager: Mark J. Treiber

Last Updated:3/26/2014


Technical Team

JIRAService

Delivery Issue Log

Tech Team Issue Log

Issue Escalation?

Project Management

Executive Advisory Group

ArchitectureAdvisory

Master Issue Log

Master Risk Log

Review with Leadership

Communication Plan

9.3 REFERENCE DOCUMENTATION: Master Issue/Decision Log: Maintained in the O365 Project Management Repository



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10 SCOPE MANAGEMENT

10.1 SCOPE MANAGEMENT PROCESS Scope Management includes the processes required to ensure that the work plan includes all the work

agreed upon, and only the work agreed upon for a successful project completion. It is primarily

concerned with defining and controlling what is or is not included in the project.

This section describes how project scope will be managed and how scope changes will be integrated into

the project. It also includes a clear description of how scope changes will be identified, classified and

tracked.

Scope changes originate in one of three ways. An issue (See section 9 - Issue Management) becomes a

scope issue, someone requests a change, or a decision is needed to allow progression on the project. All

scope change requests will follow the following process:

1. Change Request or Decision Needed is requested by team member

2. Project Manager reviews the Change Request or Decision Needed and logs the request

3. Project Manager reviews with Leadership to validate

4. Project Manager puts request into Decision Document or Change Document

a. Including the impacts to Time, Cost, and Quality

5. Project Manager reviews request with Executive Advisory Group

6. Executive Advisory Group (acting as the Change will review Decision or Change and make

one of three decisions:

a. Approved – Change/Decision can move forward

b. Reject – Change/Decision is not justified based on its impact

c. Deferred – Change/Decision will need to be approved by Steering Committee

7. Approved Change/Decision Updates

a. Updates Project Timeline

b. Updates to Cost Management

c. Updates to Quality Management



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10.2 PROCESS FLOW

O365 Email & Calendar Implementation Project Change Management/Decision Process




Technical Team

Scope Change orDecision?

Project Management


ArchitectureAdvisory

Decision/Change Log

Review with Leadership

Decision Document/

Change RequestApprove/Reject

Steering Committee(if necessary)



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10.3 DECISION / CHANGE LOG Project Management will maintain a Master Decision/Change Log for tracking all items will impact

Schedule, Cost, or Quality. These will be reviewed with Leadership & Executive Advisory.

10.4 REFERENCE DOCUMENTATION: Master Issue/Decision Log: Maintained in the O365 Project Management Repository

Decision / Change Log

Item # Status Description Assigned To Priority Open Date Target Date Closed Date Notes / Reference



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11 COST MANAGEMENT

11.1 COST MANAGEMENT PLAN

11.1.1 Anticipated Solution Cost (From Business Case)

TYPE UPFRONT/ONE-TIME

REOCCURRING NOTES

Labor $543,750 $1,241,250 Assumes administrators in distributed units will continue to spend 15% of their time managing email & calendaring

Infrastructure - $122,000 Includes routing, admin. Console

Licensing - $303,020 Per mailbox fees are based on defined plans and may fluctuate based on user needs

Communication - $9,000 -

Training $120,000 - -

TOTAL COSTS $636,750 $1,675,270 -

11.1.2 Proposed Tracking of Costs

11.1.2.1 Cost Management – Main

Project Management will maintain a Master Cost Management Plan for maintaining the Projected

vs. Actual Costs & Benefits for the project. These will be reviewed with Leadership & Executive

Advisory on a monthly basis.

Cost Management Plan - Main Projected Year 1 Year 2 Year 3 Year 4 Year 5 Total

Up-Front Costs 663,750 - - - - 663,750

Recurring Costs 1,675,270 1,675,270 1,675,270 1,675,270 1,675,270 8,376,350

One-Time Savings - - - - - -

Recurring Savings - - - - - -

Net Savings/(Costs) - - - - - -

Actual FY2014 FY2015 FY2016 FY2017 FY2018 Total

Up-Front Costs - - - - - -

Recurring Costs - - - - - -

One-Time Savings - - - - - -

Recurring Savings - - - - - -

Net Savings/(Costs) - - - - - -



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11.1.2.2 Cost Management – Costs

11.1.2.3 Cost Management – Benefits

11.2 REFERENCE DOCUMENTATION: • Master Cost Management Plan: Maintained in the O365 Project Management Repository

Cost Management Plan - CostsProjected Up-Front / One-Time Recurring (annually)

Labor 543,750 1,241,250

Infrastructure - 122,000

Licensing - 303,020

Communication - 9,000

Training 120,000

Total Costs 663,750 1,675,270

Actual Up-Front / One-Time FY2014 FY2015 FY2016 FY2017 FY2018 Total

Labor - - - - - - -

Infrastructure - - - - - - -

Licensing - - - - - - -

Communication - - - - - - -

Training - - - - - - -

Total Costs - - - - - - -

Cost Management Plan - BenefitsProjected Recurring (annually)

