ASSESSMENT BRIEF
You can either use your own project organisation (if you are currently working in a organisational program) or you can use the simulated project organisation to complete this assessment task. If you are using your own project organisation, please ensure that you follow the exact structure and the table of contents provided in this assessment.
Note: The organisational details and information used in this assessment have been sourced (and to some extent paraphrased) from the organisation’s website and other relevant external sources. The information used here is solely for educational purpose.
Simulated Project Organisation: Domino’s Pizza Enterprises Ltd (Domino’s) is the largest pizza chain in Australia in terms of both network store numbers and network sales. It is also the largest franchisee for the Domino’s Pizza brand in the world. Domino’s holds the exclusive master franchise rights for the Domino’s brand and network in Australia, New Zealand, Belgium, France, the Netherlands, Japan and Germany. The Domino’s brand is owned by Domino’s Pizza, Inc, a listed US company. Domino’s Pizza Enterprises now extends across seven countries, with more than 2000 stores and is the leading international Domino’s franchise.
Domino’s generates revenues and earnings by charging royalties to its franchisees. Royalties are ongoing percent-of-sales fees for use of the Domino’s brand marks. The Company also generates revenues and earnings by selling food, equipment and supplies to franchisees primarily in the U.S. and Canada, and by operating a number of our own stores. Franchisees profit by selling pizza and other complementary items to their local customers. In our international markets, we generally grant geographical rights to the Domino’s Pizza® brand to master franchisees. These master franchisees also profit by running pizza stores, and often by sub-franchising and selling ingredients and equipment to those sub-franchisees. Everyone in the system can benefit, including the end consumer, who can feed their family Domino’s menu items conveniently and economically.
Mission Statement:
Domino’s Pizza Mission Statement: To be the leader in delivering off-premise pizza convenience to consumers around the world. As a team united throughout the world, we will accomplish our Mission by: 1. Being fanatical about product quality and service consistency; 2. providing product variety to meet all customer needs; 3. placing team member and customer safety and security above all other concerns; 4. creating an environment in which all team members feel valued, because they are; 5. building and maintaining relationships that reward franchisees and other partners for their contributions.
History:
Like most corporate success stories, Domino’s started out small – with just one store in 1960. However, in 1978 the 200th Domino’s store opened, and things really began to cook. By 1983 there were 1,000 Domino’s stores and 5,000 in 1989. Today, there are over 13,800 stores – including more than 5,000 outside the United States. Sure, it took more than 50 years to get here, but the trip was well worth it. Back from that time Domino’s ensure their customers to feel free to take the journey. The slogan still exists “Order a hot, Domino’s Pizza for delivery to your door and make your family’s dinner the best they have ever had”.
Core Values:
The core values of Domino’s Australia highlight the principles of their organisational culture. It represents how employee behaviour is shaped within the organisation. The values are:
· To treat customers as they should be treated
· Produce the best with less
· Measure, manage and share with everyone what’s important
· Think big and grow
· Encourage others on what you want to change
· Set the bar high, train, and never stop learning
· Promote from within the organisation
· The staff members are not ordinary, everyone is exceptional
Strategic Goals:
Domino’s goal is to be recognised as an organisation that is ”number 1 in people and number 1 in pizza”. The organisation’s mission is to “sell more pizza and have more fun”. To ensure that the mission and goals are being met, the organisation has a clear focus on:
· increasing profitability
· increasing digital marketing activities
· increase efficiency in delivery of service
· catching a larger market share within the markets Domino’s is competing
· enriching better customer service, and
· providing extensive employee training to all staff members
Financial Objectives:
Domino’s financial goal is to have a measurable, appropriate and feasible market share increase in the rate of return of 20% over the next three years.
