This document provides a summary of a course on risk management. It outlines the course objectives, expected outcomes, skills developed, required materials, instructional methods, schedule, assessment criteria, resources, and instructor contact information. The course objectives focus on planning, identification, analysis, responses, monitoring and control of risks on a project. It will be taught through lectures, demonstrations, discussions, and projects. Assessment will include weekly assignments, projects, quizzes, and a final exam. The instructor can be contacted by email or during posted office hours.

1. OMER ALSAYED OMER| PMP, MBA, B. SC. (CIVIL ENGINEERING)
OMERALSAYED@YAHOO.COM – KHARTOUM – SUDAN +249123494587

2. Course Description
 Type brief course summary  Location
 Lectures: Mon-Wed-Fri at 00:00 am
 Labs: Tues-Thurs at 00:00 am
 Prerequisites:
 Credits:

4. risk
management
planning,
identification, analysis, responses,
monitoring
and control
on a project.
by conducting

5. Defining Planning Executing Delivering
Chances of risks
occurring

6. • defining HOW to
conduct risk
management activities
for a project.
11.1 Plan Risk
Management
• DETERMINING which
risks may affect the
project and
documenting their
characteristics.
11.2 Identify
Risks
• PRIORITIZING risks for
further analysis or
action (assessing and
combining probability
and impact).
11.3 Perform
Qualitative
Risk Analysis
• NUMERICALLY
analyzing the effect of
identified risks on
overall project
objectives.
11.4 Perform
Quantitative
Risk Analysis
• developing OPTIONS
and actions to enhance
opportunities and to
reduce threats to project
objectives.
11.5 Plan Risk
Responses
• IMPLEMENTING
response plans,
tracking identified risks,
monitoring residual
risks, identifying new
risks, and evaluating
risk process
effectiveness
11.6 Control
Risks

7. Risk appetite,
•the degree
of
uncertainty
an entity is
willing to
take on in
anticipation
of a reward.
Risk tolerance
•the degree,
amount, or
volume of
risk that an
organization
will
withstand.
Risk threshold
•the level of
uncertainty
or impact at
which a
stakeholder
may have a
specific
interest.
Below >> acceptable …
Above >> not tolerate.

8. Inputs
Project
management plan
Project charter
Stakeholder
register
Enterprise
environmental
factors
Organizational
process assets
Tools&Techniques
Analytical
techniques
Expert judgment
Meetings
Outputs
Risk management
plan

10. Project
Management Plan
• all approved subsidiary management plans and baselines
• provides baseline or current state of risk-affected areas
including scope, schedule, and cost.
Project Charter
• high-level risks, high-level project descriptions, and high-
level requirements.
Stakeholder
Register
• contains all details related to the project’s stakeholders,
provides an overview of their roles.
Enterprise
Environmental
Factors
• risk attitudes, thresholds, and tolerances
Organizational
Process Assets
• Risk categories, concepts and terms, Risk statement
formats, Standard templates, Roles and responsibilities,
Authority levels for decision making, and Lessons learned.

11. understand and define the overall risk management context of the
project.
stakeholder
risk attitudes
the strategic
risk
exposure.
Risk
management
context
stakeholder risk
profile analysis
performed to
grade and qualify:
the project
stakeholder risk
appetite and
tolerance.
Depending on these assessments, the project team can allocate appropriate
resources and focus on the risk management activities
strategic risk
scoring sheets
provide a high-
level assessment
of the risk
exposure
based on the
overall project
context.

12. define High-level plans -
RISK ACTIVITIES.
develop Risk
management COST and
SCHEDULE activities
review Risk
CONTINGENCY reserve
approaches.
Assign Risk management
RESPONSIBILITIES.
General organizational
templates for risk
CATEGORIES,
the PROBABILITY and
IMPACT matrix will be
tailored to the specific
project.
project
manager
team
members
stakeholders
others, as
needed

13.  Methodology.
 Defines the approaches, tools, and data
 Roles and responsibilities.
 lead, support, and risk management team members for each type of
activity in the risk management plan, and clarifies their responsibilities.
 Budgeting.
 Estimates funds needed for inclusion in the cost baseline and establishes
protocols for application of contingency and management reserves.
 Timing.
 when and how often the risk management processes will be performed
 schedule contingency reserves protocols
 establishes risk management activities.

