Steps of Process
CMMI Risk Management Goals
PolicyAF Policy Directive 90-9: Operational Risk Management, 1 April 2000
AFI 90-901: Operational Risk Management, 1 April 2000
AFMC Instruction 90-902: Operational Risk Management, Dec 2007
Tools & TechniquesRiskNav
TrainingRisk Process Orientation
Detailed Risk Process
ExamplesSample Risk Management Plan
Process Lessons Learned
How the contractual process influences the effort.
- Does the contract include requirements for necessary engineering and management processes and policies?
- Are there multiple contractors involved in the program?
- Did analysis determine who best to do integration - government or contractor?
- Is the Government responsible for integration?
- Is a Prime Contractor responsible for integration?
- Has an integration contract been authorized, planned, and implemented?
- Is the contractor able to complete agreed to functionality within defined guidelines?
- Are there sufficient incentives?
- Is the Government aware of the work required to complete the job within budget and schedule?
- Is the Government monitoring the work performed?
- Did analysis determine the work required?
- Did past experience determine the work required?
- Can the Government and Contractor reach agreement on:
- program requirements?
- test results?
- warranty responsibility?
- Is Government able to discuss the work program with people doing the job?
- even when subcontracted by Prime Contractor?
- Is the subcontract management evaluated sufficiently?
- Are specific items that used to be under military standards identified and managed?
- Do the Government-purchased data packages follow contractor-unique manufacturing processes?
- Are the Government-purchased data packages reproducible?
- Is reprocurement data available in time for production?
- Do the following have good relationships:
- Government and Contractor?
- Contractor and Integrator?
- Contractor and Subcontractor?
- Does the Contractor pro-actively:
- identify Diminishing Manufacturing Source (DMS) parts?
- solve Diminishing Manufacturing Source (DMS) issues?
- Does the Contractor have a good process to manage changes in the program?
- Can the Contractor be downsized or bought out?
- Is system engineering expertise available at the contractor facility?
- Are the key personnel cited by the contractor in his proposal actually performing on the contract?
- Do the contractor personnel available under the contract have the skills necessary to develop or integrate the system?
- Will the contractor be able to hire for the production run?
- Will skilled personnel be re-allocated if contract is too small?
- Was the program baselined prior to contract award?
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