MSD Project Risk Assessment- P15418

ID / Risk Item / Effect / Cause / Likelihood / Severity / Importance / Action to Minimize Risk / Owner / SME / Linked
Specification
ex / Describe the risk briefly / What is the effect on any or all of the project deliverable if the cause actually happens? / What are the possible cause(s) of this risk? / L*S / What action(s) will you take (and by when) to prevent, reduce the impact of, or transfer the risk of this occurring? / Who is responsible for following through on mitigation? / Subject matter expert to be engaged. / Engineering Specification
1 / Going over $200 / Too expensive for production / Components too expensive; extra tooling needed / 0 / 9 / 0 / Have a discussion on parts to purchase with group. Have a designated person in charge of purchasing to avoid double purchases. Create spreadsheet to log all purchases and maintain budget. Establish an allocation list of cost for each function. Include a contingency, test expectation with SME’s. Identify ISE principles to apply. / Tyler S / Bob, Kate, Gerry / ER1-Cost
2 / Not finishing before ImagineRIT or at all / Disappoint Customer; School loses customer loyalty; Grades suffer / Project scope too complicated; many parts of project fail / 1 / 9 / 9 / Stay on schedule of weekly meetings and have a list of tasks to complete by a set date. If said task isn't completed by the date agreed to by team, additional meeting time will be issued. Spread the work across all team members. Update plans frequently, understand/manage the causes of schedule slips. Separate “must have” deliverables from “like to have”. / Max / N/A / N/A
3 / New topics that team is not familiar with such as battery management and low voltage circuits. / Require outside resources; more time to research; lower efficiency / Gap in curriculum; new technology / 3 / 3 / 9 / Asking for help early in the process. If someone seeks help from a higher power, write down key takeaways from the meeting and show it to the team, discussing what you learned and if you are clear now or need more help. Build an SME list. / Nick / Slack, DeBartelo / ER2 – Power Generated
4 / Product is not safe to use / Someone gets injured / Oversight; disregard for safety standard; component failure / 1 / 9 / 9 / Thorough testing; look up safety standard to adhere to. Confirm test plans with stakeholders and SMEs. / Jason / Gerry / ER10 – Safety
5 / Failure modes not accounted for before production / Faulty equipment / Lack of testing; not following proper process / 3 / 3 / 9 / Thorough testing; understand specs on the components. Consider worst-case conditions and scenarios. Assign reviewer to important tasks. Ask SME’s for feedback on the analyses. / Tyler B / DeBartelo, Slack / ER9 – Unit Life
6 / Users have no interest in product (effort > benefit) / Unsuccessful implementation; would not use product / Not enough research into culture; lack of understanding of social norms; don’t have enough interest in cleaner water / 3 / 9 / 27 / Consult specialists; contact Bob, Sarah, Kate, etc for 1st hand opinion. Combine daily activity with energy harnessing, Reduce amount of energy required to power system to allow more use of product. Use own intuition on what is fun or convenient, and then add that element. / Anna / Bob, Sarah, Kate / ER7 – Effort Required
7 / Lifetime of product not to desired length / Replacement parts needed; extra maintenance required; extra costs / Component failure; lack of testing; not reading specs correctly / 3 / 3 / 9 / Choosing products based on specs. Use analysis to identify the weakest component and confirm design is adequate. / Tyler S / Gerry, DeBartelo / ER9 – Unit Life
8 / Performance demands on low cost materials will exceed their capability / Product fails; shorter lifetime / Trying to stay within budget / 0 / 9 / 0 / Appropriate failure life analysis and testing. Consider easy replacement of delicate components or add safeguards like shear pins. / Tyler B / Gerry / ER1 – Cost
9 / Lose team member on MSD Team / Other team members have to step up; more demanding on other team members / Emergency; drops out of class / 1 / 3 / 3 / Keep each other updated; make sure there isn’t only one person who understands each part. Create a list of responsibilities and name the back up member. Create a list of responsibilities and name the back up member. / Anna / N/A / N/A
10 / Customer changes mind midway through project / Last minute changes; delay project; redesign; unhappy customer / Change in direction; change in manufacturing environment / 9 / 0 / 0 / Change control process and keep weekly contact with customer. / Jason / Bob, Kate / N/A
12 / Treadle’s fail due to weight/design flaw (2 person treadle) / Injured user; product is broken / User(s) over weight limit; not enough F.o.S; wrong material used / 3 / 3 / 9 / Analyze system design and materials that can effectively support 2 people. / Tyler B / DeBartelo / ER10 – Safety
13 / Power system does not provide enough power for both pump and light / Pump and light do not operate to full potential or at all / Poor electrical design / 3 / 9 / 27 / Analyze power system design first, then implement into simulation and finally test on breadboard. / Nick / Slack / ER2 – Power generated
14 / System is not easy to assemble/use / Users are not able to assemble and use the product / Assembly/operating manual not easy to understand / 1 / 3 / 3 / Have random college student put together and operate the product and scale down the time and understanding needed. / Max / N/A / ER4, ER5, ER7
15 / Shaft will fail/fatigue / System fails, needs repair / Failure modes not accounted for/bad design / 0 / 9 / 0 / Consult SME’s on shaft design; have final design checked and approved / Max / DeBartelo / ER9, ER10
16 / Shaft will be too large for product / System can not be shipped / Poor shaft/system design / 0 / 9 / 0 / Design rest of system to accommodate shaft size; consult SME’s. / Max / DeBartelo / N/A
17 / Not being able to pedal for a long time/Pedaling faster than what is comfortable / User cannot produce desired amount of water / Gear ratio incorrect/could not afford custom gear / 9 / 3 / 27 / Design system specs so that pedaling is comfortable. Use random college student to test the ease of use. / Tyler B / ER7 – Effort required
18 / Not passing gate review for MSDI / Work will have to be done over intersession / Work not completed/satisfactory / 0 / 9 / 0 / Review each others work before review and ask Gerry for guidance if needed / Anna / N/A
19 / Frame is not sturdy / Frame fails during use; user is injured / Frame materials not strong enough for load; some stresses not accounted for in design / 0 / 9 / 0 / Complete stress analysis on frame / Max / DeBartelo / ER9, ER10
20 / Gear teeth break / Mechanical power generation system fails; pump system does not work / Too much stress on gear teeth / 1 / 9 / 9 / Complete stress analysis on gears; find optimal gear ratio / Tyler B / DeBartelo / ER9 – Unit Life
21 / Running out of angle iron and Max quitting / System does not get built; Max quits / Not ordering enough angle iron / 0 / 9 / 0 / Overestimate amount needed before ordering / Tyler S / N/A / N/A
22 / Not ordering enough flat metal plate / System does not get built / Underestimate amount of metal plate needed / 0 / 3 / 0 / Overestimate amount of flat metal plate needed / Tyler S / N/A / N/A
23 / Gear bolt hole tears out in plastic gear / Mechanical power generation system fails, pump system does not work / Too much stress on gear bolt hole / 0 / 9 / 0 / Analyze materials used; stress analysis / Tyler B / DeBartelo / ER9 – Unit Life
24 / Weight of frame takes 2 or more people / 2 or more people needed to move treadle / Frame made out of metal therefore its heavy / 3 / 3 / 9 / Keep design simple; use smallest amount of parts possible / Max / N/A / ER8