Community work projects:
Locally owned and operated, Domino’s strongly believes in giving back to Australian and New Zealand communities and lending a helping hand where they can. While pizza is the organisation’s first passion, helping communities in difficult times or times when they just need our support is at the core of our beliefs. Over the years Domino’s has donated tens of thousands of pizzas and hundreds of thousands of dollars back into Australian and New Zealand local communities through Doughraisers, pizza donations in times of natural disasters and monetary donations. Domino’s Pizza Enterprises Limited (Domino’s) Corporate, along with its franchisees and employees are committed to supporting the communities in which we operate in right throughout Australia. While pizza is their passion, they are proud to contribute to ethical, responsible and sustainable business practices through the Domino’s Give Program in Australian communities. The comp any believes that they work hard to give customers many reasons to believe in the integrity of the business and feel it’s the reason Domino’s is a trusted household name.
The organisation’s giving philosophy focuses on four key areas where they aim to develop sustainable best practices and innovative ideas to make a difference:
· Education & Young Adult Initiatives*
· Disaster Relief
· Food & Sustainability
· Leadership & Entrepreneur
Domino’s aims to support programs that provide opportunities for Young Adults aged 17-25 to gain work experience, learn new skills and connect socially with their peers. The firm have chosen this age group specifically to support the next generation of adults in Australia, who no longer have the support of a formal education system to assist them in developing their skills.
To date, they have supported the Western Australian Bush Fire Appeal after fires burnt more than 71,000 hectares, destroyed 128 homes and tragically claimed the lives of two people. Through this initiative we also supported the community of Dungog, NSW following a devastating massive flash flooding event. These floods saw thousands of homes and business destroyed, three lives lost and a further 197 adults and 67 children directly impacted. Domino’s helped the Dungog Shire by donating $15,000 to the shire to help run a preparedness expo that trains the communities on how to better prepare for disasters of a similar nature.
Some relevant information that may be useful for the risk analysis and plan may include:
· Corporate website – https://www.dominos.com.au/inside-dominos/corporate
· Annual report 2017 which also includes the organisation’s risk management policy – http://dominosinvestors.com.au/annualreport2017/
· News – Domino’s Pizza shares go cold as record profit fails to satisfy investors – http://www.abc.net.au/news/2017-08-15/dominos-pizza-result/8807674
· Domino’s Australia YouTube Channel – https://www.youtube.com/user/DominosAustralia
· News: Domino’s disappoints with French connection – http://www.news.com.au/finance/business/retail/dominos-disappoints-with-french-connection/news-story/77f0e6eec258d7b8db44adecbf87c87a
· Product ranges – https://www.dominos.com.au/menu
· Drone Delivery Project – https://www.dominos.com.au/inside-dominos/media/march-2016-domino-s-reveals-plans-for-the-world-s-first-commercial-autonomous-delivery-vehicle
· News on 3 minute pizza project – http://www.smh.com.au/business/retail/dominos-pizza-enterprise-is-set-on-a-3minute-pizza-and-2000-new-stores-20160404-gnye7k.html
· News on performance and acquisition – http://www.ausfoodnews.com.au/2016/08/17/dominos-latest-results-show-success-of-pizza-disruptor-interested-in-acquiring-eagle-boys.html
· Digital innovation projects – https://www.cmo.com.au/article/605171/digital-innovation-helps-domino-chalk-up-record-full-year-financial-result/
· Driver tracking IT project – https://www.itnews.com.au/news/dominos-driver-tracking-tech-boosts-q1-sales-411417
· News on Pizza War – https://www.dailymercury.com.au/news/pizza-war-10001-free-pizzas-on-offer-today/3210395/
CONTEXT, SITUATION & ASSESSMENT INSTRUCTIONS
You are newly appointed Program Manager in Domino’s Australia projects. Recently, there have been several projects and programs going on simultaneously at Domino’s Australia. You have been hired to manage a program that consists of two related projects (1) the use of mobile app online ordering project and (2) the drone delivery project, with the intention of improving the organisation’s performance and brand image.
