UNIVERSITY OF DAR ES SALAAM

COLLEGE OF ENGINEERING AND TECHNOLOGY (CoET),

DEPARTMENT OF STRUCTURAL AND CONSTRUCTION ENGINEERING (SCE).
MASTER OF SCIENCE IN CONSTRUCTION MANAGEMENT (MSc.CM).
MG 623: PROJECT MANAGEMENT.

ASSIGNMENT No.02b.

PROJECT RISK MANAGEMENT SUMMARY

PROJECT NAME: PROPOSED CONSTRUCTION OF 150 RESIDENTIAL
HOUSES FOR PUBLIC SERVANTS TO BE BUILT AT NZUGUNI AREA IN
DODOMA CITY TANZANIA.

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LECTURER: Dr. J. KAFUKU

GROUP 2 MEMBERS:
NAME: REGISTRATION NUMBER:
IBRAHIM NYIRENDA 2021-06-00892
DANIEL NKRUMAH 2020-06-01434
GEORGE KIGORA 2021-06-00877

SUBMISSION: 09TH OF JUNE 2022.

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INTRODUCTION. .............................................................................................................. 3
1.1 PROJECT OVERVIEW. .................................................................................................. 3
1.2 OBJECTIVE OF RISK MANAGEMENT PLAN. .......................................................... 3
TOP THREE RISKS. ........................................................................................................... 3
2.1 COVID-19 PANDEMIC. ................................................................................................. 3
2.2 SAFETY HAZARDS DUE TO LOCAL COMMON PRACTICE. ................................. 6
2.3 QUALIFIED LABOR SHORTAGE AND PRODUCTIVITY ISSUES. ......................... 6
RISK MANAGEMENT APPROACH. ............................................................................... 7
RISK IDENTIFICATION. .................................................................................................. 7
4.1 EXPERT INTERVIEW. ................................................................................................... 7
4.2 RISK ASSESSMENT MEETING. .................................................................................. 7
4.3 HISTORICAL REVIEW OF SIMILAR PROJECT. ....................................................... 8
RISK QUALIFICATION AND PRIOTIZATION. ............................................................. 8
RISK MONITORING. ......................................................................................................... 8
RISK MITIGATION AND AVOIDANCE. ........................................................................ 9
RISK REGISTER. ............................................................................................................... 9

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INTRODUCTION.
1.1 PROJECT OVERVIEW.
Hypothetically, the Tanzania Building Agency (TBA) is proposing to build 3500
residential houses in the Nzuguni Region of Dodoma on behalf of the Tanzanian
Government. The project's first phase will entail the construction of 150 residential units.
These homes will be utilized to house public servants and Government personnel who are
currently unable to find housing in Dodoma. We have been assigned as a team to produce
a Project Risk Management Plan for this initial part of the project before it is
implemented. (Assuming that, we are in for the post contract stage).
1.2 OBJECTIVE OF RISK MANAGEMENT PLAN.
The proposed project allows project team to operate in an area of uncertainty that comes
along with developing new and unique products (150 residential units). By doing so, the
project team take chances which results in risk playing a significant part in the project.
The purpose of the risk management plan is to establish the framework in which the
project team will identify risks and develop strategies to mitigate or avoid those risks.

TOP THREE RISKS.

The top three high probability and high impact risks to the proposed project are:
2.1 COVID-19 PANDEMIC.
It is evident that the issue of Covid-19 might bring many challenges throughout project
period. We are for the opinion that a pandemic like the Covid-19 might influence ability
to work efficiently on site or at all and may cause severe project delays. In addition, there
is a risk of delayed delivery, shipping or customs clearing of imported goods that may
cause project delay as well. Also there is a risk that most suppliers being operating for
credits might change their terms and conditions for procurement due to the effect of
Covid-19, probably they will not be stocking materials instead process orders/ ignite
production once they are fully paid. With Covid-19 which heavily touches every sector,
we anticipate that even Banks will be reluctant to borrow out the money due to fear of
non-performance of loans. We, as project managers will mitigate this risk by making sure
that advance payment is being pain on time.
Furthermore, we will recommend the following to address challenges in relation to
prevention and transmission of Corona virus while performing the tasks. However, it is
expected that the project team will be familiar with all other angles of performing a task
safely, i.e.: ergonomics, overall health and safety, normal construction site PPE etc. It
must be noted that, when PPE is used in infection and contamination prevention, it should
be managed as part of a complete PPE program which will include selection, fitting,
training, inspection, use, cleaning, maintenance, storage and safely discard as appropriate.