14.  grouping potential causes of risk.
 Several approaches can be used, (structure based on project
objectives by category. A risk breakdown structure (RBS)

15. RBS BCSP
Technical
Unproven
Technology
Quality of
Technology
Performance
Risks
Complex
Technology
Project
Management
Schedule
Planning
Project
Disciplines
Resource
Planning
Organizational
Project
Schedules
Unrealistic
Objectives
Funding
External
Weather
Labor Issues
Catastrophic
Risk
Cost Estimates
BUDGETING

16.  For quality and credibility requires that different levels of risk probability
and impact be defined that are specific to the project context.
Defined Conditions for Impact Scales of a Risk on Major Project Objectives (Examples are shown for negative impacts only)
Relative or numerical scales are shown
Project
Objective
Very low /0.05 Low /0.10 Moderate /0.20 High /0.40 Very high /0.80
Cost Insignificant
cost increase
< 10% cost
increase
10% - 20% cost
increase
20% - 40% cost
increase
>40% cost
increase
Time Insignificant
time increase
< 5% time
increase
5% - 10% time
increase
10% - 20% time
increase
>20% time
increase
Scope Scope
decrease
barely
noticeable
Minor areas of
scope affected
Major areas of
scope affected
Scope
reduction
unacceptable
to
sponsor
Project end
item
is effectively
useless
Quality Quality
degradation
barely
noticeable
Only very
demanding
applications
are affected
Quality
reduction
requires
sponsor
approval
Quality
reduction
unacceptable
to
sponsor
Project end
item
is effectively
useless

17.  Probability and impact matrix.
 a grid for mapping the probability of each risk occurrence and its impact on
project objectives if that risk occurs.
 Revised stakeholders’ tolerances.
 Stakeholders’ tolerances, as they apply to the specific project, may be
revised in the Plan Risk Management process.
 Reporting formats.
 how the outcomes of the risk management process will be documented,
analyzed, and communicated(content/format of the risk register - reports).
 Tracking.
 how risk activities will be recorded for the benefit of the current project and
how risk management processes will be audited.

18. Sample of RMP
Ex.
Make a sample of RMP for your
project

19. Inputs
Risk management plan
Cost management plan
Schedule management plan
Quality management plan
Human resource management
plan
Scope baseline
Activity cost estimates
Activity duration estimates
Stakeholder register
Project documents
Procurement documents
Enterprise environmental
factors
Organizational process assets
Tools&Techniques
Documentation reviews
Information gathering
techniques
Checklist analysis
Assumptions analysis
Diagramming techniques
SWOT analysis
Expert judgment
Outputs
Risk register

21. • assignments of roles and responsibilities, provision for risk management activities
in the budget and schedule, and categories of risk
11.2.1.1 Risk Management Plan
• provides processes and controls that can be used to help identify risks across the
project.
11.2.1.2 Cost Management Plan
• provides insight to project time/schedule objectives and expectations which
may be impacted by risks (known and unknown).
11.2.1.3 Schedule Management Plan
• provides a baseline of quality measures and metrics for use in identifying risks.
11.2.1.4 Quality Management Plan

22. 11.2.1.5 Human
Resource Management
Plan
•how project human resources should be defined, staffed,
managed, and released. ,roles and responsibilities,
•project organization charts, and the staffing management plan.
•how project human resources should be defined, staffed,
managed, and released. ,roles and responsibilities,
•project organization charts, and the staffing management plan.
11.2.1.6 Scope Baseline
•Uncertainty in project assumptions.
•The WBS (potential risks at both the micro and macro levels).
•Risks can be identified and tracked at summary, control account,
and/or work package levels.
•Uncertainty in project assumptions.
•The WBS (potential risks at both the micro and macro levels).
•Risks can be identified and tracked at summary, control account,
and/or work package levels.
11.2.1.7 Activity Cost
Estimates
•provide a quantitative assessment of the likely cost to complete
scheduled activities (D + r).
•result in projections indicating sufficient or insufficient to complete
the activity
•provide a quantitative assessment of the likely cost to complete
scheduled activities (D + r).
•result in projections indicating sufficient or insufficient to complete
the activity
11.2.1.8 Activity
Duration Estimates
•useful in identifying risks related to the time allowances for the
activities or project as a whole, again with the width of the range of
such estimates indicating the relative degree(s) of risk.
•useful in identifying risks related to the time allowances for the
activities or project as a whole, again with the width of the range of
such estimates indicating the relative degree(s) of risk.

