Risk Managing

RISK MANAGING

Introduction

In recent year's intensive research and development has been done in the areas of project risk management .It is widely recognized as one of the most critical produces and capability areas in the field of project management.

Every non-profit organization faces a cretin amount of risk, whether it's ensuring the health and well being of their volunteers or protecting their premises. Risk management is a process of thinking systematically about all possible risk problem or disaster before they happen and setting up procedures that will avoid the risk, or minimize its impact.

Through my research I came across the following problems:

1. What is risk?

2. What is risk management?

3. Why should we bother with risk management?

4. Insuring Against Risk

Risk is virtually anything that threatens or limits the ability of a community or nonprofit Organization to achieve its mission.

It can be unexpected and unpredictable events such as destruction of a building, the

Wiping of all computer files, loss of funds through theft or an injury to a member or visitor who trips on a slippery floor and decides to sue.

What is risk management?

Risk management is a process of thinking systematically about all possible risks, Problems or disasters before they happen and setting up procedures that will avoid the risk, or minimize its impact, or cope with its impact. It is basically setting up a Process where you can identify the risk and set up a strategy to control or deal with it.

It is also about making a realistic evaluation of the true level of risk. The chance of a tidal wave taking out your annual beach picnic is fairly slim. The chance of your group's bus being involved in a road accident is a bit more pressing. Risk management begins with three basic questions:

1. What can go wrong?

2. What will we do to prevent it?

3. What will we do if it happens?

Why should we bother with risk management?

There are a number of reasons why a community or non-profit group should put Some time into considering risk management and it does go beyond the recent issue of rising insurance premiums.

1. For own safety

For an atmosphere where everyone feels safe and secure and Knows their safety and security is one of the paramount considerations in Every activity undertakes.

2. For safety of others

The mission of most community groups is to help people, not harm them. If you are providing services for outside clients/groups the aim is to enhance their lives not do something that causes them pain, either physical or mental.

4. Insuring Against Risk

Insurance is not a substitute for risk management. Getting insurance only comes into the picture when you've done all you can to minimize risk. You can't foresee everything, though, and you can't avoid quite a lot of what you can foresee, and so you want to spread the risks across the sector; which means insurance is needed.

Aims and Objectives

· To identify and priorities potential risk event

· Isolate and minimize risk

· Eliminate risk where possible and practical

· Establish time and money reserves to cover risk cannot be mitigated

· Find ways to identify and evaluate risk

2. Risk in Construction

Construction is undeniably a risk business for many reasons, this including:

· Poor record of cost and time certainty for clients

· Adversarial attitudes and high levels of disputes and litigation

· The intense competition for work

· Low margins and profit risk

· The industry's poor safety and occupational heath record

· Pressure from management and shareholders to produce a high return on funds invested

· Pressure on construction teams, especially the site management and operatives, to save time and money

· Pressure on health and safety provision

Risk falls into three Categories' they are as follows

(a) Know risk-risk that are an everyday features of construction

(b) Know unknown-risk which can be predicted or foreseen

(c) Unknown -unknown-risk due to events whose cause and effect cannot be predicted.

3. Types of Risk in Construction

There many types of risk construction, these are

· Act of God

· Physical

· Financial & Economic

· Political & Environment

· Design

· Construction Related

Act of God

This includes:

· Flood

· Earthquake

· Landslide

· Fire

· Wind Damage

Physical Type

This consist of the following

· Damage to structure

· Damage to equipment

· Labor injuries

· Fire

· Theft

Financial & Economic Type

They are:

· Inflation

· Availability of funds

· Exchange rate Fluctuations

· Financial default

Political &Environment Type

· Changes in law and regulations

· Requirement for permits

· Law & order

· Pollution and safety rules

Design Type

· Incomplete design scope

· Defectives design

· Errors & omissions

· Inadequate specifications

Lastly the Construction Related

· Labor disputes

· Labor productivity

· Different site conditions

· Design changes

· Equipment failure

4. Project Risk Management

Risk management is one of the most critical project management practices to ensure a project be successfully completed. Royer stated:

“Experience has shown that risk management must be of critical concern to project managers, as unmanaged or unmitigated risks are one of the primary causes of project failure.” Risk management is thus in direct relation to the successful project completion. Project management literature describes a detailed and widely accepted risk management process, which is constructed basically from four iterative phases: risk identification, risk estimation, risk response planning and execution, often managing the risk management process is included. When dealing with risks, the potential for improvement should also be taken into account, for example to undertake the project with fewer resources or to take advantage of an unexpected window of opportunity.