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Our recommendations are as follows:
1. Site supervisor (or occupational health and safety officer or any other senior
personnel) should be responsible for screening employees based on questionnaire
to check for symptoms or signs of Covid infection. Temperature screening using
infrared thermometers before and after shifts can be considered. The same should
be applied to inspectors, regulators (Government or from collaborating
companies). Visitors should have approval to be on site at least one day prior to
being physically present.
2. Staggered work is preferred. Personnel should work as far apart as possible. The
work should be planned so that only the necessary personnel are present.
Furthermore, maximum 50% of the workforce should be present at any time to
complete a task. When working within 2 m of each other, PPE must be worn, and
hygiene precautions strictly observed. In between shifts, any items such as tools,
frequently touched surfaces should be cleaned or disinfected.
3. Consider work teams. As an example, the workers working in one shift should
always be paired together and should not be teamed with others coming in
different shifts, if shifts are changed then the whole team should change shift
together. There should be minimal, if possible, zero, interaction between workers
from one team with the other and between workers and the general population
(only their families and their work teams).
4. Everyone entering the work premises should wash hands when entering and
leaving their work sites. They shall change into their work clothes and should not
work with clothes used to come to work with. Items such as keys, purse, wallets
and cellphones should be cleaned before entering the work site. In addition,
facemasks and hand sanitizers should ideally be provided for workers and they
should be aware of how to properly use these and their limitations.
5. There should be easy access to hand washing facilities, tissues and bins with
closed lids and workers should be encouraged to perform effective hand washing
regularly and observe coughing and sneezing etiquettes. Posters in English and
Swahili will be posted in various areas by the HSE contractor to sensitize on
matters such as:
a. Corona virus infographics;
b. Effective hand washing;
c. Enhanced hand rubbing (with alcohol concentration of at least 60%);
d. Coughing and sneezing etiquettes;
e. Maintaining a physical distance of at least 2 m between individuals. This includes
2 m between individuals in restrooms, break areas and walkways. Reflective or
high visibility jackets can be used to monitor physical distancing;

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f. Line of communication for someone who needs to self-report symptoms or wants
to notify of a sick colleague;
g. To stay home if feeling sick or unwell;
6. Each worker should have access to their own gloves and face masks in the
scenarios where work will be executed, and distance of 2 m will not be able to be
maintained for that task e.g. working on ladders which needs minimum of two
people. There should be no sharing of personal items at all.
7. The environment for reporting symptoms should be friendly to encourage
notification. Pay cuts for days off should not be used to penalize workers that fall
sick by Covid-19 like symptoms.
8. If there is a sick person who is either a suspected or confirmed case for Corona
Virus, the protocols must be adhered to which also specify conditions for return to
work after illness. In addition, the flow chart should be followed as well.

Diagram 1: Site communication protocol for Covid-19 issues.

9. If tools are being shared between workers, they need to be cleaned/disinfected
before being shared. High use equipment such as aerial lifts, forklifts, skid loaders
and buggies should be wiped down frequently especially between different
drivers.
10. Toolbox talks on the Corona Virus, hygiene, PPE etc. before commencing each
shift is recommended (should maintain physical distance during these meetings
and any other meeting held). Also mobile money/online banks transfer systems for
payment of wages and salaries is highly encouraged.

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 11. Food vendors serving the workers should be encouraged to have pre-packaged
meals which can be distributed (ideally in disposable utensils) to avoid communal
settings and self-serving options.
12. Lunch times and breaks can be scheduled to avoid gathering of too many people
in an area at once. Also the site manager to audit daily site keeping and cleaning
effectiveness to ensure quality.
2.2 SAFETY HAZARDS DUE TO LOCAL COMMON PRACTICE.
Due to local common practice, there is a high risk of HSE incidents or near misses during
construction. As project managers, we will ensure that the following list is followed
throughout the duration of the project. This will include, but not be limited to, the items
listed below.
a. Emergency drills are properly organized, performed and records are kept properly;
b. First aid record forms are adhered to;
c. First aid treatment forms are adhered to;
d. HSE accidents record forms are adhered to;
e. Safety (SJA) checklist forms are adhered to;
f. Safety induction programmes are executed appropriately;
g. Body temperature records are adhered to;
h. Toolbox meeting to be conducted regularly;
i. Site inspection forms are adhered to.
2.3 QUALIFIED LABOR SHORTAGE AND PRODUCTIVITY ISSUES.
Not having enough workers available to complete a project or hit productivity goals is a
huge risk when taking on new projects. Without the manpower to perform the work, the
project can suffer from longer construction schedules and potential delays in delivering
the project on time to the owner.
The construction industry lost over a good number of jobs from the very first wave of the
Covid-19 pandemic but has since gained back all that was lost and the number of jobs is
now higher than it was prior to the start of the pandemic. To fill vacancies, many
construction firms have been taking on employees with little or no previous construction
experience. This is not necessarily a bad thing, but there are additional risks that come
with having a less experienced crew. These workers will not have the same skill sets as
experienced workers, meaning they will be less productive and will probably need closer
supervision when they are first starting out.
Added to the above, safety is also a construction project risk factor to consider when
working with new employees. They lack the training and experience to know all the rules
or be able to identify hazardous situations on the jobsite. Safety training is just as, if not
more, important as skills training and should be a top priority with new hires.

