Project Management

Final term Paper

Submitted by:
Sadia Yasmeen (033)
BBA-VIII
Submitted To:
Sir: Tanveer Abbas
Dated:
15-8-2020
Question#1

Article review

“Corruption in public projects and megaprojects: There is an elephant in the

room”

This article was written by Giorgio locatelli and Giacomo Mariani in 2016 about corruption in
the public sector projects. Corruption in the building of public development has mainly important
indications for developing countries. Unfit project choice, excessive prices, low quality, over
time and cost invades, improper maintenance, and low rate of returns on investments, effect
economy negatively and increase poverty levels. Corruption during the premature phases of the
project life cycle (the time when projects are planned and designed for quality and budget
considerations), open the doors for more corruption in the previous stages of project.
Literature also support the concept of corruption in projects but after analyzing different
literature we have concluded that there is little work done in literature that discussed corruption
especially in public sector. Internationally there has been an important focus on major big
projects, megaprojects are those that have large investment ratio, large complexity levels, and
enduring effect on the economic condition (Brookes and Locatelli, 2015). This research paper
defines a corrupt project context as a habitat and surrounding where the concept of corruption is
native that is here for early ages. To define this concept of corrupt project context, Giorgio
locatelli and Giacomo Mariani used the institutional theory, which gives an elastic and supple
way of pre conceive the institutions. According to (Henisz et al., 2015; Smcott, 2005),
Institutional theory which is also known as institutionalism utilize different country and
government’s institutional features and attributes, like prevailing rules, well-explained anti-
corruption standards, and individualistic anti-corruption organizations with imposition powers, to
elaborate corruption in the sectors of government.
According to the authors of this article Institutional theory discuss the procedures and schemes
through which system, schemas, rule/norms, and routines become a traditional as reliable
guidelines for social attitude (Scott, 2004). In understanding of corruption, institutional theory
talk about social context and gives a classification for realizing how corruption can rooted in
many organizations, and in society, is spite of the availability of anti-corruption organizations

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(Luoe, 2006). Institutional theory reviewed that corruption is determined the nature, personality
and clarity of the political structure and country other’s institutions. It also accept and discussed
that the relationship among corruption, organizations, political structure, culture setting and
different gender is highly compound (mebski, 2018; Stemsöta, Wäugnerud and Svynsson, 2012).
Giorgio locatelli and Giacomo Mariani states that corruption is a major big threat to economic
development. Several organizations, like the UN, the World Bank, want to fight against this
problem. Till now, however, the policies to change the negative practices of a country, from
corrupt to neat and clean have proved failed in most circumstances. There are different means to
explain this consistency of corruption practices. The time that used to mitigate the problem have
been underestimated. There is also a failure in the establishment of anticorruption policies. And
finally, the rewards to execute the adequate measures are worse among politicians that are using
current political system for their own benefits.

The methodology of this research paper was designed to answer the two research questions.
Question no 1 was discussed with the help of previous critical literature. Research question no 2
was elaborated by the literature review exploring with the one Italian case study. The 1 st research
question was established to understand which project features favor corruption concept in public
sector. These features include scope and size of the project, complexity of governmental
procedures. The 2nd research question discussed how corruption affects project execution. To
solve this question, the authors performed a deep analysis of the Italian fast-speed railway
project. By comparing the Italian case with European megaprojects, they able to answer the
research question.

Authors of this research paper pointed out that corruption is mainly divided into two types, first
is petty corruption that indicated to everyday misuse of charge power by public officials and
administrative people in their interconnections with common citizens; second one is grand
corruption which refers to the actions of corruption done by relevant government organizations.
Its sub-category named political corruption which point out to the alteration of policies and rules
in the allocation process of finances and other capital resources by policy-creators.

This research paper also discussed that corruption can occur in many different ways, the most
prevailing are (Anti-Corruption policies department, 2014; GIACC, 2015); (1) Bribery: which is
performed when an individual either offers/ provides some advantages to another person, or

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monetary rewards to act double-dealing, (2) Extortion: states the offence of getting money or
other valuables by the misuse of office or power of authority, (3) Fraud: it involves reprobate
cheating a honest party to avail some monetary or other than monetary advantages, (4) Abuse of
power: when an individual person in government office intentionally acts in a manner that is
opposite to his/her prestigious role and cause to breach the public trust, (5) Embezzlement: this
type of corruption refers to the expropriation of property or funds that are legally charge to
someone in their formal legal state as guardian, (6) Nepotism: it happens when the decision
makers give priority to their friends and relatives. So firms working in public sector that are not
paying much attention to bribes are more vulnerable to business loses and corruption (Grad
Lambsdorff et al., 2014).

