Risk Assessment

📋 Background

The software tool being developed is intended to assist BC government employees, particularly TEAMS/Regional coordinators, in finding and deploying TEAMS members' talent during emergencies and disasters. The app has a 6-week deadline for the MVP delivery. The key features of the MVP phase include a login portal, dashboard screen with sort/filter functionality, and view/edit functionality of the user profile. The development team faces various challenges and uncertainties that could impact the successful and timely delivery of the application.

🤹‍♂️ Risks management

Risk management is a systematic process of identifying, assessing, prioritizing, and mitigating risks/uncertainties that may impact the achievement of objectives or the success of a project, organization, or initiative.

Risk rating

LOW	MEDIUM	HIGH	EXTREME
Acceptable Ok to proceed	As low as reasonably practicable Take mitigation efforts	Generally unacceptable Seek support	Intolerable Place event on hold

Likelihood

Improbable	Possible	Probable
Risk is unlikely to occur	Risk will likely occur	Risk will occur

Severity

Acceptable	Tolerable	Undesirable	Intolerable
Little to no effect on event	Effects are felt, but not critical to outcome	Serious impact to the course of action and outcome	Could result in disaster

Risk Description	Ratings
Risk Description	Likelihood	Severity	Risk Rating
Issues supporting IDIR Logins
Need to be in touch with external team to ensure client setup	Possible	Tolerable	Medium
We don’t know which realm this application will sit in for all roles	Possible	Tolerable	Medium
Roadblocks working with Postgres + CrunchyDB
Less familiarity with setup process of Patroni/ CrunchyDB	Possible	Tolerable	Medium
Need time to ensure proper backup and restore setup	Possible	Tolerable	Medium
Stack Choice: OpenShift is less familiar with the devs
Less familiarity with setup process	Possible	Tolerable	Medium
Can we tap into pros at EY if we run into roadblocks?	Possible	Tolerable	Medium
If we need storage or email options, external service needed	Possible	Tolerable	Medium
Illnesses + time-off will affect progress & momentum
Team away on break during Christmas week	Probable	Undesirable	High
Issues setting up Vanity URL
Vanity URL marked as "yes" by Dea / Keyvan	Possible	Undesirable	High
Approval process and possible complications	Possible	Tolerable	Medium
Unknown Future State / Features of application
Documentation for future development time	Possible	Undesirable	High
Need to cover for Dea’s 2 Weeks Vacation
Impact on momentum and stakeholder involvement	Possible	Undesirable	High
Time for UI/UX design starts as development begins
Design back-and-forth might cause delays	Possible	Tolerable	Medium
Lack of Feedback time before Freshet
System use during Freshet is desired but uncertain timeline	Possible	Tolerable	Medium
Unknown magnitude of tasks – how much will they ease the process?
Limited user interviews and research time	Possible	Tolerable	Medium
What do we need in terms of PIA, STRA, and other governance bits?
Assigning someone for forms/processes	Possible	Undesirable	High
Little time between ticket refinement and implementation
Constant refinement/planning/implementation	Possible	Undesirable	High
Onboarding Users to KeyCloak
Onboarding users to KeyCloak	Possible	Tolerable	Medium
App Availability in Emergency Situations
Is it necessary for the app to stay operational during emergencies? Yes	Possible	Intolerable	Intolerable

✅ Action items

After assessing the risks given the tight deadline, we pushed for an extension.

Dea to speak with executives

Conclusion

Considering the risks and potential scope expansion within the challenging 6-week timeframe, the Product Owner (PO) engaged in discussions with the executives. We are pleased to announce that Freshet has been officially removed from our roadmap. Our primary focus will now shift to March.