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We recommend the following approach to combat labor shortages, offer competitive
wages and benefits, and develop a strong company culture that values employees and
rewards hard work and dedication. This requires time and money to invest in the training
and development of your workforce.
Finally, to retain workers, provide opportunities for training, mentoring, and continuing
education courses available to both your new and existing employees. Establish
advancement opportunities and career paths for workers to move up within the
organization.

RISK MANAGEMENT APPROACH.

The approach we are suggesting to manage risks for the proposed project included a
methodical process by which the project team identified, scored, and ranked the various
risks. The most likely and highest impact risks were added to the project schedule to
ensure that the assigned risk managers take the necessary steps to implement the
mitigation response at the appropriate time during the schedule. Risk managers will
provide status updates on their assigned risks in the bi-weekly project team meetings, but
only when the meetings include their risk’s planned timeframe. Upon the completion of
the project, during the closing process, the project manager will analyze each risk as well
as the risk management process. Based on this analysis, the project manager will identify
any improvements that can be made to the risk management process for future projects.
These improvements will be captured as part of the lessons learned knowledge base.

RISK IDENTIFICATION.
We assume that, risk identification was conducted in the initial project risk assessment
meeting. The method used by the project team to identify risks was the Crawford Slip
method. We, the project managers chaired the risk assessment meeting and distributed
notepads to each member of the team and allowed 10 minutes for all team members to
record as many risks as possible.
4.1 EXPERT INTERVIEW.
We assume that, two Expert Interviews were held for this project. The interviews
revealed several risks which were then mitigated by making changes to the project plan.
The remaining risks are to be included in the Risk Register.
4.2 RISK ASSESSMENT MEETING.
We assume that, a risk assessment meeting was held with key team members and
stakeholders. The risks identified during this meeting were added to the project plan and
Risk Register.

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 4.3 HISTORICAL REVIEW OF SIMILAR PROJECT.
We assume that, the project team reviewed the history of similar projects in order to
determine the most common risks and the strategies used to mitigate those risks.

RISK QUALIFICATION AND PRIOTIZATION.

In order to determine the severity of the risks identified by the team, a probability and
impact factor was assigned to each risk. This process allowed us (the project manager) to
prioritize risks based upon the effect they may have on the project. The project manager
utilized a probability-impact matrix to facilitate the team in moving each risk to the
appropriate place on the chart.
Once the risks were assigned a probability and impact and placed in the appropriate
position on the chart, the recorder captured the finished product and the project manager
moved the process on to the next step: risk mitigation/avoidance planning.

Table 1: Example of a probability-impact matrix.

RISK MONITORING.
The most likely and greatest impact risks shall be added to the project plan to ensure that
they are monitored during the time the project is exposed to each risk. During the bi-
weekly project team meeting will discuss the status of that risk; however, only risks
which fall in the current time period will be discussed. Risk monitoring will be a
continuous process throughout the life of the project. As risks approach on the project
schedule we (the project manager) will provide the necessary status updates which

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include the risk status, identification of trigger conditions, and the documentation of the
results of the risk response.

RISK MITIGATION AND AVOIDANCE.

We, the project managers have led the project team in developing responses to each
identified risk. As more risks are identified, they will be qualified and the team will
develop avoidance and mitigation strategies. These risks will also be added to the Risk
Register and the project plan to ensure they are monitored at the appropriate times and are
responded to accordingly.
We assume that, the risks for the proposed project will be managed and controlled within
the constraints of time, scope, and cost. All identified risks will be evaluated in order to
determine how they affect this triple constraint. We, the project managers, with the
assistance of the project team, will determine the best way to respond to each risk to
ensure compliance with these constraints.
In extreme cases it may be necessary to allow flexibility to one of the project’s
constraints. Only one of the constraints for the proposed project allows for flexibility as a
last resort. If necessary, funding may be added (contingency) to the project to allow for
more resources in order to meet the time (schedule) and scope constraints. Time and
scope are firm constraints and allow for no flexibility. Again, the cost constraint is
flexible only in extreme cases where no other risk avoidance or mitigation strategy will
work.

RISK REGISTER.
The Risk Register for the proposed project is a log of all identified risks, their probability
and impact to the project, the category they belong to, mitigation strategy, and when the
risk will occur. The register was created through the initial project risk management
meeting led by the project managers. During this meeting, the project team identified and
categorized each risk. Additionally, the team assigned each risk a score based on the
probability of it occurring and the impact it could potentially have. The Risk Register
also contains the mitigation strategy for each risk as well as when the risk is likely to
occur.
Based on the identified risks and timeframes in the risk register, each risk has been added
to the project plan. At the appropriate time in the plan—prior to when the risk is most
likely to occur—we, the project managers will ensure adherence to the agreed upon
mitigation strategy. Also, we will provide the status of the risk at the bi-weekly project
team meeting for risk’s planned timeframe.

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Table 2: Example of a risk register.

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