(1) The use of mobile app online ordering project comprises newest technologies to be used in online pizza ordering from Domino’s Australia. The purpose of this project is to help customers
· Order from the comfort of their devices to order from anywhere on the go
· Track their order delivery timings and waiting times using a mobile app
· Providing e-receipt on mobile app for the orders
· Earn reward points for each online mobile ordering
· Option to build their own pizza using the customised selections
(2) The drone delivery project is a relatively new concept in parcel delivery. Domino’s Australia is taking advantage to be the leader in using latest technologies to deliver freshly baked pizzas using drones within a 20 kilometre range from a specific store. Initially 5 stores will be within the 3 month project that will test the drone delivery. Each of the 5 stores will receive 5 drones during the project period. The purpose of this project is to
· Ensure Domino’s Australia becomes the leader in technology driven fast food delivery
· Introduce a more eco-friendly (instead of using vehicles) method to deliver pizzas
· Increase the market share by tapping in technology savvy customers
· Reduce the cost of operational expenditures
To manage the program (that includes these two projects) effectively you need to be able to recognize and manage risk. As part of your “Risk Analysis and Management Plan”, you may have to access organisational information such as mission, vision, policies & procedures, organisation history, products and services, annual report, customer charter, strategic direction, employment relations, business performance, relevant news, articles, current projects and program information, and scope of business from the organisation’s official website and other relevant areas linked in the organisation details. You will also have to analyse other “external environment” related information using online research.
Note: To complete this assessment, you are required to follow the structure used the table of contents and utilise the templates as specified. You may wish to add contents to the template but do ensure that you do not miss out any of the content from the template.
STRUCTURE AND MARKING CRITERIA FOR THE RISK ANALYSIS REPORT AND MANAGEMENT PLAN:
| TASKS | MARKS ALLOCATED | MARKS RECEIVED |
| Executive Summary | 5 | |
| Introduction | 10 | |
| Risk Assessment | ||
| a) Establish the context | 10 | |
| b) Identification & Risk Register | 20 | |
| c) Analysis and Evaluation | 10 | |
| d) Risk Mitigation | 10 | |
| e) Risk Monitoring | 10 | |
| Roles and Responsibilities | ||
| a) Steering Committee | 2 | |
| b) Project Manager | 2 | |
| c) Project Team | 2 | |
| d) External stakeholders | 2 | |
| e) Sponsors | 2 | |
| Assess Program risk management outcomes | ||
| a) Identification of stakeholders that may be affected | 5 | |
| b) Presentation | 5 | |
| c) Meeting Agenda | 5 | |
| TOTAL | 100 |
Assessment template follows after this page.
RISK ANALYSIS AND MANAGEMENT PLAN
Prepared for [Organisation Name]
EXECUTIVE SUMMARY
The purpose of this section is to provide a program management framework to ensure that levels of risk and uncertainty are properly managed for the remainder of the project program. As risk management is an ongoing process over the life of a project, the Risk Register must be considered a ‘snap shot’ of relevant risks at one point in time.
Instruction: In this section you are required to summarise the whole risk management plan that includes the following (within 500 words):
· the process that will be/has been adopted by the Project to identify, analyse and evaluate risks during the remainder of the project;
· how risk mitigation strategies will be developed and deployed to reduce the likelihood and/or impact of risks;
· how often risks will be reviewed, the process for review and who will be involved;
· roles and responsibilities for risk management;
· how reporting on risk status, and changes to risk status, will be undertaken within the Project and to the Steering Committee;
· a complete Risk Register containing all risks identified for the Project, their current gradings and the identified risk mitigation strategies to reduce the likelihood and seriousness of each risk
TABLE OF CONTENTS
| CONTENT | PAGES |
| EXECUTIVE SUMMARY | |
| INTRODUCTION | |
| RISK ASSESSMENT | |
| Establish the context | |
| Identification & Risk Register | |
| Analysis and Evaluation | |
| Risk Mitigation | |
| Risk Monitoring | |
| ROLES AND RESPONSIBILITIES | |
| ASSESS PROGRAM RISK MANAGEMENT OUTCOMES | |
| REFERENCES | |
| APPENDIX 1 (Risk register template) | |
| APPENDIX 2 (Presentation slides) |
The learner is required to update and adjust the page numbers and topics based on the amount of their content and the responses made to each task. Actual tasks follow after this page.