Risks are at the very core of the business: risks and opportunities are linked; there are no opportunities without risks related to them. Thus risks actually raise the value of a project; usually higher risks bring higher opportunities. Since opportunities and threats are seldom independent, they can also be dealt with at the same time. For example, many researchers prefer to use the word ‘uncertainty' instead of ‘risk', to stress the point that a risk has two sides, both negative and positive. The purpose of the risk management process in a wider sense should not solely be to ensure a successful project completion but also to increase the expectations of project goals and objectives. It means that project risk management should be turned into project uncertainty management.

Risk management is not limited to a few processes, but includes much more in order to have a complete view of the suggested risk management process. One of the most crucial decisions in a project relates to the allocation of risks: who carries which risks. This is directly linked to this study; as it will examine how risks are mitigated and handled in project.

Before a project starts, every actor's strategy, as well as the ability to bear and manage risks, has to be known before risks are assigned to them.

4.1Project Risk Management Process

Risk management should be its own process in project management, but at the same time be closely tied in all project processes and phases. There are several suggestions to improve the project risk management process, three popular process models are compared in table.

Comparison of typical risk management processes

Project Business

PMBok

APM

identification

risk management planning

define

estimation

risk identification

identify

response planning

qualitative risk analysis

evaluate

risk management control

risk monitoring and control

manage

All of these processes basically have the same phases; only the level of detail in describing processes varies. All of them are meant to be iterative processes where risk management phases are kept ongoing during the whole project life-cycle.

Risk management process should be implemented at the early project phases, when there is still a possibility for fundamental changes49. The project should be carefully analyzed as to which kind of methods to use at which project phases and a process needs to be customized according to all project characteristics. The underlying reason for risk management is to ensure well-grounded and unbiased decision making.

4.1.2Risk Identification

It is quite obvious that if we are unaware of the risks, it's difficult to manage them, though this view is limited to the event-type scope of risk management. Risk management processes are applied the most in the execution phase, not in the conceptual phase. Still their study and usage of different risk management techniques showed that identification is the most frequently used risk management element.

The Methods generally include brainstorming, risk checklists, expert analysis/interviews, modeling and analyzing different scenarios and analyzing project plans.

4.2.1 Risk Estimation

After the risks have been identified, they must be evaluated in terms of the probability of occurrence and impact. An understanding of the possible an effect on project objectives is needed: since most projects have only a limited amount of resources to use for risk management, concentration on only the major risk is essential. Reliable estimates of likelihoods and consequences are needed for prioritization.

Risks can be assessed either using a quantitative or qualitative analysis. The most common ways are to estimate risk probability and impact in simple scales for example, from 1 to 5 or from high to low. Risks also need to be assessed in relation to other risks, since these relations may cause minor risks to become more relevant to the risk management process if they are significant sources for other risks.

4.2.2 Risk Response and Planning

Risk response planning is “..The process of developing options and determining actions to enhance opportunities and reduce threats to the project objectives ” Literature suggests there are generally four response types to cope with risk as follows

· Avoid: change in project plans in a way that an identified risk is no longer relevant

· Transfer: transfer risks to other parties by contracts or insurances

· Mitigate: find ways to reduce the probability and/or impact of risk

· Accept: take a conscious risk and deal with negative consequences as they occur, but take no action beforehand.

Planning of how to carry risks needs to have clear, shared principles in order to have a consistent attitude towards the risks. Risk response planning needs an effective control process by its side to ensure that the risk management processes are iterative and ongoing, are not dismissed as project starts and it follows that decisions are implemented and have the expected results. Monitoring and controlling usually means writing and checking documents and conducting meetings.

Monitoring should also include evaluating the basis of earlier decisions, and assessing whether the assumptions made at the beginning are still relevant.

