This Is A 2 Assignments The First One Is Due On Friday And t

This Is A 2 Assignments The First One Is Due On Friday And the Second This is a 2 assignments. The first one is due on Friday and the Second one I will need by Monday by 5. First assignment: Use the following scenario. Review the scenario first and then continue with your assignment. Consider saving the PDF or printing it out for your reference. You have been meeting with the CEO, the project sponsor, your manager, and the heads of all the other departments to discuss the project and their expectations. You are starting to be concerned about the level of risk of this project and whether or not the organization really understands it. As far as you can tell, the company has never done formal risk management, taking a more relaxed approach to risks. You are starting to develop your risk management plan; you will present it to your manager and the sponsor in two weeks along with some other project planning deliverables. Assignment Guidelines: Create a project charter and identify the key constraints of the project (scope, budget, timeline, quality, people resources, etc.). Using the scenario from this unit, create a spreadsheet that lists all the project risks you see based on what you currently know about the project. List at least 15 risks. For each project risk, provide a: detailed description and category (schedule, strategy, people, etc.). Note: This list will be used in later activities throughout the course. Your submitted assignment (200 points) must include the following: a 2-4 page typed document that includes a project charter and identification of key constraints, and a spreadsheet with at least 15 risks listed with a detailed description and category of each. Second Assignment Due Monday by 5 One of the risks you anticipated for the project was the late delivery of the prototype from the vendor. You adjusted your project schedule to minimize the impact of the risk, built in a penalty for late delivery, and created action plans in case the vendor delivered late. You also identified a risk with the vendor that they have very little technical depth; if the key engineer is not available to your project, the risk of a delay is even greater. You determined how you would monitor the vendor's performance and ensure a timely delivery. You took a very risk-averse, protective approach to the relationship, but now, as the project is progressing, you are wondering if there is something you could do with the vendor to actually benefit the project instead of just protecting it.