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Project management risk management chapter
Literature review in project risk management
Project management risk management chapter
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Risk assessment in projects
Introduction
Risks are a common day to day phenomena and in projects the risks exist too. Assessing risks on a project helps to ensure good flow of the project that will translate to its success. In other words, risk assessment helps in managing the risk. Risk management is a method of controlling the uncertainties in a project, that is, anything that may stop the project from achieving its goals. The aim of risk management is to minimize uncertainties and ensure that the project is delivered on time. Project and risk managers must allocate resources to mitigate those risks with a high probability of occurrence. The gain from the use of these resources should exceed any consequences of inactivity. A successful
The porters five force model is one tool that can be used to assess and manage risks in projects. Supplier power in the model looks at how easy it is for suppliers to raise prices and what factors in the economy might influence that action. Buyer power relates to the ability of the customer base to force the project owners to lower the prices. Competitive rivalry examines the strength of the competition and how they can affect the success of the project. Threat of substitution is the likelihood that the customers will find another source for the product or a different product that delivers the same results as those intended by the project. Threat of new entry involves new competitors and the development of new projects similar to the current one. After examination of these forces, project managers must also make a detailed list of more general financial, strategic, hazard and operations risks (Duff, this risk assessment tool provides the opportunity to examine and evaluate complex interactions of competitors in an industry in a structured way (Porter, 1979). In other words, managers are able to compare their project to those other projects in the industry and are able to improve them (Grundy, 2006).
Risk assessment matrix
Risk assessment matrix is a project management tool that allows a single page – quick view of the probable risks evaluated in terms of the likelihood or probability of the risk and the severity of the consequences. A risk management matrix is the second step in the process of risk management, and it follows the first step of filling up a risk assessment form to determine the potential risks. It helps to further provide the project team with a quick view of the risks and the priority with which each of these risks needs to be handled. Rare Unlikely Possible Likely Almost certain
Severe Medium high Extreme Extreme
To me, in my projects, risk management is a key success factor. I think it 's never too early to start talking about risk in a project. People tend to be very optimistic. By really enumerating the risks and how the will be mitigated and what "plan b" might look like, I think you will have a better project. I always try to have what I can an "Eeyore" on my projects. This is the team member who always sees the cloudy side. I assign this person the job of risk management. This person will identify risks and mitigations and be responsible for ensuring all risks are mitigated as the project progresses.
A risk assessment matrix can be used to determine the outcome of a hazard. Levels of risk range from extremely high, high, medium, or low, and are determined based on the probability of occurrence in relation to the severity of the consequence. Severity is broken down into four levels: catastrophic, critical, moderate, and negligible. The probability of the event from occurring is divided into five different levels: frequent, likely, occasional, seldom, and unlikely. The matrix is then used as a visual guide to determine the level of risk and overall
The project manager must work with the project team and the project sponsors to brainstorm on the planning of the project, determing deadlines, and identifiying risks. It is important to identifiy as many risks as possible in the early stages of the project planning, so that the risks can be analyzied, documented and help determine if the risk is too large to move forward with the project. It is critical that the risks are identified early to help ensure the impact can be minimized. The project manager working with the project team and project sponsors will ensure that risks are actively identified, analyzed, and managed throughout the life of the project. Risks will be identified as early as possible in the project so as to minimize their impact on the project.
Capital investments decisions are vital to a business’s long term success or failure (Gapenski, L. C., Reiter, K. L., 2016, p 561). Capital investment decisions are more significant than other financial decisions because of the long term commitment of cash and resources. Senior management and hospital boards must ensue there is due diligence performed on a project before financial resources are committed. Risk analysis is a vital element in that decision process. This analysis provides decision support for project selection. Risk analysis has three components; defining the type of risk, measuring the risk, and incorporating the risk into the capital budgeting decision process. Using these elements for risk analysis and the organization’s average
“Thompson and Perry (1992) state that the aim of applying risk management is not to remove all of the risks from the project, but to ensure that all risks are managed effectively. This approach provides many benefits for various types of enterprises, some examples are:
A risk assessment is the “process of identifying potential risks, quantifying their likelihood of occurrence, and assessing their likely impact on the project” (Wideman, 2002). This process is quite time intensive and there are many different varieties dependent on the situation. For example, the US Army uses Risk Management (RM) as a tool to analyze and dev...
It is not uncommon in an organization to view project risk management as a negative aspect of a project. Risk Management is often view as the “traffic” police of a project and they are there to penalize project members for poor performance or project that struggle with difficulties. The CIO group cites some very specific considerations that organizations should contemplate when managing a project. The CIO group indicates that a well-managed project also has a well disciplined approach to risk mitigation both positive and negative (Hamilton, Byatt, & Hodgkinson, 2011, para. 1). The article in the CIO group (2011) goes on to indicate some points to consider for Risk Management:
The three constraints in Project management are scope, cost and time are mostly major causes of conflict in Project management as postulated by (Verma, V. K. (1998). although other causes are also important as long as they have a negative effect on projects if not properly managed. Project managers being the leader of the team has many issues at stake to complete the project successfully, and those factors always compete with each other not to talk of the contending issues between the team carrying out the tasks.
When the risk is first identified what is done about it? By accepting the risk, the level of impact will be minimal and the development of the response plan will be easier. When a plan is created to actually do something about the risk, a contingency plan is created. There are certain triggers that can initiate once a contingency plan is created that will notify the project team that a problem has been identified and the probability of a risk developing increases. The next way to handle risk is by avoiding it all together.
These are the specific risks involved to a particular project or program. The organisations continuously undertakes specific projects, which should be managed with consistency with the legal obligations to be kept in mind. There are significant program management methodology which spell out the requirement and clear risk management approach within the project environment and align by the whole of the AS/NZS ISO 31000:2009 Risk management – Principles and guidelines.
Any company in any field has already been faced risk at least for a single time. Risk management will be vary according to the situation created by the Activity. For instance, a new technology would be developed for a smartphone company like hand gestures and the schedule indicates six months for this activity, but the technical employees think that nine months closer to the truth. If the project manager is proactive, the project team will develop a contingency plan right now. They will develop solutions to the problem of time before the project due date. However, if the project manager is reactive, then the team will do nothing until the problem actually occurs. The project will approach six months deadline, many tasks will still uncompleted and the project manager will react rapidly to the crisis, causing the team to lose valuable time. Proper risk management will reduce not only the likelihood of an event occurring, but also the magnitude of its impact.
Zwikael, O and Ahn, M. 2011. The effectiveness of risk management: an analysis of project risk planning across industries and countries. Risk Analysis, 31 (1): 25-37.
Calculating Risk- There's always a chance something will go wrong and we can't predict the how, what, when or where in the project process. What we can do is prepare for the possibility when calculating the timeline and cost. Making sure not to inflate the time or cost, but instead put in place an option that clearly states the possibilities and the time/cost associated with the potential problem,
These damages that could occur due to these hazards are accidents to workers, accidents to the general public, loss of skills and experience, damage to property, loss of time and production, loss of money on contracts, loss of reputation and future business. These factors can be divided and categorized into financial risks, environmental risks, management risks, transport risks and technical risks. The biggest risk for a contractor is around a tender stage when cost and a timescale commitments are given. Edges can be lost if the bill of amounts is not precise. Subcontractors may not remain by their quotes and work might be costlier than evaluated if the decision of development technique turns out not to be
Risk Management allows us to identify the problems which are unknown during the start of the project but may occurs later. Implementing an efficient risk management plan will ensure the better outcome of the project in terms of cost and time.