Operating Costs -

Calendar Efficiency -

Total Benefits -

Actual FY2014 FY2015 FY2016 FY2017 FY2018 Total

Total Converted Users - - - - -

Operating Costs - - - - - -

Calendar Efficiency - - - - - -

Total Benefits - - - - - -



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12 COMMUNICATION MANAGEMENT

12.1 INTERNAL COMMUNICATIONS

12.1.1 Meetings

TYPE PURPOSE ATTENDEES TIME OUTPUT Service Delivery Keep entire team updated

on progress Core Service Delivery Team

Wednesday 3:00pm Agenda Weekly Reports

Service Delivery Leadership Review direction, risks, & issues

Team Leader & Management

Monday 11:30am Updates to Risks/Issues

Technical Team Keep entire team updated on progress

Core Technical Team

Tuesday 9:00am Agenda Weekly Reports

Technical Team Leadership Review direction, risks& issues

Team Leader & Management

Monday 3:30pm Updates to Risks/Issues

Service/Technical Integration Determine proper crossovers

Team Leaders & Management

Wednesday 11:00am Updates to Risks/Issues

Communication Review & approve communication

Communication Team

Thursday 9:00am Communication Plan

Executive Committee High Level Update Review Risks

Executive Committee

Thursday 1:00pm

Agenda Executive Level Status

Quality Meetings Develop Quality Control Metrics

Quality Team As Needed

Updates to Quality Plan

Architecture Meetings Review & Approve Architecture

Architect Team As Needed

Decision Information

Steering Committee Major Project Decisions Project Leadership As Needed Decision Information

12.1.2 Meeting Documentation

All documentation will be maintained on one of the preferred technologies. All team members need to

keep documentation in one of the following repositories.

TYPE MAIN REPOSITORY Collaboration Google Docs

Box Folders

Shared Team Documentation Box Folders SharePoint Site

Overall Project Team Documentation SharePoint Site

• Main SharePoint Site - https://sharepoint.aims.wisc.edu:8181/sites/AEemail/SitePages/Home.aspx

https://sharepoint.aims.wisc.edu:8181/sites/AEemail/SitePages/Home.aspx



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• Service Delivery Index - https://docs.google.com/a/wisc.edu/spreadsheet/ccc?key=0Ak8h_p9WqlxOdEt1cTBnVXVtQUd4eUphVm5iMTZ0bmc

&usp=sharing#gid=0

12.1.3 Meeting Ground Rules

Team Ground Rules -https://sharepoint.aims.wisc.edu:8181/sites/AEemail/Shared%20Documents/Forms/AllItems.aspx

12.2 EXTERNAL COMMUNICATIONS

12.2.1 Communication Toolkit

The Service Delivery team will work with Migration Partners from each Organizational Group to

assist in providing consistent communication to the end-users (via email templates, etc) - links

to the communication will be found - https://data.office365.wisc.edu

https://docs.google.com/a/wisc.edu/spreadsheet/ccc?key=0Ak8h_p9WqlxOdEt1cTBnVXVtQUd4eUphVm5iMTZ0bmc&usp=sharing#gid=0

https://docs.google.com/a/wisc.edu/spreadsheet/ccc?key=0Ak8h_p9WqlxOdEt1cTBnVXVtQUd4eUphVm5iMTZ0bmc&usp=sharing#gid=0


https://data.office365.wisc.edu/



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12.2.2 Email and Calendar Transition

The main site for the transition - https://www.365transition.wisc.edu/ will be used to keep campus

informed on implementation.

o “Students, Faculty & Staff – information for end-users on migration

o “Migration” Section – information for Migration Partners

o “Project Information” Section – information about news, project management, and

archived communications

https://www.365transition.wisc.edu/



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13 QUALITY MANAGEMENT

13.1 QUALITY MANAGEMENT PLAN

13.1.1 Quality Control

13.1.1.1 Quality Control Team

Mark Treiber

John Krogman

Kevin Cherek

Tamara Walker

Pat Brennan

Brandon Bernier

13.1.1.2 Quality Control Tracking

Project Management will maintain a Master Quality Control for tracking all quality metrics for the

project. These will be proposed by the Quality Control Team and managed and tracked

throughout the implementation.

13.2 REFERENCE DOCUMENTATION: • Master Quality Control Plan: Maintained in the O365 Project Management Repository

Quality Control

Critical To Quality Time Period Group Sig Char #

Significant Characteristic

Description

Measurement

Method

Control

Limits

Stability

(Y or N)

Control

Plan

A-1 Y

A A-2 Y

A-3 Y

B-1 Y

B B-2 Y

B-3 Y

Quality Characteristic Measurement Process



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14 RISK MANAGEMENT

14.1 RISK MANAGEMENT PROCESS

O365 Email & Calendar Implementation Project Risk Management Process



Project Management


Master Issue Log

Master Risk Log

Service Delivery/Tech Team Leadership

Review

Mitigation Plans

Master Project Plan



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14.1.1 Master Risk Register

Project Management will maintain a Master Risk Register for tracking all risks for the project

issues that will impact Schedule, Cost, or Quality. These will be reviewed with Leadership &

Executive Advisory.

14.1.1.1 Risk Register - All risks that could have impact on the project

14.1.1.2 Preventative Actions – Response to a documented risk to prevent or reduce the risk from

happening

14.1.1.3 Contingency Actions – Planned response to a documented risk after the risk has occurred

14.2 REFERENCE DOCUMENTATION: • Master Risk Register: Maintained in the O365 Project Management Repository

Risk Register

Risk # Status Category Date Raised Raised By Description of Risk Description of Impact Likelihood Impact Priority

Summary Description Rating

Preventative Actions

Risk # Description of Risk PA# Status Preventative Actions Action Owner Action Date

Summary Preventative Actions

Contingency Actions

Risk # Description of Risk CA# Status Contingency Actions Action Owner Action Date

Summary Contingency Actions