Rev. 1 – Started risk assessment chart

Rev. 2 – Added SME’s and associated specs, mitigated risk #’s: 8,15,16,18,19,21,22 and edited risk 17 -NR 2/25/2015

Rev. 3 – Mitigated risk #23, increases likelihood of risk #13 and

lowered likelihood of risk #20. –NR 3/19/15

Likelihood scale / Severity scale
1 - This cause is unlikely to happen / 1 - The impact on the project is very minor. We will still meet deliverables on time and within budget, but it will cause extra work
3 - This cause could conceivably happen / 3 - The impact on the project is noticeable. We will deliver reduced functionality, go over budget, or fail to meet some of our Engineering Specifications.
9 - This cause is very likely to happen / 9 - The impact on the project is severe. We will not be able to deliver, or what we deliver will not meet the customer's needs.
“Importance Score” (Likelihood x Severity) – use this to guide your preference for a risk management strategy
Prevent / Action will be taken to prevent the cause(s) from occurring in the first place.
Reduce / Action will be taken to reduce the likelihood of the cause and/or the severity of the effect on the project, should the cause occur
Transfer / Action will be taken to transfer the risk to something else. Insurance is an example of this. You purchase an insurance policy that contractually binds an insurance company to pay for your loss in the event of accident. This transfers the financial consequences of the accident to someone else. Your car is still a wreck, of course.
Accept / Low importance risks may not justify any action at all. If they happen, you simply accept the consequences.