23. 11.2.1.9 Stakeholder
Register
•Information about the stakeholders is useful for soliciting inputs to
identify risks, as this will ensure that key stakeholders, especially the
stakeholder, sponsor, and customer are interviewed or otherwise
participate during the Identify Risks process.
•Information about the stakeholders is useful for soliciting inputs to
identify risks, as this will ensure that key stakeholders, especially the
stakeholder, sponsor, and customer are interviewed or otherwise
participate during the Identify Risks process.
11.2.1.10 Project
Documents
•Project charter, Project schedule, Schedule network diagrams, Issue
log, Quality checklist, and Other information proven to be valuable
in identifying risks.
•Project charter, Project schedule, Schedule network diagrams, Issue
log, Quality checklist, and Other information proven to be valuable
in identifying risks.
11.2.1.11 Procurement
Documents
•The complexity and the level of detail of the procurement
documents should be consistent with the value of, and risks
associated with, planned procurement.
•The complexity and the level of detail of the procurement
documents should be consistent with the value of, and risks
associated with, planned procurement.
11.2.1.12 Enterprise
Environmental Factors
•Published information, including commercial databases, Academic
studies, Published checklists, Benchmarking, Industry studies, and Risk
attitudes.
•Published information, including commercial databases, Academic
studies, Published checklists, Benchmarking, Industry studies, and Risk
attitudes.
11.2.1.13
Organizational Process
Assets
•Project files, including actual data, Organizational and project
process controls, Risk statement formats or templates, and Lessons
learned.
•Project files, including actual data, Organizational and project
process controls, Risk statement formats or templates, and Lessons
learned.

24.  11.2.2.1 Documentation Reviews
 A structured review of the project documentation may be performed,
including plans, assumptions, previous
 project files, agreements, and other information. The quality of the
plans, as well as consistency between those
 plans and the project requirements and assumptions, may be indicators
of risk in the project.
 11.2.2.2 Information Gathering Techniques
 Brainstorming.
 Delphi technique.
 P-352

26. Integration
•Inadequate planning;
•poor resource allocation;
•poor integration management;
•lack of post-project review
Scope
•Poor definition of scope or work
packages;
•incomplete definition of quality
requirements
•inadequate scope control
Time
•Errors in estimating time or resource
availability;
•poor allocation and management of
float;
•early release of competitive products
Cost
•Estimating errors;
•inadequate productivity, cost,
•change, or contingency control;
•poor maintenance, security,
purchasing, etc.
Quality
•Poor attitude toward quality;
•substandard
design/materials/workmanship;
•inadequate quality assurance
program
Human Resources
•Poor conflict management;
•poor project organization
•Poor definition of responsibilities;
•absence of leadership
Communications
•Carelessness in planning
•Carelessness in communicating;
•lack of consultation with key
stakeholders

27. Risk register

28. Our project risk register
Risk ID Risk Statement Probability
Impact
Scope Quality Schedule Cost Score
Respons
e
100
Materials Price
change
0.7 - 0.7 - 0.50
110
Labor wages
change
0.5 - 0.5 - 0.25
120
Soil bearing
capacity
assumption not
match
0.2 - 0.5 - 0.30
130
Manpower not
easily available
0.5 + 0.5 + 0.25
140 Engineers available 0.8 + 0.5 + 0.40
150 On-time funding 0.7 + 0.5 + 0.35

29. Probability & Impact assessment
Probability & Impact matrix

30. Risk data sheet
c

31. ‫وآﻞ‬ ‫اﻟﻤﻮﺳﻢ‬ ‫ﻣﻔﺎﺟﺎة‬
‫اﻟﻤﻮاﺳﻢ‬!!

32. Course Objectives
Course Objectives
Results/Outcome
Expected
Skills Developed
Objective 1 Result 1 Skills Developed
Objective 2 Result 2 Skills Developed
Objective 3 Result 3 Skills Developed
Objective 4 Result 4 Skills Developed

33. Required Materials
•Books
•Articles
•Web
•Other
Reading
•Supplies
•Equipment
•Other project materials
Project
•Software and hardwareTechnology/Tools

34. Instructional Methods
 Briefly describe instructional methods
 Lectures
 Demonstrations
 Class discussion/Virtual discussions
 Individual/group projects
 Labs

35. Schedule
Week Topic Assignment/Project Objective
Week 1 Topic 1 Brief description Objective
Week 2
Topic 2 Brief description Objective
Week 3
Topic 3 Brief description Objective
Week 4
Topic 4 Brief description Objective
Week 5 Topic 5 Brief description Objective

36. Assessment Criteria
 Weekly assignments
 Projects
 Quizzes
 Final Exam
10
30
20
40
Percent of Grade
Weekly assignments Projects
Quizzes Final exam

37. Resources
Web &
Software Tools
Class web site
Collaboration
tools
Mobile/Other
apps
Social Media
Twitter
Facebook
Other
Labs, Study
Groups
Labs
Study groups

38. Instructor Contact Information
Email
Office
phone
Office
hours
Instructor
web page

39. Opportunity Threat

40. Questions?