INTRODUCTION
The purpose of risk management is to ensure levels of risk and uncertainty are identified and then properly managed in a structured way, so any potential threat to the delivery of outputs (level of resourcing, time, cost and quality) and the realisation of outcomes/benefits by the Business Owner(s) is appropriately managed to ensure the project is completed successfully.
Instructions: In this introduction section, you are required to
1. Mention your selected program risk methodology of these TWO projects.
2. Identify the various stakeholders for your projects
3. Explain the outcomes of consultations with stakeholders (use classmates as stakeholders to get feedback from them)
4. Explain how you would ensure the management of program risk in a timely manner
5. Detail a graphical plan (e.g. using a flowchart or Gantt chart) of your program management including communication, control, treatments and outcomes with various stakeholders.
RISK ASSESSMENT
Establish the context
Before risk can be clearly understood and dealt with, it is important to understand the context in which it exists. You should define the relationship between your organisation and the environment that it operates in so that the boundaries for dealing with risk are clear.
Instructions: You are required to manage the program risk by establishing the context by considering:
1. The strategic context – the environment within which the organisation operates
2. The organisational context – the objectives, core activities and operation’s of the organisation.
| External Risk:
Internal Risk: |
Identification and Risk Register
Risk identification involves determining which risks or threats are likely to affect the project. It involves the identification of risks or threats that may lead to project outputs being delayed or reduced, outlays being advanced or increased and/or output quality (fitness for purpose) being reduced or compromised. For most large/complex projects, a number of high level risks should have been identified during the project initiation stage – these should be used as the basis for a more thorough analysis of the risks facing the project.
For the two projects within this program, your senior manager has requested you to identify the program residual risks and to develop a risk register that will analyse the identified risks.
Instructions: You are required to identify the program residual risk
1. By identifying a minimum of 8 potential risks that may affect the two projects, 1) the use of mobile app online ordering project and (2) the drone delivery project, within the program.
2. By alerting the various stakeholders of an any transferred liability, and
3. By developing a risk register for the program risk management (refer to Appendix 1 for a risk register template). Your risk register should contain at least 8 risks
| Attach the Risk Register in Appendix 1 to document the results |
Analysis and Evaluation
Once risks have been identified they must be analysed by determining how they might affect the success of the project. Generally the impact of a risk will realise one or any combination of the following consequences:
· Project outcomes (benefits) are delayed or reduced;
· Project output quality is reduced;
· Timeframes are extended;
· Costs are increased.
Once analysed, risks should be evaluated to determine the likelihood of a risk or threat being realised and the seriousness , or impact, should the risk occur.
‘Likelihood’ is a qualitative measure of probability to express the strength of our belief that the threat will emerge (generally ranked as Low (L), Medium (M) or High (H)).
‘Seriousness’ is a qualitative measure of negative impact to convey the overall loss of value from a project if the threat emerges, based on the extent of the damage (generally ranked as Low (L), Medium (M), High (H) or Extreme).
Instructions: Based on the 8 potential risks identified, you are now required to
1. Analyse the risks by completing the Table 1 using the classification rating from Table 2
2. Discuss the reasons for your selected classification rating for each of the risks
Table 1– Likelihood scale
Table 2 – Loss or damage impact scale (Classification rating)
Discussion on the selected classification rating for each risk: |
Risk Mitigation
Mitigation of risks involves the identification of actions to reduce the likelihood that a threat will occur (preventative action) and/or reduce the impact of a threat that does occur (contingency action). This strategy also involves identifying the stage of the program when the action should be undertaken, either prior to the start of or during the project
Instructions: Based on the analysis and evaluation of the risks that you have completed in your previous task, you are now required to
1. Mitigate the 8 risks using the following “Risk Mitigation facts” and the “Risk Mitigation Action Table as the measurement scale
2. Discuss on your choice of grading and the action plans that you have set out
Risk Mitigation Facts
1. The proportion of risk mitigation actions that are preventative (eg. 30%);
2. The proportion of risk mitigation actions that are contingency (eg. 70%);
3. Key stakeholders nominated as responsible for undertaking specific risk mitigation actions;
4. Any major budgetary implications
5. For any identified ‘A’ Grade risks specify:
i. What type of mitigation action is proposed (preventative or contingency);
ii. Who is responsible for undertaking the proposed action; and
iii. Any cost implications for the project Budget.
