Risks & Contingencies

Risk Item1 / Level2 / Owner / Status and/or Contingency Plans / Decision Date
Equipment Failure / 2 / All / Purchase new materials and have them expedited. If new materials are not readily available, communicate with the advisor and customer to decide on the course of action. / Till Completion
Changes in Customer Requirements / 3 / All / Any change will be a comprise between the team and the customer through customer interactions. Any unfeasible changes to the design will be rejected as a new requirement. / Till Completion
Time Constraints / 5 / All / Revaluate the schedule and action items. Seek advisement from the advisor and the customer. / Till Completion
Stress on Screws / 3 / Anthony / Increase screw size by redesigning the enclosure. Using temporary thread-locking adhesive. / 02/20/09
Machine Shop Time / 4 / Anthony / If the Machine Shop at RIT does not have a reasonable turnaround time, schedule the build with an external machine shop. / 03/13/09
Acquiring HHC / 5 / Anthony / Communication with the customerto obtain the PCB. / 1/16/09
Vibe and Thermal Test Failure / 3 / Anthony / Reevaluate enclosure design. Make notes of the areas of failure for future designs. Communication with the customer and the advisor. / TBD
Acquiring PCB Specs / 5 / Anthony / Work with the customer to clarify specifications. / 03/02/09
Acquiring Connector Specs / 5 / Anthony / Work with the customer to clarify specifications. / 03/02/09
Interface Board: Low Freq Noise
Not filtered out / 3 / Greg
Power consumption of IC’s / 3 / Greg / Switch to low power modes when not in use
Transient noise not accounted for / 4 / Greg / Write better demodulation algorithm, use more hardware demodulation techniques
Hardware modulation / 5 / Greg / Consultation with Professionals / 2/6/09
Design of Filters / 5 / Greg / Do more research on filter design, or seek help in filter design from experienced engineers
Wake/Sleep Programming / 4 / Greg, John, Sarmad / Research and trial and error. / 2/6/09
Code Composer Complications / 5 / Greg, John, Sarmd / Farther Research and training, faculty advising as last resort / 2/6/09
Code composer examples / 5 / John
Protocol Communication difficulty / 4 / John, Greg / Consultation with faculty and advisors / 1/30/09
Programming Difficulty / 3 / John, Greg, Sarmad / Consultation with faculty and advisors / 1/30/09
Analog to Digital Converter Programming Complications / 4 / John, Greg, Sarmad / Further Research and training, faculty advising as last resort / 2/6/09
Pulse Width Modulator Programming Complications / 4 / John, Greg, Sarmad / Further Research and training, faculty advising as last resort / 2/6/09
Interface Board Design / 5 / John, Sarmad, Greg / Further Research and training, faculty advising as last resort / 2/6/09
Bit/Error rate too high / 4 / Sarmad / Reduction in signal to noise ratio must be changed or an increase in the bandwidth
Transfer Rate too slow / 5 / Sarmad / Can decrease the time it takes to send a bit
Not enough bits to account for other details / 5 / Sarmad / Bits will be added to protocol and the appropriate transfer rates will be calculated
Scope encompasses too much / 4 / Scott / Customer and advisor interaction. / Till Completion
GUI Programming / 4 / Scott / Faculty Help/Research / 3/13/09
GUI Testing / 4 / Scott / Faculty Help/ Research / 3/13/09
Acquiring DSP / 5 / Scott / Buying one ourselves, msp430. / 1/16/09
Shipping Delays / 5 / Scott / Reorder with expedited shipping / 2/6/09
GUI to DSP Link / 5 / Scott / Researching and manipulating examples / 3/13/09

1Risks are often categorized on the basis of risk type or impact to the project, to help teams organize and insure completeness of the risk assessment. Risks impact projects in 3 primary ways: performance (features, functionality, quality), schedule, or cost. Types of risk include: technical, quality, or performance (eg. high-risk technologies or changes in standards, unrealistic features or performance goals); project management risks (eg. time and resource allocation, poor planning); organizational risks (eg. inconsistent team priorities); external risks (eg. regulatory, customer priority changes, weather). Some risks fall into multiple categories, so you may want to use a categorization scheme only as an aid to completing the assessment.

2Choose a meaningful scale (eg. High, Med, Low; or 1=Critical, 2=High, 3=Med, 4=Low).