Xemba Translations: IT Project Management Risk & Performance Metrics

This report presents a risk assessment and performance metrics analysis for Xemba Translations' IT project focused on accommodating telecommuters. The risk assessment identifies five key risks: project security, software licensing, cyber security, computer troubleshooting, and damaged equipment. For each risk, the likelihood of occurrence, degree of impact, initial actions, responsible team member, and prevention/mitigation strategies are outlined. Performance metrics including actual cost, schedule performance index (SPI), and resource utilization are discussed, highlighting their importance in determining productivity, gross profit margin, ROI, and customer/employee satisfaction. The report also addresses issues affecting project performance, such as risks impacting team members and new requirements, and suggests mitigation strategies like engaging more group members and invoking budget contingency. Despite potential budget overruns, the project is on track for timely delivery with effective risk management.

Running head: IT PROJECT MANAGEMENT
IT Project Management
Nick Curran
Western Governor’s University

1IT PROJECT MANAGEMENT
Task 3:
Xemba Translations
A. Risk Assessment
Risk 1 Risks with project security
Description This involves different working equipment like files, laptops and
phones. They are protected from physical damage and theft. Besides,
they are employee working from home and this is quite impossible.
Likelihood of
Occurrence
Medium
Degree of impact Undesirable
Initial Action Taken This introduces the various risks of security to various security
services. This includes availability, integrity and confidentiality. The
managing and analyzing of the potential security risks at previous
stages of executing projects also helps companies to minimize to
avoid those security risks. Checking for backups within case files as
the computer gets stolen (Nguyen, Nguyen & Nguyen, 2015).
Team Member
Responsible
Phoebe
Prevention and
mitigation strategies
Assuring the documents that are stored at home. This is present in
digital format. Moreover, it is also backed up.

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Risk 2 Risks with software licensing
Description As the laptop is used by employee for use of business consist of
unlicensed software, the business is able to suffer the economic losses
as fines.
Likelihood of
Occurrence
High possibility
Degree of impact Undesirable
Initial Action Taken At any point, one can be audited. The companies are required to be
aware of the audits. Here, the software is costly to be wasted. Here,
the second risk come from the unmanaged software licensing that has
been overspending (Lechler & Yang, 2017). As the risk is not
determined, the business must assure application that is installed for
employee computers get licensed.
Team Member
Responsible
Willis
Prevention and
mitigation strategies
Assuring that every computer is utilized by telecommuters having
constant updates of software. Here, the users are not permitted in
installing the un authorizes applications.
Risk 3 Risks with cyber security

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Description Here, different number of cyber-security risks has been putting effects
in various telecommuters. This includes phishing, DoS or Denial of
Service and Unsecured connection.
There are a number of cybersecurity risks that can affect
telecommuters such as unsecured connection, denial of service, and
phishing.
Likelihood of
Occurrence
Possible (High)
Degree of impact Intolerable
Initial Action Taken Firstly, there can be problem with Ransomware. This is kind of
malware that limits the access to computer system that is infected by
that. This has been rousingly sophisticated in the targets and methods.
As detected, the affected computer must be disconnected from VPN
and the network of to be tested for loss of data.
Team Member
Responsible
Melinda
Prevention and
mitigation strategies
Educating users on probable security threats. This is done through
working from home and deploying the secured connections.
Risk 4 Risks with computer troubleshooting
Description The software problems include malware, building up of various

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temporary files and too many start-up items. This includes automatic
issues of OS updating, adware, different malware and virus. Besides,
the issues with hardware includes hard drives that is fragmented or
begins to fail. Moreover, there can be not sufficient RAM or old CPU.
There can be network card drives, motherboard and graphics card
(Haverila & Fehr, 2016).
Maximum of the employees comprise of little know-how. This they
need the help of expert for troubleshooting the computer as they run
into issues. Here, this is difficult for the staffs present in various
locations.
Likelihood of
Occurrence
Low possibility
Degree of impact Tolerable
Initial Action Taken Trying to use remote troubleshooting
Team Member
Responsible
Hugh
Prevention and
mitigation strategies
Training users with primary techniques of troubleshooting.
Risk 5 Damaged equipment and risks
Description Few tools are used by users that are not under the cover of business

