Professional Documents
Culture Documents
7017MAA
PROJECT MANAGEMENT
Dr. Anthony Olomolaiye
Dr. Karim Ahmed
11/1/2019
Time = Fast
Cost = Cheap
Project Quality = Good
Parameters
Fatal Injuries
The Health and Safety (Display Screen The Personal Protective Equipment
Equipment) Regulations 1992 at Work Regulations 1992
https://worksmart.org.uk/health‐advice/health‐and‐safety/employer‐ www.hse.gov.uk/diversity/index.htm
duties/what‐are‐main‐health‐and‐safety‐regulations
Financial argument
Costs:
Direct
Indirect (36xdirect?)
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1.Setting Policy
2. Planning & Setting Standards
3. Implementing, Organising & Educating staff
4. Measuring and Evaluating Performance
H&S Policy
Statements (2)
Need to describe in full:
1. How the company is going to set
up & maintain a safe working
environment
2. What H&S responsibilities already
exist
3. Who is responsible & for what
4. Arrangements for developing safe
systems of work
5. Arrangements for review &
update of the policy
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H&S Policy
Statements (3)
• Contents:
– Aims (not measurable)
– Objectives (are measurable)
• Clear and simple language
• Fairly brief, bullet points/smaller statements
• Signed & dated by the most senior person in the organisation
• May be separate policies for different departments
• Must be posted in prominent position and brought to attention
of new employees at induction
Organising H&S
The policy sets the direction and forms
written intentions
• Organisation of/for H&S needs to be
clearly communicated
• People need to know what they are
responsible for in day to day
operations
http://www.safetytrainingdownloads.com.au/image/cac
he/data/posters/workplace‐safety‐poster‐500x500.jpg
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Team
Leaders
Team
Members
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Do Not
Try
This At
Home
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Or This…….
True or False?
This picture represents a high-risk situation
Woof!
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Key Questions
• What is the risk – how will I recognise it if it
happens?
• What is the probability of it happening –
– high, medium or low?
• How serious a threat does it pose to the
project
– high, medium or low?
• What are the signals or triggers that I should
be looking out for?
• How should I deal with the risk?
Murphy’s Laws
1. In any field of endeavour, anything that can go wrong will go wrong
2. Left to themselves, things always go from bad to worse
3. the one that will go wrong is the
If there is a possibility of several things going wrong,
SOMETHING is
seriously WRONG if
EVERYTHING is going
SMOOTHLY on your
project!
‐ Dr. Anthony’s Law
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What is
risk?
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55%
Definitions of Risk
50% 49% Survey Results
45%
40%
% of Respondents
35%
30%
25%
22% 22%
20%
15%
10%
5% 4%
2%
0% An uncertain
The potential for the Any issue/ The amount that
condition/ event The difference
realisation of event that can be afforded
that has a negative/ between means
unwanted, negative may cause to be lost
positive effect on & ends
consequences of an deviation
Cutter Consortium Centre
www.cutter.com/press/020606.html event/ situation achieving some from the plan
objectives
© 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password‐protected website for classroom
use.
Dimensions of Risk
ABILITY OF ORGANISATION
TO COPE WITH RISK
DANGER
OF REWARD FOR
STATUS SUCCESS
QUO
PROBABILITY OF FAILURE
IMPACT
OF
FAILURE
Characteristics of
Risks
Risks are characterised by the fact that:
1. they are usually at least partially unknown
2. they change with time
3. they are manageable, in the sense that
action may be taken to change their impact
4. they exist only in the future tense – there
are no past risks, only actual occurrences
5. they exist in all projects
Risk
Affects decision making because people make
assumptions that are not always accurate
Perception
– scared of flying? – prefer to go by car?
– 290 times more likely to be killed in a road
accident than in an aircraft accident
• People can be confused by poorly presented
statistics such as:
– “Eating ‘x’ doubles the probability of dying from
Cancer” - PANIC!
Risk Management
The process concerned with conducting risk planning, identification, analysis,
responses, monitoring & control
Opportunities
Risk
Management
Processes
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Risk
Treatment
Management Risk Register Establish Risk Risk Reviews Risk Transfer
Plan
Plan Score
Lessons
Improve Risk Monitor Risk Learned
Score Score
Monitor the
risk PRAM
Project Risk Analysis & Management
Analyse the
risk
Respond to
the risk
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Risk Concepts
Risk management elements & process
RISK IDENTIFICATION
What and where Sources of risk
What are the risks?
are the risks? How do they arise?
Grouping & associations Maintain database
RISK TREATMENT
Identify options
What should be Evaluate options
Plan treatment measures
Done about them? Assess secondary risks
Allocate responsibilities
Implement treatment
Identification
Methods
• Professional experience
• ‘What if’ tests and simulation
• Brainstorming
• Experience and expert advice
• Benchmarks and check lists
• STEEPCOIL
Major output is the Risk Register!
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Risk Register
A log of all the identified risks, together with the
following:
RISK REGISTER
“The document containing the results of
the qualitative risk analysis, quantitative
risk analysis, & risk response planning.
The risk register details all identified risks,
including description, category, cause,
probability of occurring, impact(s) on
objectives, proposed responses, owners, &
current status.”
PMBOK® Guide
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Political
Economic
Social
Technical
Environmental
Legal
Date: Classification
Issue
Risk Risk Description Likelihood Impact Risk Reduction Measures Ownership
Number Scope Cost Time
10
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Monitor Analyse
the risk the risk
Respond
to the
risk
rare probable
catastrophe disaster
impact
management
bad luck challenge
accept externalise
low
low probability high
M
Impact
L M H
Probability
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2 R7
High
75%
ELIMINATE
6
50% Medium
MITIGATE 5
25%
CONTROL
4
7 Low
Impact
Good Practice
• Prevention is better than cure
• Use of preventive measures
– From market research, through design to
customer use and disposal
• Good codes of practice
– De‐commissioning
• Ensure that proper training is provided
– Communicate the information
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Contingency
Plan
• Specific allowances calculated on probability
and financial impact
Summary
• Pay attention to H & S in your project
– Some Project Managers have gone to jail
because of “Negligence”
• Focus on PRAM
– Aim to avoid unpleasant surprises
– Or at least ensure risks do not derail the project
• Follow RM processes
• Manage your Risk Register
– Keep risk identification & analysis work up-to-
date with regular risk reviews
Thank You.
Questions?