1 Running Head: RISK MANAGEMENT PLAN [Type text] [Type text] [Type text] 10 RISK MANAGEMENT PLAN Risk Management Plan Risk Management Plan This paper is the risk management plan for the Environmental Quality International in Siwa project. It defines the management processes to be employed by the management of EQI and the project sponsor throughout the entire lifespan of the project. The Risk Management Plan, in this case, will be a responsibility of the project manager who will be in the charge of the review and maintenance of the plan throughout the life of the project. The reason for this is to ensure the risk process remains relevant and appropriate in being addressed especially the given the level of risk that this project face. Overall, the focus is on the risk management plan for the Environmental Quality International project in Siwa oasis in Egypt as can be applied in the case study, “Environmental Quality International in Siwa” by Story and published by INSEAD. The risk management plan entails preparing the Scope and Objectives of the Risk Management Process based on the facts presented in the EQI in Siwa case study, determining the project size, based on the facts submitted in the EQI in Siwa case study, and provide justification based on the Project Sizing Tool provided. There is also a selection of the risk tools and techniques for use in the Risk Management Plan for both the qualitative and quantitative aspects of the project. They are the development of the Risk Reviews and Reporting for the Risk Management Plan based on the determined project size, an overview of the Probability and Impacts section of the Risk Management Plan, and a definition of the Risk Thresholds section of the Risk Management Plan. The Environmental Quality International in Siwa project has the following scope and objectives. Beginning with objectives, EQI’s project in Siwa aimed at ensuring that the customer information was protected by a more secure data system so as to guarantee an intact trust between the customers and the business. In particular, EQI’s project in Siwa provided for the insurance of the company becoming PCI compliant as well as the introduction of training strategies and communication and the security of the wireless inventory-control system. Overall, the project by EQI in Siwa had the objective of ensuring authenticity, staff background checks, and competency before accessing information (Pacetti, 2012).The scope of the Environmental Quality International’s project in Siwa was to demonstrate to how best to reduce or eradicate poverty in the society with the help of the local resources or avenues. This includes culture; the process ensuring the surrounding environment is safe, and intact for the betterment of the local community and the world at large (Norman, 2012). Specifically, EQI’s project is located deep in the heart of the community that needed help, which is the oasis of Siwa, Western Egypt. The part ...

1. 1
Running Head: RISK MANAGEMENT PLAN
[Type text] [Type text] [Type text]
10
RISK MANAGEMENT PLAN
Risk Management Plan
Risk Management Plan
This paper is the risk management plan for the Environmental
Quality International in Siwa project. It defines the management
processes to be employed by the management of EQI and the
project sponsor throughout the entire lifespan of the project.

2. The Risk Management Plan, in this case, will be a responsibility
of the project manager who will be in the charge of the review
and maintenance of the plan throughout the life of the project.
The reason for this is to ensure the risk process remains relevant
and appropriate in being addressed especially the given the
level of risk that this project face.
Overall, the focus is on the risk management plan for the
Environmental Quality International project in Siwa oasis in
Egypt as can be applied in the case study, “Environmental
Quality International in Siwa” by Story and published by
INSEAD. The risk management plan entails preparing the Scope
and Objectives of the Risk Management Process based on the
facts presented in the EQI in Siwa case study, determining the
project size, based on the facts submitted in the EQI in Siwa
case study, and provide justification based on the Project
Sizing Tool provided. There is also a selection of the risk tools
and techniques for use in the Risk Management Plan for both
the qualitative and quantitative aspects of the project. They are
the development of the Risk Reviews and Reporting for the Risk
Management Plan based on the determined project size, an
overview of the Probability and Impacts section of the Risk
Management Plan, and a definition of the Risk Thresholds
section of the Risk Management Plan.
The Environmental Quality International in Siwa project has the
following scope and objectives. Beginning with objectives,
EQI’s project in Siwa aimed at ensuring that the customer
information was protected by a more secure data system so as to
guarantee an intact trust between the customers and the
business. In particular, EQI’s project in Siwa provided for the
insurance of the company becoming PCI compliant as well as
the introduction of training strategies and communication and
the security of the wireless inventory-control system. Overall,
the project by EQI in Siwa had the objective of ensuring
authenticity, staff background checks, and competency before
accessing information (Pacetti, 2012).The scope of the
Environmental Quality International’s project in Siwa was to