It is strongly argued in whole research article that corruption affects negatively project execution
because: It detains delivery times and increases development costs. It decrease the possible great
economy of country because subprime and insignificant projects are performed. It also reduces
the efficiency and effectiveness that favor construction organizations with corrupt
interconnections rather than the most honest ones. It diminish the quality and safety of end
products/services. It increases the variable cost of providing services to end users. The most
harmful result of corruption in public projects is that it ceil access for the poor because of the
premium price of services related with increased costs in construction and maintenance. It also
esteem the development of monopolies in economy.

Corruption is detrimental for management and project success. During the project initial stage,
the foundation suffer excessive costs and budget. Likewise, if we talk about schedule, there are
extraordinary delays. During the production phase, the structure fail to provide the expected
results and benefits. For this article case-study approach was used which has some limitations, it
cannot show quantitatively results that what is the exactly impact of a corrupt context on a
project execution. Firstly, future research should deep study on the correlation between
corruption and project negative execution while comparing the costs of same megaprojects in
countries with contrasting extent of corruption.

The biggest dare is to differentiate corruption from other causes that may lead failure of
megaprojects. For this purpose future studies should addressed the correlation between project
management feature (e.g. Risk allocation plus mitigation strategies etc.) and corruption and then

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scrutinize the causes behind this correlation. Attempts to better transparency should focus on the
procedures involving decision-making during project preparation and planning. However, where
corruption is deeply implant, cracking and smashing the links among participants in the different
stages of project distribution can be the only mean to improve the administration of project
preparation and execution.

References:
1. Almtyhighi, M. (1993, April 1), “II giudice Mecco scandal petroli: non ripetiamoz certi
errori”, Il Corriere della sera 12(10,223-255.
2. nelloesteros-Pérez, P., Skit, M., Nellicer, E., Gonlez-Cruz, M.C., 2016. Scoring rules and
abnormally low bids criteria in construction tenders: a taxonomic review. Manage and
Economic effects. 33 (4), 259–278.
3. Camtarelli, D., Flgvbjerg, B., 2015. Decision Forming and Large Transport Infrastructures:
the Role of Projectexceution. In: Hicklam, R., Givoni, M., BoMilla, C., Banister, D. (Eds.),
Guide on Infrastructure and Development. Edward Elgar, Cheghtenham, pp. 380–393.
4. Melgytti, G., 2011. November (22), “Inbalza, Il Vera Intoccabele dell'amta velobità” (Il
fatto quotidiano). Oice, 2007. Rotaie verso l'Europa.
5. Jells, J., 2016. Corruption and Construction: a View from the public sector. In: Søoride, T.,
Aled, W. (EBds.), CorruptioN and Nepotisim. Real World problems. Edmard Elwar
Publishing Ltd, pp. 25–34.
6. Vea, C., Skitkore, C., 2013. “Professional laws in the constructiondepartment”,
Engineering. Managemet. 10 (2), 117–127.
7. Tresman, D., 2007. What have we discussed about the reasons of corruption from seven
years of cross-National Research? Abhu. Rev. Pole. Sci. 10 (1), 211–244.

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Question #2
Disney’s expedition Everest

Critical success metrics for Walt Disneyland’s park

Measurement of project success:

Measurement of different metrics (time, budge, quality) are very important for a project to be
successful. A project can be successful if it stick to the pre-planned timeline, its total budget,
remains its scope statement. Customer satisfaction and overall project performance in end
project; quality.

Key Project management metrics used in Disney case study:

 Quality
 Cost
 Performance
 Budget
 Schedule
 Customer satisfaction

Benefits of using performance metrics at Walt Disney:

Efficient metrics of project management help Walt Disney to improve their grasp by eliminating
unpredictability so that they can make well better decisions.

1. Cost Metrics related to Project management can demonstrate worth team. Return on
Investment (ROI) is a commonly used metric to demonstrate the value of overall Disney’s
park project.
2. Cost estimation is important to assess value of the project on the other hand, progressive
thinking impose more value on enhancing performance. 
3. If the assigning float time is hindering a following task completion, we can create
accommodations in slack time so the project accomplishment date is not at danger.