4.2.3 Risk Monitoring

Risk monitoring and control involves implementing the risk plan, which should be an integral part of the project plan. There are two keys challengers associated with monitoring and control. The first is putting the risk plans into action and ensuring that the plans are still valid.

The second is generating meaningful documentation to support the process.

Implementing the risk plans should be a function of putting the project plan into action. If the project plan is in place and the risk strategies have been integrated, then the risk plans should be self -fulfilling.

4.2.4 Client Risk

The most serious risk effects for client are follows

· Failure to keep within the cost estimate

· Failure to archive the required completion date

· Failure to achieve the desired quantity and functional requirements

During the project level the client considered some risk management and this are

Feasibility risk

At the early stages of the project, the client must confirm the project case, identify options and solution. When scheme is sanctioned by client, major commitments are made in terms of design, procurement and construction.

Design risk

Project decision are all about risk and reward, due to this the client must be sure how to control over the design of the project. The quality of design may be important fot the client.

Funding risk

The client sees to it that his quantity surveyor taking care not to expose him to the risk of the contractor insolvency by overvaluing interim payments.

Time risk

The obligation to complete the project on time is the contractor responsibility and the client has redress in standard contracts through the liquidated and ascertained damages.

4.2.5 Contractor Risk

All contractors have some biggest risk during the tender stage, they are committing to a price and program me, and many companies now consider risk management to be an essential part of the tendering process.

Tender risk

The contractor needs to consider the following factors before submitting a bid, among this are

· Previous experience (good /bad) working with the client team

· The financial stability of the client

· The market conditions and the level of completion for the contrct

· Fluctuating price

· Ground conditions and balance of risk in the contract and methods of measurement.

Quantity risk

The contractor must assess the accuracy of the quantities in the bills at the tender stage Because margins can be lost if the quantities of work is subsequently reduced on Premeasured. Where quantities have been taken off by the contractor, failure to include Associated labour items may add risk to the overall bid.

Documentation risk

Tender documentation is important, bill of quantities containing extensive provisional quantities need careful pricing. Prices based on drawings, specifications, or schedules of work containing extensive spot items, may prove difficult to price accurately. The contractor needs to scrutinize the tender documentation very carefully in order to assess the implication of

· Onerous contract terms

· Clause deleted from standard contract

· High level of liquidated damages

· Unrealistic contract period

· Contract bonds and guarantees required

5. Health and Safety Risk

On average two people die every week on construction sites, but studies have shown that 90% of these deaths could be avoided and 70% of these lives could have been saved by positive managements. Construction health and safety risk is managed through legislation and in particular:

· The health and safety at work act

· The management of health and safety at work

· The construction (Design and Management )

· The construction(Health ,Safety and Welfare

6. Fire Risk

Fire is an ever-present risk on construction sites, especially with respect to:

· Hot work such as welding,blowlamps,cutting and grinding

· Heating appliance, especially gas bottle in welfare facilities

· Litter, especially in rest rooms and drying areas

· Smoking

· Burning of waste on site

· Stored materials, including adhesives and solvents

Contractors are requiring to:

· Take measures to prevent risk of injury from fire

· Provide and maintain fire -fighting equipment ,fire detectors and alarm system

· Provide access for fire -fighting equipment

· Give instruction to people in the use of fire -fighting equipment

· Give instruction to people where their work activities involve a fire risk

· Indicate fire -fighting equipment with suitable signs

7. Conclusion

I would say that majority of risk could be avoided if proper actions are taken to improve business practices and to focus on developing a skilful workforce.

Finally, where there is hazard there is no risk, but in construction there are hazards every-where on site. The best way to eliminate hazards in the design of building and reduce the possible effects of residual risk throughout good management team.

8. Literatures

Risk Management Concepts and Guidance (Carl L.Pritchard)

Construction Planning Programming &Control (Brain Cook& Peter Williams)

The our Community Team (www.ourcommunity.com.au)

9. References List

1. BCE (1995) Fire Prevention on Construction Site

2. Edward L.(1995)Practical's Risk Management in the Construction Industry

3. PMBok,(2000)

4. Skitmore,M Lyons (2004)

5. Chapman C,(1997)

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