BMP 5004 Lecture Week 9 2
BMP 5004 Lecture Week 9 2
BMP 5004 Lecture Week 9 2
LEARNING OUTCOMES
• Project Risk Management is frequently overlooked, yet it is one of the more critical elements to
successful project delivery. Generally, delivering a project’s defined scope on time and within budget are
characteristics of project success (KPMG, 2014).
• Unfortunately, these success factors are often not achieved, especially for large complex projects where
both external influences and internal project requirements may change significantly over time.
• Project Risk Management is a continuous process of identifying, analysing, prioritising and mitigating
risks that threaten a project’s likelihood of success in terms of cost, schedule, quality, safety and
technical performance.
• Organisations and owners often consider project risk management activities as “nice to have” on a
project rather than as a core component of project controls.
• Additionally there is some confusion between organisations and project teams as to what exactly
constitutes risk management activities.
RISK MANAGEMENT OVERVIEW: WHAT IS
RISK?
• The set of hindrances that threaten the pursuit of business objectives (PMI BoK, 2004).
• Uncertainty inherent in plans and the possibility of something happening (i.e. a contingency) that can
affect the prospects of achieving business or project goals (Gaudenzi and Borghesi, 2013).
• Risk taking in projects is inevitable since projects are enablers of change; and change introduces
uncertainty, hence risk. It consists of a combination of the probability of a perceived threat or
opportunity occurring, and the magnitude of its impact on objectives, where:
VENTURE OUTCOME
(Project) (Products)
FAVORABLE
(Opportunity)
PROJECT
MANAGEMENT
INTEGRATION INFORMATION /
SCOPE COMMUNICATIONS
PROJECT RISK
Expectations, Ideas, Directives, Data
Feasibility Exchange Accuracy
Life Cycle, Environment
Requirements, Variables Availability, HUMAN
QUALITY Standards Productivity RESOURCE
Time Objectives,
Constraints Services, Plant, Materials:
Cost Objectives,
Performance
Restraints
TIME
CONTRACT /
PROCUREMENT
COST
RISKS VS ISSUES
• Many projects use risk and issue logs. Sometimes the management of issues and risks can become
confusing.
• If you have the freedom to define these items and their logs, and the subsequent management of
risks and issues; then great. Handle risks and issues as you desire. My suggestion is to follow the
PMBOK guidelines as closely as possible .
• If you are dictated by the company, organisation or management team to handle risks and issues in
a particular manner, then follow these guidelines. Document – in your Project Management Plan,
Risk Management Plan and/or Issue Management Plan – how you will handle risks and issues.
RISK IDENTIFICATION
RISK IN CORPORATE BUSINESS
• All risks are not independent, and frequently the greatest risk on a project
comes from a series of related/integrated events.
• Technical.
• External.
• Organisational.
•▪Project
Note: Management.
these are example types of risk and this list can be
modified to meet the needs of your project.
PROJECT
TECHNICAL EXTERNAL ORGANIZATIONAL
MANAGEMENT
SUBCONTRACTORS PROJECT
REQUIREMENTS ESTIMATING
& SUPPLIERS DEPENDENCIES
COMPLEXITY &
MARKET FUNDING CONTROLLING
INTERFACES
PERFORMANCES
& RELIABILITY CUSTOMER PRIORITIZATION COMMUNICATIONS
QUALITY WEATHER
• Assess the probability and impact of the five risks identified in exercise 1.
• Briefly describe each risk, and then rate each one as high, medium or low in
terms of probability and impact.
• The primary goal of the 'Plan' step is to prepare specific management responses to the
threats and opportunities identified; ideally to remove/reduce the threats and to maximise
the opportunities.
RISK RESPONSE CONSISTS OF…
• Exploit the situation. We will do whatever we can to make sure the event does
happen, so we can enjoy the rewards of the event.
• Share the ownership with a third party who can better enhance the situation.
• Accept the opportunity; take the advantages provided by the event, but do not
actively pursue the event.
RISK BUDGET
• Also, prepare an entry for one of the risks for the Risk Log.
• Each risk on the Risk Log is allocated a unique identifier as well as details such as:
• The PMBOK has a lot of great reference materials to assist you with your Risk
Management planning activities.
• Whatever you do, just do SOMETHING to address risk on your projects – and
do it in a structured manner.
• If your company/organisation does not have templates or a process in place,
develop your own tools.
• Use the PMBOK for ideas on the approach and build a risk register in Excel.
• A tab in Excel identifying your “plan” and another tab with the Risk
Register will work much better than nothing.
CONCLUSION (CONT.)