3. demonstrate to how best to reduce or eradicate poverty in the
society with the help of the local resources or avenues. This
includes culture; the process ensuring the surrounding
environment is safe, and intact for the betterment of the local
community and the world at large (Norman, 2012).
Specifically, EQI’s project is located deep in the heart of the
community that needed help, which is the oasis of Siwa,
Western Egypt. The particular area that that is project was
implemented had its structures comprising of an old-fashioned
swathe of olive and palm trees, natural springs, and salt lakes
surrounded by the sands of the Sahara, and a sizeable
population of 20,000 to 30,000 persons (Norman, 2012).
The project would be sustainable in the long run as it aimed at
preserving the local culture, heritage, and landscape in Siwa.
That is because the facilities were established in the traditional
style and design of palm logs and blocks from rock salt and mud
as well as some being built on the restored ruins of derelict
houses thus the idea of rebuilding the old towns of Siwa as a
way of promoting local heritage. Also, the project about the
creation of Siwa aimed at restoring a craft-art that was fading
from local reminiscence as well as job creation for the local
women. The goals were not only achieved in Siwa but also in
high-end outlets in Egypt, Italy, France, and England thus
ensured that the economy was preserved following the setting of
the wages for all workers and determination of the particular
industry to promote (Norman, 2012).
There was a scope that EQI managed to attain when it launched
the Siwa women’s Artisanship development initiative in 2001.
It was mainly about women empowerment and development-
ensuring self-sufficiency in the economy through provision of
home based business opportunities. This increased the
participation of the women from the local communities in the
success of the Siwa projects (Norman, 2012).
Scope and Objective for the Risk Management Process
The EQI in Siwa project risk management process has aimed at
managing the foreseeable risks of all types in a prop-active,

4. appropriate and efficient manner possible so as to ensure that
the project attains the set objectives and goals and at the same
time maintaining an acceptable level of risk exposure. That will
aim at engaging all the project stakeholders in an appropriate
manner thus creating ownership and buy-in top the project by
various stakeholders including the community around Siwa as
well as necessitating risk management actions. All the
information as a result of the risk management actions by the
relevant parties to the project will then be communicated to the
stakeholders at an ideal time so that if any change to the risk
management strategy touched on the risk at hand, can be
modified to incorporate the critical changes (Hillson, 2007).
That will make it easy for the project stakeholders to focus only
those project areas at risk and in the process identify the
potential risks with likely negative impact on the full
implementation of the project as scheduled or as expected. The
risk management products, in this case, will all be about the
undertakings in the entire project (Hillson, 2007).
In particular, the risk process will cover both the internal and
external risks to the project. One such risk identifiable form the
case study is the fact that the project was exposed to high price
for of local expertise and materials beyond the affordability of
the local population. That meant that it was only the foreigners
involved in the construction or building works that would use
the traditional local techniques, art, and materials but using
modern construction methods which are more economical to the
locals out to expand their homes. The risk is both internal and
external since the higher prices will mean that the cost of doing
or implementing the project will be higher. This requires more
effort in matters financial sourcing by the project sponsor and
the stakeholders for it to succeed as needed (Story, 2009).
The higher prices are caused by external factors, which are that
the select few will directly benefit from the project as they will
have the financial muscle to do than compared to a majority
locals with no such capability to participate in the project. That
will, in turn, affect the project goals and objectives which are to