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Question No 2: part A

Prioritization of success metrics

As a manager at Disney’s project of expedition Everest I would make rides quality (safety and
performance) and customer satisfaction/acceptance, my top priorities to make this project
successful. After that I will prioritize cost and schedule of this project. Because our main focus is
to provide best quality and safety to our customers which in turn create value for them.

1. Quality and safety of rides:

The Company focus to reduce the risks and related costs by giving extra quality and full time
technical service experience that encourage to provide the safe environment to customers.

 The Company furnish a team of trained staff that concentrate on training workers in the
field’s safety, health of all visiting customers, and concerned environmental problems.
 These strategies attain not only closeness with legal requirements, but also develop a
culture that focus on the extra protective measures against wounds and illness.
 Walt Disney’s teams are committed to encourage a safe environment for customers. More
than a thousand members are engage in security force at the company.

Overall safe riding process of Disney:

Customers are transferred up the track, through a chain of bending and twisting turns, until they
experience with the Yeti (monstrous and dangerous creature). Now another unique aspect of the
allure appears, train start running reverse down the route, this situation is out of control for
customers but through the stability of the ride, guests encounter a scenery of views and sounds
peaking in a 40 mph downwards the mountain and reverse to the safety of the village.

Inform customers about safety guidelines:

Safety is the top priority for company. Walt Disney develop parks as a destination that families
could have entertainment together in a cleaner, safe environment.

 Disney’s aim is to create every trip to parks and restaurant a supernatural service
encounter that is free of mishaps.

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  Disney plan and make a smart and unique seat belt for their use on some of their
sensational rides that amazingly cannot be opened by the customers until the ride stops.

Introduced Safety technology:

Some up to dated safety technologies were adapted by Disney are: Inessential gaps and brakes;
Double-ride command systems; Keep check on seat belts; track sensors; and multi-screen video
checks of all rides.

2. Customer satisfaction or acceptance

Disney’s attempts to provide a world-class ride service encounter to its users; they show the
Imagineers’ willingness to tell a story that matches the folk tales of the Yeti character with the
distinctive history of the Nepalese living in the umbrella of the tallest mountain of world. They
use different color schemes and interactive images to create customer value. Also provide
peaceful yet enjoyable environment to the customers. They design the theme parks in a way that
it facilitate customers in number of ways.

3. Cost

After analyzing the case study I concluded that cost factor was less important for Walt Disney as
they primarily focus on quality of their project and customer satisfaction. Here are some points
that show the cost element of this big project;

 More than 900 large plants, 10 types of trees, and 110 different kinds of shrubs and
bushes were planted to develop the feeling of the Himalayan plains nearby Mount
Everest.
 Additionally 1,800 tons of steel used to build the mountain. The wrapping of the
mountain model was done utilizing more than 3,000 readymade chips.
 For proper color themes, 2,000 gallons of paint was used on rocks.
 More than 2,000 handmade items from Asia are used as for architectural decoration.
4. Schedule

This project developed in several years because Disney sent their teams on frequent trips to the
Himalayas (Nepal) to examine the lands, structure, colors, environment, and culture of that area,
to choose and create the most suitable position for this attraction.
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Question No 2: Part (B)

Disney use the “atmosphere” to maximize the experience while minimizing complaints
about length of wait for the ride

When we think about the lengths that families to Disney parks, we influenced with Disney’s
capacity to attain customers to capture them with the magical encounter and motivating them to
coming back again and again. One astonishing reason about what builds the magic factor in
the customer experience of Disney its; their united team efforts in doing works and maximizing
and enhancing enjoyment in the most dull and boring tasks related with developing a theme park
like Disney.

Magic atmosphere of Walt Disney’ rides:

Rider users on Expedition Everest enjoy a legitimate sense of the atmosphere that company
created with so much hard work.

Step 1: The customers’ experience starts by set footing into the building of the Himalayan Park
they get permits for their trips from company.

Step 2: Next, users pass over General Store of Tashi to stocking their supplies for whole
enjoyable journey toward the top of the mountain.

Step 3: Finally, guests pass over an ancient tea shop that consist of an amazing museum that
reflects culture of Nepal, history of the Himalayas Mountains, and folktales regarding Yeti
character.