Risk Mitigation Action Table
| Grade | Possible Action |
| A | Mitigation actions, to reduce the likelihood and seriousness, to be identified and implemented as soon as the project commences as a priority. |
| B | Mitigation actions, to reduce the likelihood and seriousness, to be identified and appropriate actions implemented during project execution. |
| C | Mitigation actions, to reduce the likelihood and seriousness, to be identified and costed for possible action if funds permit. |
| D | To be noted; no action is needed unless grading increases over time. |
| N | To be noted; no action is needed unless grading increases over time. |
The risks can be graded as A, B, C, D or N based on your analysis.
Risk Mitigation Analysis and Discussion:
Risk Monitoring
Risk Management is an iterative process that should be built into the management processes for any project. It must be closely linked with Issues Management, as untreated issues may become significant risks. If prevention strategies are being effective, some of the Grade A and B Risks should be able to be downgraded fairly soon into the project.
Instructions: In this section you are required to illustrate
1. How frequently a review of the Risk and Issues Registers will be undertaken (eg. fortnightly, monthly);
2. Who will be involved in the review of the Risk and Issues Registers (eg. the Project team);
3. How often risks will be monitored to ensure that appropriate action is taken should the likelihood, or impact, of identified risks change and to ensure that any emerging risks are appropriately dealt with (eg. monthly);
4. If the Risk Register will be maintained as a separate document or as part of the Risk Management Plan;
5. How often the Steering Committee or Project Sponsor/Senior Manager will be provided with an updated Risk Register for consideration; and
6. How often Risk status will be reported in the Project Status Reports to the Steering Committee/Project Sponsor/Senior Manager (usually only Grade A and B risks).
ROLES AND RESPONSIBILITIES
In this section you are required to explain the roles and responsibilities of various stakeholders (listed below and illustrated in a sample graph) in more detail:
1. Steering Committee
4. External stakeholders
5. Sponsors
ASSESS PROGRAM RISK MANAGEMENT OUTCOMES
You are required to
1. Identify internal/primary and external/secondary stakeholders across the program who may be affected by the risk.
2. Communicate with the stakeholders and recommend remedial actions to treat program risk properly, mention how you will communicate between relevant parties. (Attach a 3 page presentation slide in Appendix 2). You are required to present this to your trainer who will act as the stakeholder.
3. Prepare a meeting agenda for assessing program risk management outcomes.
| Identification of stakeholders that may be affected
Meeting Agenda |
T-1.8.1_v3
Risk Management v1.1 Last updated on 11/06/2019 by MM Page 1
REFERENCES
A comprehensive list of references must be included.
APPENDIX 1 – RISK REGISTER TEMPLATE
· This can be useful in identifying appropriate mitigation actions.
· Assessment of Likelihood & Assessment of Seriousness.
· Assessment of loss or damage impact.
· Grade (combined effect of Likelihood/Seriousness).
· Work Breakdown Structure – specify if the mitigation action has been included in the WBS or workplan.
