HMIS Project Management Topics and Tools - OneCPD

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HMIS Project Management Topics and Tools10. Risk Management PlanSource: Created for this document.Description: This risk management plan specifies risks in all areas of HMIS. Communities willdiffer in their assessment of probability and impact of risks and what should be done about them.Risks that have a combination of at least one “high” and one “medium” are highlighted forimmediate preventive action.RiskDescription/RemarksProbability Impact Preventive/Mitigation MeasuresActions If OccursFUNDINGFunding Cuts(20%)Loss ofsupplementary grantLoss or severe cuts ofa primary grantsHigh Med Foster additionalfunding, create rainyday fundLow High Maintain strongrelationships withfunders, meetdeliverablesLimit scope, extendtimelinesImplement agency feestructure model; staffcut backSTAFFINGKey StaffLoss or LongAbsencePM or DatabaseAdmin. (New Job,Maternity, Military)High Med Cross-train staff in eachother’s jobs; documentall activities; maintainjob descriptionsImmediate job posting;knowledge transfer;redistribute work (limitscope, extend timelines)VENDORSHMIS VendorOut ofBusinessThird PartyVendor Outof BusinessLong-termcompoundedproblems withHMIS VendorLack of business, orboom/bust patternE.g., Encryption,Hosting, Reporting,Off-site BackupStorageContinuing problemswith e.g., speed,reporting, and accessover a year plusLow High Keep software code inescrow; maintainalternate access todatabaseMed Low Maintain lists ofalternate vendors; avoidtying communitypolicies to specificvendor services;establish temporaryworkaroundsLow High Document issues andspeed and success ofresponses; maintainclear public distinctionbetween HMIS projectand software; establishvendor obligations andprocedures for changingvendors in originalcontract (e.g., access todata; conversionassistance; contracttermination rights)Communicate withcommunity and othervendor clients, prioritizenew software selectionImplement temporaryworkarounds; seekalternative vendor (orset timeline for primaryvendor to find solution)Issue specific deadlineto vendors; exploreoptions prior to deadlineto be ready for failure.Outline completetimetable of softwareselection, training androllout process; expectroadblocks. Gather inputfrom Advisory/Governing committeeon decision of whetherto seek new software.Risk Management Plan 78
HMIS Project Management Topics and ToolsRiskDescription/RemarksProbability Impact Preventive/Mitigation MeasuresActions If OccursSOFTWARESoftware Consistently slow, orPage Load slowing as moreConsistently users records addedLonger ThanOne MinuteSoftwareFunctionalityImpacts GoalsPromisedfunctionality notdelivered: communitydisillusioned, goalnot achievedINFORMATION SECURITYHardware Server crash; naturalFailure/ disasters (hurricane,Disasters blackout, fire, etc.)ExternalSecurityBreachUnauthorized userhacks into systemHigh Med Test under “load”conditions; add newusers incrementally;monitor speedregularly; upgradehardware periodicallyMed Med Manage communityexpectations; tiesoftware contract tofunctionality; prioritizemission-critical issuesHigh High Invest in backup, offsitestorage, and serverreplication servicesLow Med Audit security protocolsregularly; establishrelationship withsecurity expert to be oncallemergencyInform vendorimmediately; determineif problem local orsystem-wide; ifapplicable, curtail useand timing of highresourcefunctions,inform users of besttimes to use.Determine withcommunity highestpriorityissues, negotiatewith vendor strictdeadlines for fixes tiedto payments; publishtimelines. Traincommunity on “tricks”and workarounds.Implement backup plan,inform community asnecessaryShut down all accesspoints to database;determine how thebreach occurred, and fiximmediatelyBreach byAuthorizedUserClient level data usedor given outinappropriatelyLow Med Audit privacyprocedures regularly;emphasize privacyissues in user training;establish clear jobrelatedconsequencesfor breach culminatingwith termination.Determine responsibleparty; remove systemaccess to party andbegin job action.COMMUNITY/POLITICALCoC CoC Execs no longerExecutive actively supports PM,Level projectChanges toNonsupporterMed Med Keep executives awareof project status,benefits, and nationalmandates; publicizesuccesses broadly; meetwith any newexecutives soon afterstart date.Mobilize support fromproject allies, includingExecutive Directors, andHUD regional andnational officials.Emphasize localbenefits, federalfunding, momentum todateRisk Management Plan 79
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HMIS Project Management Topics and Tools - OneCPD

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