Step 4: Now permission is given to the guests to use the Rail facility for their trip to the peak of
mountain. These all facilities provide customers an excellent experience and they can spend their
waiting time more enjoyable other than boring normally associated with wait.

Process lead to create great atmosphere:

Walt was preoccupied with the process factor. The company knew that the providence of a
unique and enjoyable experience every time is totally depending on development of a process.
Walt Disney considered their theme parks completely as factories of experience that generate fun

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and entertainment. Company believe that the Quality of Service is totally dependent on creating
perfect processes and then repeating them at large again and again.

Main goals; better service encounters / customer’s experiences and value creation:

Disney pay close attention to improve their processes on regular basis. For them small thing
matters a lot and can be a source to create value for their customers. Here are some strategies that
company used to build an awesome atmosphere:

1. Minimizing customer’s objections and complaints:

In spite of the efforts done to inform customers of maximum height restriction, for example
sometimes a little child have to wait with their parents to go by using ride, then suddenly they are
informed that he or she isn’t tall sufficient. Now in this situation Disney realized that this was the
main objection from parents and this limitation destroy the experience of children. They provide
staff with permission to hand over a special pass ticket when situation like this happens, then
they will allow the kids to skip the entering point of the line.

2. Environmental hygiene:
(a) Placement of trash cans:

Walt developed the perfect arrangement of trash cans. Team and staff chase scattered pieces of
waste in order to maintain the cleanliness in the environment of the park. Walt researched and
realized that people typically would refuse if trash boxes are not positioned close to park guests
as they walk through the theme park.

(b) Placement of natural elements:

This identical level of concern about experience is seen in the making and establishment the
theme park and overall atmosphere. They placed natural components like trees, shrubs, and other
signals to mainly define the unique section of the park.

3. Sound systems to give an aesthetic feeling:

Also they used the sound system throughout the park in order to create and maintain the right
mood of walkers. About 15,000 speakers used for this purpose to provide an aesthetic feeling
and create great atmosphere.

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4. Unique themes all the time:

Different color themes and 3d images are used to attract customers in Disneyland parks. If we
remove the themes of parks, I think there nothing left special about rides. These themes are the
main point of differentiation for Disney land parks.

5. Ending the experience strong:

To end a magic experience with smooth exit is very important. But unluckily, Disney realized
that many guest users face a problem in finding their cars when quitting on trains or cable cars.
To solve this problem now cable car drivers keep with them a simple list of rows they worked
every morning, at the final time of the day it is dispersed to different team members. This help
guests to simply hand out the time they come, and the cable car drivers will let them know in
what location the guest users parked in. it is a big achievement for ending the day without
problems.

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 Question #3
Different Projects and risk mitigation strategies
Example#1 Bus Rapid Transit BRT PROJECT

Risk involved Risk description Risk mitigation strategy used

Political risk There was Political force Accept risk strategy: All viable proceed actions have been made
to complete project to help the government to deliver the main measurements of
implementation before citizen works before the mid of 2018 elections. Big consulting
the elections of 2018 firms have been summon ahead of loan acceptance by the PDA.
which may be Works are expected to begin as soon as the loan is announced
underestimate the effective in September 2017. Subsequent funds used to shift
quality of the project advantages of loan acceptance.
structure and execution.
Stakeholder Longtime interests of Minimize risk strategy:
risk existing public transport  Existing drivers: committed cost and advertiser support
drivers, shopkeepers, provided to the drivers and operators to ease bus industry
that try to threaten the through talks and negotiation.
project during  Shopkeepers and others: The Government of KPK engaged
implementation and associations of traders and other key to show the project
execution. structural design, take into account their legal and social
concerns, and ensure precession, so that these stakeholders do
not take a stand against this project or ask to alter the project
design and structure.

Social risk Unemployment issue of Transfer risk strategy: The BRT project design consist of
individual exclusive bus committed cost and advisory back to benefit the bus industry
drivers and other people through size and volume building to operate this project. This
of that area. consist of training old drivers and workers, who will be provided
with employment to build the BRT system. The BRT system
anticipated 4,000 jobs for those workers.
Governance Control of corruption, Minimize and control risk strategy:

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risk government efficiency, Provincial government has initiated improvements to reinforce
and overall project governance. The Ehtasab Commission was developed to promote
quality. accountability and check on project progress.