<Project Title> Risk Register TEMPLATE (as at dd/mm/yy)
| Rating for Likelihood and Seriousness for each risk | |||
| L | Rated as Low | E | Rated as Extreme (Used for Seriousness only) |
| M | Rated as Medium | NA | Not Assessed |
| H | Rated as High |
| Grade: Combined effect of Likelihood/Seriousness | |||||
| Seriousness | |||||
| Likelihood | low | medium | high | EXTREME | |
| low | N | D | C | A | |
| medium | D | C | B | A | |
| high | C | B | A | A |
| Recommended actions for grades of risk | |
| Grade | Risk mitigation actions |
| A | Mitigation actions, to reduce the likelihood and seriousness, to be identified and implemented as soon as the project commences as a priority. |
| B | Mitigation actions, to reduce the likelihood and seriousness, to be identified and appropriate actions implemented during project execution. |
| C | Mitigation actions, to reduce the likelihood and seriousness, to be identified and costed for possible action if funds permit. |
| D | To be noted – no action is needed unless grading increases over time. |
| N | To be noted – no action is needed unless grading increases over time. |
| Change to Grade since last assessment | |||
| NEW | New risk | Grading decreased | |
| — | No change to Grade | Grading increased |
Risk Management v1.1 Last updated on 11/06/2019 Page 23
| Id | Description of Risk | Impact on Project (Identification of consequences[footnoteRef:1]) [1: This can be useful in identifying appropriate mitigation actions. ] | L[footnoteRef:2] [2: Assessment of Likelihood.] | S[footnoteRef:3] [3: Assessment of Seriousness.] | G[footnoteRef:4] [4: Grade (combined effect of Likelihood/Seriousness).] | Change | Date of Review | Mitigation Actions
(Preventative or Contingency) |
Individual/ Group responsible for mitigation action(s) | Cost | Timeline for mitigation action(s) | WBS[footnoteRef:5] [5: Work Breakdown Structure – specify if the mitigation action has been included in the WBS or work plan.] |
| <n> | <A “newspaper headline” style statement. Also identify relevant triggers that may cause the risk to be realised.> | <Describe the nature of the risk and the impact on the project if the risk is not mitigated or managed> | <Change in Grade since last review> | <Date of last review> | <Specify planned mitigation strategies:
Preventative (implement immediately); Contingency (implement if/when risk occurs).> |
<Specify who is responsible for undertaking each mitigation action(s)> | <Specify timeframe for mitigation action(s) to be completed by> | |||||
| <n + 1> | ||||||||||||
| 1 | Steering Committee unavailable
Triggers include: Steering Committee meetings repeatedly rescheduled due to lack of availability; Members do not attend despite prior confirmation of attendance. |
Lack of availability will stall progress (ie. delayed decisions will defer output finalisation, extend project timelines and staff resources will be required for longer than anticipated) | H | H | A | NEW | 15/02/06 | Preventative:
Highlight strategic connection – link Project Objective to relevant Agency strategic objectives Confirm 2006 meeting schedule in January Confirm SC membership Widen representation (include other Agencies) |
Project Manager | NA | 15/03/06 | Y |
| 2 | Inadequate funding to complete the project
Triggers include: Funding is redirected; Costs increase (poor quality materials/ inaccurate cost estimates) |
Budget blow out means cost savings must be identified – ie. reduce output quality, extended timeframes, outcomes (benefits) will be delayed | M | M | B | No change | 15/02/06 | Contingency:
Re-scope project, focusing on time and resourcing |
Project Manager | TBC | TBC | N |
| 3 | Staff reject new procedures
Triggers include Staff don’t participate in training (not prepared for new roles); New procedures not applied (work-arounds still used). |
Rejection means additional time and resources required to achieve successful implementation – ie. some outputs languish; more training is required (additional cost, time delays); potential for ‘falling back into old ways’ (more change mgt required); loss of credibility for project (perception of failure). | H | H | A | NEW | 15/02/06 | Preventative:
Reinforcement of policy changes by management; Provide opportunity for staff feedback/input prior to policy/procedure finalisation; Develop Training Plan that allows for repeat attendance. Circulate information to staff that promotes how new procedures have improved processes (eg. 10 steps reduced to 4 steps etc); proportion of staff that have successfully completed the training. |
Sponsor
Project Manager Consultant Project Manager Project Manager |
NA
NA $3,000 NA NA |
21/02/06
21/02/06 30/03/06 30/03/06 30/04/06 |
Y
Y N N N |
T-1.8.1
Risk Management v1.1 Last updated on 11/06/2019 by MM Page 28
