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RiskyProject Enterprise Project Portfolio Risk Management Software Intaver Institute Inc. 303, 6707, Elbow Drive S.W, Calgary, AB, Canada Tel: +1 (403) 692-2252 Fax: +1 (403) 459-4533 www.intaver.com

Enterprise Risk Management and Analysis with RiskyProject

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Page 1: Enterprise Risk Management and Analysis with RiskyProject

RiskyProject EnterpriseProject Portfolio Risk Management

Software

Intaver Institute Inc.303, 6707, Elbow Drive S.W, Calgary, AB, CanadaTel: +1 (403) 692-2252Fax: +1 (403) 459-4533www.intaver.com

Page 2: Enterprise Risk Management and Analysis with RiskyProject

What Is RiskyProject Enterprise?

• Project Scheduling

• Enterprise Risk Register

• Quantitative risk analysis using Monte Carlo simulations

2

RiskyProject Enterprise is Windows-based

project risk management software.

RiskyProject gives you a simple answer to a

common question: What will happen to your

project portfolio if certain risks occur?

Page 3: Enterprise Risk Management and Analysis with RiskyProject

RiskyProject Enterprise Database

2014 Intaver Institute 3

RiskyProject Enterprise saves the schedule and

cost risk analysis data for all of your projects in

database.

Page 4: Enterprise Risk Management and Analysis with RiskyProject

User Management

2014 Intaver Institute 4

RiskyProject has a

complete user

management system:

• Users

• Roles

• Project Permissions

• Logon History

Page 5: Enterprise Risk Management and Analysis with RiskyProject

Portfolio Gantt

RiskyProject Enterprise allows you to create a Portfolio of your

cost and schedule risk analysis

2014 Intaver Institute 5

Page 6: Enterprise Risk Management and Analysis with RiskyProject

Enterprise Risk Register

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Risk Register is shared with an organization

Page 7: Enterprise Risk Management and Analysis with RiskyProject

Risk Histrory Information

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Risk Histrory shows any changes in Risk Properties

Page 8: Enterprise Risk Management and Analysis with RiskyProject

Risk Reviews

Version 6.0 2014Intaver Institute 8

Risks can be regularly reviewed. Risk view information will be

recorded.

Schedule next risk review

View all risk reviews

Page 9: Enterprise Risk Management and Analysis with RiskyProject

Documents Associated with Risk

2014 Intaver Institute 9

Any documents can be associated with a risk within a risk

register.

Page 10: Enterprise Risk Management and Analysis with RiskyProject

Import existing Projects

You can import:

• RiskyProject files

• Microsoft Project files (with built in Add-in)

• Primavera, Safran

• Other scheduling software

2014 Intaver Institute 10

Page 11: Enterprise Risk Management and Analysis with RiskyProject

Risked Projects View

• Risked Project views shows relative risk of projects

• Project risk is based on results of cost and schedule risk

analysis

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Page 12: Enterprise Risk Management and Analysis with RiskyProject

Project Portfolio View

• Table of all results of Monte Carlo simulations for all projects

in your Portfolio

• Data columns can be added or modified

2014 Intaver Institute 12

Page 13: Enterprise Risk Management and Analysis with RiskyProject

Main Project Information

• Simulation results for each project can be viewed instantly

• Detailed histograms and cumulative probability for all

parameters

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Page 14: Enterprise Risk Management and Analysis with RiskyProject

Project Risk Scores and Rankings

RiskyProject calculates three risk scores separately:

• Duration

• Cost

• Non-schedule risk categories

2014 Intaver Institute 14

Project risk scores are shown here

Page 15: Enterprise Risk Management and Analysis with RiskyProject

Risk Approval Process

• Risks can be restricted to at any level of the portfolio,

including programs or single projects

• Only users with permissions to projects can see these risks

Version 6.0 2014Intaver Institute 15

Page 16: Enterprise Risk Management and Analysis with RiskyProject

Future Reading

Lev Virine and Michael Trumper

Project Decisions: The Art and Science

Management Concepts, Vienna, VA, 2007

Lev Virine and Michael Trumper

Project Think:Why Good Managers Make Poor Project Choices

Gower, 2013