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insurance.
Likelihood of
Occurrence
Low possibility
Degree of impact Tolerable
Initial Action Taken Firstly, the simplest way to avoid the risk is to walk away from the
cliff. However, this is not the option on the project. Next, the risks can
be mitigated or transferred. As all the above scopes are checked, next
it must be accepted. There is nothing that can be done for decreasing
the effect.
As there is any harm, proper checking must be done. This must
determine whether the equipment of covered with business insurances.
Team Member
Responsible
Prevention and
mitigation strategies
Assuring the primary equipment of employees to be insured.
B. Performance Metrics
1.
i. Actual Cost: Here, the metric is utilized for indicating the expense to deploy the
projects as per resources and times. Here, the overhead costs are to be divided in the
operating budget. This must be done by various units generated. It is the common

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overhead cost on every unit. The normal overhead cost must be multiplied per unit.
This must be done various units in the run of the production. Then the normal cost of
overhead is determined.
ii. Index of Schedule performance index: Here, the SPI or Schedule Performance Index
is the measurement of schedule efficient. This is expressed as the ratio of the eared
value to the planned value (Diegmann, Basten & Pankratz, 2017). Besides, the
Schedule Performance Index provides the data about the schedule performance of the
current project. This is the efficiency of time used over the project. Here, the metric
finds the project progress as per the schedule. This is calculated through comparing
the status of the project under the specific time schedule.
This metric determines the progress of the project with respect to the schedule. It is
measured by comparing the project status with the schedule.
iii. Resource utilization: It is calculated through measuring the rate of usage. This is done
through taking the number of billion hours and divided by the particular number of
hours every week (Daniel & Daniel, 2018).
The metric discussed above are helpful to determine the productivity. This
indicates the overall capability of the company and how efficiently they have been
suing the resources. Then the gross profit margin can be found out effectively along
with ROI or Returned on Investment. It also helps to determine the customer
satisfaction, employee satisfaction scopes, actual cost and cost variance.
Moreover, the metrics are beneficial in many way. First if all, there is
communication where others can understand that is measured and included and
excluded. The people here can understand how the data is collected and how can
those be interpreted properly. Next, they are useful to understand repeatability. This

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indicates one is able to perform the measurement get any result. Lastly, it is useful for
traceability. This is the origin of the data determined as per the tools used,
environment, status, activity and sequences and many more. It is helpful to analyze
how the overall performance of the project management can be enhanced.
2. Here, the project is seen to be proper track as per the actual costs and setting schedule.
Moreover, the team members are found to be using the needed time in implementing the
project.
3. Here, the main issues affecting the project performance are risks. These are impossible to
maintain primary team members and introduce latest requirements. These risks indicates that
these requirements are needed to be moved for dealing with risks and likely affect the
schedule within project budget. The issues are mitigated through assuring the team members
who are paid effectively. Here, more members are introduced for assuring that risk are
mitigated quickly. This must be done without outing impact of the schedule of project
management. Besides, this also indicate invoking the budget contingency.
C. Discussing the overall summary:
Though different risks are identified with other eventual ones, the development of the project
comes to the proper track. Though the project has been likely to overrun the initial budget, this is
delivered on the time provided for addressing issues. These are to be addressed and then mitigated.
Hence, it must be recommended that the sponsors should be accepting to engage more group
members. This is for assuring the emerging necessities that are managed effectively.

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References:
Daniel, P. A., & Daniel, C. (2018). Complexity, uncertainty and mental models: From a paradigm of
regulation to a paradigm of emergence in project management. International Journal of
Project Management, 36(1), 184-197.
Diegmann, P., Basten, D., & Pankratz, O. (2017). Influence of Communication on Client
Satisfaction in Information System Projects: A Quantitative Field Study. Project
Management Journal, 48(1), 81-99.
Haverila, M. J., & Fehr, K. (2016). The impact of product superiority on customer satisfaction in
project management. International Journal of Project Management, 34(4), 570-583.
Lechler, T. G., & Yang, S. (2017). Exploring the Role of Project Management in the Development
of the Academic Agile Software Discourse: A Bibliometric Analysis. Project Management
Journal, 48(1), 3-18.
Nguyen, T. D., Nguyen, D. T., & Nguyen, T. M. (2015, November). Information systems success:
the project management information system for ERP projects. In International Conference
on Context-Aware Systems and Applications (pp. 198-211). Springer, Cham.