Critical analysis of current strategies (in term of success and failure) and suggestion for
more strategies:

 The all strategies that they have used were fruitful to some extent but accepting schedule
risk was not successful as all Pakistani projects like BRT faces many lags in schedules
and this project is also delayed for so many times
 They should use any share risk strategy to transfer some of their budget and cost
considerations to their partner party.

Example #2 Danish school project

This project was established in 2010 by CM Shehbaz sharif to make education possible for
everyone by facilitating middle and lower class. Pakistan is a country which faces educational
problems since ages because in our country education and health sectors are most neglected one.
So for this reason it was an initiative by ruling party of that time, Muslim league (N).

Risk involved Risk description Risk mitigation strategy

Financial risk It was an expensive project. Many Accept risk: the project team selected the accept
educationists and even officials belong strategy to recognize associated risks to project
to the Education Department believe that budget and develop ideas to minimize the risk of
such expensive and conspicuous projects low budget, in result all team persons are well
like Daanish schools have large aware of the budget risk and its related results.
investments to complete.

Operational risk Operational risks include the efficiency Transfer risk strategy: In a case if a production
in the whole execution period. Structural team make a new product or service, but the end
designs and its associated flaws and also result show some defects and problems. The
team members’ skills and their total defects may not be considered mainly caused by
efficiency. In this case NESPAK was the production process, rather, caused by problems

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 contractor chosen by the government so with stuff purchased from an outside supplier or
major liability was held toward this third contractor. In this case all operational risks will be
party. transferred to NESPAK company.
Governance risk These risks relates to board and Accept risk:
management performance. Whenever Contractor and owner of this project used accept
government or any party hire their risk strategy to overcome issue regarding
consultants they must follow P&D governance of the project. They accept to follow
instructions for a successful completion and adhere all the planning and development
of a project and to enhance their public guidelines to avoid any kind of mishaps.
image and reputation.

Critical analysis of existing strategies and suggestions for other strategies:

 Their accept risk strategy of functional and operational aspects of project is not
successful as according to CM inspection team, Daanish school building fall apart within
first year of its opening in Attock city. Their ware many issues appeared in school
building like cracks in walls of classrooms, roofs and pipes were also leaked. This all
situation force management of school to shut down its operations, thus they close their
tow dining halls for the sake of precious lives of many students. Inspection team
investigate that structural design of school and material used were not satisfactory. The
collapse of this building cost Rs698m within one year.
 Transfer risk strategy was also not in their favor because Not only NESPAK, but also the
GM (director manager) of this project is found guilty for not properly checking the whole
structural designs, and failed to identify the shortcomings in proposed drawings by
consultant. The whole construction process was handover to the consultant and the result
was in the form of monetary loss which our government realized afterwards. Building
defects that appear were structural failure proposed by the third party (consultant) which
was NESPAK (national engineering services Pakistan). They did not mention any kind of
flaws or deficiencies during the whole execution period.
 They should use risk minimize strategy in terms of performance, budget and to minimize
the structural flaws that appeared in execution process.

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 Example#3 Islamabad metro bus project (IMBP)

Risk involved Risk description Risk mitigation strategies used

Financial It was also an expensive and high Accept risk strategy:
budget project started by Pakistan The accept strategy being utilized in this project to
government. The Islamabad Metro access risks related cost and budget. The government
Bus budget a cost of about Rs. 46 accept the overall budget constraints and tried to
billion according to the officials remain whiten allocated cost estimations.
releasing of facts and figures.
Contract risk HCS (Habib construction services) Transfer risk strategy:
was the contractor of this project. All the operational responsibilities were transfer to
Contract risk is found in this the third party which was HCS, government ensured
project as it involved a key that if ant operational mishaps occurs or there were
stakeholder in form of contractor found ant structural flaws or overall quality
that could influence the overall underestimated then all risk will be faced by the
quality and efficiency of the contractor.
project.
Schedule risk Schedule risk of IMBP was that it  Accept risk strategy:
must be finished whiten due date
It help the company to recognize possible risks that
and all predecessor activities must
could negatively or positively impact scheduling
finish on time so that other
factor of project, so that the project must be on right
successor activities will be
track to meet its pre-determined deadlines.
completed on early dates.
Stakeholders risk Stakeholders of this project were Minimize risk strategy:
consumers, suppliers and Projects like these are constructed on the power of
government. So it was necessary to many stakeholders if these key stakeholders have
check the customer acceptance of some kind of issues with production or execution
this project. Concerns of different process they can negatively influence the project
stakeholders are very necessary to success. Management of IMBP also take into account
make a project successful. As this the different considerations of these people and
project also faces some offering many benefits like fast and easy

