Dell-NUDD-Rigor-Training1-(自动保存的)

PROGRAM:DEVELOPMENTPHASE:DATE:CategoryIdentifyNew,Unique,Different,DifficultItemAreaofconcern类别新、独、疑、难涉及区域RiskEventRiskEventdriverImpact风险事件风险事件起因影响ImpactDriversProbabilityofFailureSeverityofImpactRiskAssessmentOwner(s)影响起因MediumMedium9责任人RiskMitigationPlanandOwner风险削减计划和责任人ProbabilityofOccurrenceImpactofFailureLow1Low1Medium3Medium3High5High5HighMediumLowRHighRisk-Eliminate/ReducebeforeRFDYMediumRisk-Eliminate/ReducebeforeRTSGLowRisk-Opportunistic/ContinuousImprovementCandidateProbabilityofOccurrenceQUANTIFYINGRISK515253915135LowMediumHighHighRisk-Eliminate/ReducebeforeRFDMediumRisk-Eliminate/ReducebeforeRTSLowRisk-Opportunistic/ContinuousImprovementCandidateSeverityofImpactQUANTIFYINGRISKSTEP-BY-STEPGUIDEMAJORSTEPS(WHAT)KEYPOINTS(CRITICALHOW)REASONS(WHY)AlogicalsegmentwhichadvancesthetaskAnythingwhichare-1.Criticaltoachieveexpectedoutcome2.Maketheworkeasier(Tricks,specialtechnique/timing)ReasonsforeachkeypointStep1UnderstandAllProgramAspects1.CollectConceptCharter,MRD,ProgramPlan,PRD,OESpec.PredecessorLessonsLearnt,SupplyChain2.EachfunctionlistspotentialNUDDfromabovedocumentsandsolicitsupplierinputs1.360'viewofProgramRequirementsforfullcoverage2.Function-specificNUDDswhichrequiresspecificknowledgeStep2IdentifyProgramNUDDs1.Identifybrainstornmingfacilitator2.CoreTeamBrainstormingtoreachconsenusonprogramNUDDs1.Ensurebrainstormingsessionisbalancedandproductive2.HolisticviewofProgramNUDDsfromcross-functionalcollaborationStep3ExpandNUDDintoConcerns1.AllteammemberscontributetheirconcernsforeachNUDD2.Teamagreeonwhichconcernstofocus1.Capturediverseviewstoensurebroadcovergage2.IdentifyRealProgramConcernsforfurtheranalysisStep4DefineRiskEventsfromNUDDConcerns1.FunctionalRep(RiskOwner)definestheirriskeventwhichwouldnegativelyimpacttheirdeliverable2.RiskEventmustbeclearandcrisp-Specific,RelevantandTime-Bound.1.FunctionalRepownsthespecificprogramdeliverables2.Cleardescriptionhelpsotherfunctionstounderstandtheriskandofferhelp-cross-functionalleverageStep5IdentifyKeyRiskEventDrivers1.Use5Whys2.Riskeventmustbesupportedbyatleast1driver3.DriversmustbeFactsintheProgramEnvironment1.Understandtherootcauseallowseffectivemitigationactions2.Theriskmaynotberealifthereisnodrivers-needtoinvestigatedeeper3.FactscanbemanagedandalteredStep6AssessProbabilityofFailure1.Probabilitymustbebasedondrivers2.Teamconsensusonprobabilityoffailure1.Facts(Drivers)substantiateprobabilityassessmentandmakeitrealistic2.Tapcurrentknowledgeofeachteammember-ensurediversityStep7ListmajorBusinessImpactfromRiskEvent1.Usetheanalogyofchainrelation--IfRiskEventoccur,whatisthebiggestbusinessimpacttoProgram?2.Businessimpactneedstobespecificandquantifiableandrelatedtoprogramdeliverable3.InsertTriggerdateifteamagreesthatthere1.RiskEventfromonefunctioncouldhaveamajorimpactonanotherfunctionsdeliverable-elevatetoprogramleveltoensurecoverage2.FocusTeamattentionforresolutionplanning3.InvesttimeinmanagingriskeventdriversfirstiftimeisnotStep8IdentifyImpactDrivers1.Use5Whys2.Impactmustbesupportedbyatleast1driver3.DriversmustbeFactsintheProgramEnvironment1.Understandtherootcauseallowseffectivemitigationactions2.Theimpactmaynotberealifthereisnodrivers-needtoinvestigatedeeper3.Factscanbemanagedandaltered,andsupportseverityassessmentStep9AssessSeverityofImpact1.TeamConsensusonhigh,mediumorlow2.Severityassessmentmustbesupportedbyreasons(Severitydrivers)3.Severitydefaulttolowifimpact=TriggerDate1.Qualitativeassessmentisonlycrediblewhenthecollectiveknowledgeofeachteammemberisharnessed2.Assessmentbybestguessisnotconvincing3.ImpactislowifwedonotneedtoconsidermanagingitnowStep10PriortizeRisk1.SorttheriskscorefromHightoLow.1.HigherscoremeanshigherbusinessrisktoDellStep11DefineActionPlan1.Itmustcontainobjective,howtomeasureprogress,completiondate,owner,resourceallocationtoimplementthework2.Priortizeactionplanwhichmakesbusinesssense1.EffectiveactionsarefocusandSMART2.FeasibilityofactionsdependsonhowitfitsintothecurrentprogramcontextStep12RiskMonitoring1.Scanthelistofactionsaccordingobjectivesandtriggerdate2.Verifythatdrivershavebeeneliminated(withdata)3.Updateprobabilityoffailureandserveiryofimpact4.AddnewNUDDthatturns-upasweKNOWmoreabouttheprogramenviron1.Triggerdatesareleydatesforeitherresultsormoreactionstomovetheprogramforward2.Theobjectiveofactionplanistoaddressdrivers3.Ultimategoaloftheactionplaniseliminate/reducerisk,i.ereductioninprobabilityoffailureandReportStep13RiskStatusReporting1.SummarizeriskbyRed/Yellow/Greenandusebar-charttoshowtrend2.ListthekeyNUDDRisks1.Toprovideasnapshotoftheoverallprogramriskmanagementstatus2.CommunicatethebiggestriskareasforfeedbackAnalyzeResolveIdentify11DellConfidential.ForInternalUseOnlyNUDDEXAMPLE–HEALTHYLIFESTYLEDifficultHealthyLifeStyleHealthHeartAttackDeathDRIVERSRISKEVENTDRIVERSIMPACTProbabilityofFailure=HighSeverityofImpact=HighX=25CONCERNNUDD•HighBloodPressure(100/150)•Overweight(BMI=30)•HighCholesterol(Total=280)•Noregularexercise•Nearesthospitalis1-hrdriveaway•Spousedoesnotdrive•Soleincomegeneratorinfamilyof5(eldestchildis7)(Severity)•