6.1: Scenario Brief
- Page ID
- 52118
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Email
From: Director of IT
Subject: Task 4 – Risk Planning and Change Management
Team,
Thank you for producing a detailed budget and scalable implementation plan for C-Bay’s national franchise rollout. Your documentation has positioned us to move forward with clarity—but we now need to pressure-test this plan before we commit to execution.
Your next assignment is to conduct a risk and control assessment. Your team will serve as the project’s Risk and Resilience Unit. You’ll identify key vulnerabilities in the franchise initiative and define mitigation strategies to ensure our timeline, budget, scope, quality, and team performance remain protected and adaptable.
🎯 New Requirement: Implementing Project Controls
In addition to identifying risks, your team must recommend and document project control mechanisms for each of the five foundational pillars of project success:
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Scope: How do we monitor and control changes to scope creep or scope loss?
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Schedule: What tools or checkpoints will ensure deadlines remain visible and realistic?
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Budget: How will cost deviations be tracked and addressed in real time?
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Quality: What standards and review processes will safeguard the integrity of deliverables?
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Team: How will we track team health, workload balance, and collaboration challenges?
Each control you recommend should include a clear monitoring plan that explains how its effectiveness will be evaluated during project execution.
📦 Your Deliverables Must Include:
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A detailed Risk Register (10–15 defined risks, categorized)
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Risk metrics for likelihood, impact, and ownership
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A heat map or matrix to visualize relative risk severity
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A Control Plan addressing mitigation and monitoring strategies for all five pillars
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A brief narrative explaining your overall risk and control philosophy
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Optional: escalation protocols, team risk playbooks, or proactive warning systems
You are not expected to eliminate all risk.
Your role is to anticipate, plan, and monitor—to show that this plan can bend without breaking.
Your submission will be used to guide the executive go/no-go decision.
Treat this milestone like a boardroom defense.
—
Vision Steering Committee
C-Bay Inc.