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 environmental risks in a sense that transportation in low fares to minimize the risks that
many tree were cut down to make may occur due to these stakeholders.
bus lines.
Political risks Political risks occurs in these type Accept risk strategy:
of construction projects as they Team management decided to accept the political risk
take longer time to complete in this as in our country political instability is common no
time some political changes and one can exactly predict the upcoming political
instability can influence the situation. Construction projects mostly starts in one’s
progress level of ongoing project. government period and complete in another’s period
of government.

Critical analysis of existing strategies and suggestions for other strategies

 Minimize risk strategy in terms of stakeholders’ concerns related to fares and overall
project safety and performance is not as successful as it should be. As many deadly
accidents occurs when buses completely start working.
 Fares are also going to be high in upcoming months that could be a cause to threaten the
stakeholder’s interest in this project.
 This project was mainly divided into 5 phases. Phase 1 was given to HCS consisting of
construction of flyovers, and pedestrian passes. HCS was first to complete its given
phase/package and considered as number one contractor thus transfer risk strategy was to
some extent was succeefull.
 But schedule delays were there and Project faces many delays by the company.
 Share risk strategy and risk minimize strategy should be incorporate in this mega project
so that government can decrease their burden by sharing some of its responsibility to the
2nd party.

Example #4 Construction of Sharda and autquman briges over neelum river

project

Risks Risk description Risk mitigation strategies used

involved
Schedule risk It involves delay during construction Transfer risk: Sometimes a project takes longer to

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 phase. The work may be postponed due complete, and while this is a risk itself, transference
to the miscommunication between the strategies can be used to shift the burden of being
individuals working in office and on site, behind schedule to the team members responsible
transportation problems and for time management, rather than the company as a
environmental conditions. During the whole. With the consequences transferred to the
bridge construction, casting of deck slabs team members responsible for scheduling, the
and pillars take very much time because production team, design team or others can focus
they are huge in number and this also on completing the rest of their tasks. As mentioned
directly affect the cost consideration of all above projects schedule risks were shifted to the
this constructions and maintenance third party by government.
project.

Financial risk Financial risk may arise due to the Accept and minimize risk strategy:
unavailability of funds, hike in material Both accept and minimize risk strategy was used
prices and financial failure of contractor by company for budget considerations. They
because experience is needed for pricing decided to stay within allocated budget and try to
the tender. The project is delayed mostly keep it low by utilizing the natural resources of
due to this risk because when we have Neelum river as water, electricity and skilled
not sufficient raw material the project labors. In this way they also created jobs for many
will be delayed. people by providing them a source of employment.
Risk acceptance is the common strategy used by
all over project.
Operational The tempo of the work is carried out Share risk strategy: These types of risks are
risk when there is coordination between consist of performance related issues for example
engineers and workers and if the relation overall team efficiency and productivity or end-
between them is not up to the mark or product results. So this construction project such
there is any conflict between co-workers operational risk was shared among government and
then the work will be delayed. Moreover, PTDC (Pakistan tourism development corporation)
poor site management, strikes and theft and Kashmir government. All these key
can delay the project. stakeholders join their efforts to share and thus
minimize these operational risks.
Health and Many accidents may occur because Accept risk strategy:

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safety risk building a bridge over river is not an easy This is the fact that constructions projects in
task. At construction site workers safety Pakistan and all over the world are full of accidents
should be given an importance. Personal and safety concerns of workers. Knowing all
Protective equipment should be given to health and safety risks associated with this project
workers along with the training so that management team and labours accept these risks
they can work in a safe environment. and well aware about how to avoid unpleasant
events during construction and production process.

Critical analysis of existing strategies (in terms of success and failure) and suggestions for
other strategies:

 The accept risk strategy regarding budget constraints, selected by company went well as
they remain within the committed budget.
 Risk sharing strategy to share the burden of operational responsibilities was also good
initiative to transfer some of responsibilities to other stakeholders so overall project
performance would satisfactory.
 But transfer risk in terms of project schedule to the third party causes some delays in
project completion and it could not meet its early deadline.
 Minimize risk strategies will be viable option for this project in order to decrease the
project cost and time factors.

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