5. uplift the local community in Siwa economically and Egypt as a
country. Therefore, the risk management process for this project
will focus on both external and internal risk facing the project.
Another example of an internal risk is the fact that the
introduction of indoor bathrooms and the digging of several
wells in all the new structures are likely to strain the water
supply in the entire locality. The impact of this will be a
scarcity of the much-needed resources, risking the successful
completion of the risk (Hillson, 2007).
Another external risk that the risk management process will be
addressing the fact that Egypt, as evident in the case study is
experiencing rising levels of urbanization in the country leading
to increased usage of the modern means of transport. That
means that the project will have to include elements of
infrastructural development more so roads and then go ahead to
train the locals who are part of the project on the need to adjust
to the new means of transport. That is because if the old
structures in the area are built, then they will serve as tourist
attraction centers which will prompt people from different parts
to the world to visit and the process, tourism will be only
beneficial to the fullest following efficient management of the
restoration of the cultural and traditional identity of Siwa. The
following table shows the types of risks that will be included in
the risk management process for the EQI project (Zwilling,
2014).
Determining Project Size
It is evident in the case study that EQI’s component projects of
Adrère Amellal Oasis, Shali Lodge and Albabenshal, Siwa
Creations, and Siwa Organic, which comprised of three hotels, a
line of embroidered products and traditional jewelry, and the
export of organic agriculture cost more than $1,360, 000. That
is because the information from the case study reveals that the
project attracted the attention of the International Finance
Corporation, which came on board as a critical stakeholder
given the organization provided $880,000 in loans and $486,000
in technical support (Story, 2009).

6. T he EQI projects in Siwa qualify to be classified as large given
that they could surpass the $5M mark. Apart from the financial
assistance from the International Finance Corporation, there are
other investments that EQI carried out that were entirely funded
by the organization with no help from stakeholders. This
includes Adrère Amellal Oasis that were quite expensive. EAs
evident from the project sizing tool below, EQI’s project is a
larger project.
CRITERION
CRITERION VALUE=2
CRITERION VALUE=4
CRITERION VALUE=8
CRITERION VALUE=16
CRITERION SCORE
Strategic importance
Significant contribution to business objectives
4
Commercial complexity
No unusual commercial arrangements or conditions
2
External constraints
Key project objectives depend on external factors
8
Requirement Stability

7. Requirement not finalized and subject to negotiations
16
Technical complexity
Enhancement of existing product/service
4
Market sector regulatory characteristics
Standard regulatory framework
4
Project value
Larger project value over $3M)
16
Project Duration
1-3 years
8
Project Resources
Larger project team including external contractors
8
Post-project liability

8. Significant exposure
8
Overall Project Score
78
Risk Tools and Techniques
The following are the risk tools and techniques I the risk
management plan for the EQI in Siwa project. The first one is
initiation in that this risk management plan would be issued at
the start of the project then will be reviewed at different stages
of the project as needed. The second tool will be risk
identification, which will be done with the help of methods such
as brainstorming, analysis of project assumption analysis, a
review of the project types list, and roundtable discussion on
the same. There will also be a probability and impact
assessment for all the identified risks using a specifically
defined project scale and the project-sizing tool. Finally, the
response tool would help in coming up with the appropriate
strategy for each of the identified project risks (Hillson, 2007).
Risk Review and Reporting
The EQI in Siwa project risk exposure will be reviewed as need
arises. That is, either daily, weekly, monthly or even quarterly
depending on the level of risk, throughout the project life. That
will play an essential role in identifying any emerging risks to
the project thereby making a determination of whether or not
the risk process approach tools should be changed or not.
Following any agreement by the project manager and the risk
champion, that will result in the risk management plan being
modified. Additionally, there will be a risk report at the end of

9. every week so as to help the project manager and risk champion
alongside the project team members and other stakeholders.
That will make it easy to identify possible risks at every stage
of the project implementation thus ensuring smooth
implementation of the project as scheduled (Hillson, 2007).
Risk Probability and Impact
The following is the probability and impact scale for the EQI
project in Siwa;
scale
probability
Impact on project objectives
Time
Cost
Quality
VHI
71-99%
>3 years
>$5M
Very significant impact
HI
51-70%
2-3years
$3-$5M
Significant impact
MED
31-50%
1-2 years
$1-$3M
Impact on certain functional areas
LO
11-30%
3-12 Months
$1M
Mino impact on functional areas

10. VLO
1-10%
<3 Months
<$1M
No unusual impact on overall functionality
NIL
<1%
No change
No change
No change
Risk Threshold
The following table shows the risk threshold for the EQI project
in Siwa.
RBS Level 0
RBS Level 1
RBS Level 2
Example
Project Risk
Management Risk
Competent management
-effective management in the restoration of the cultural and
traditional identity
- promotion of tourism
-Balancing of women and male affairs in the project
Commercial Risks
Product prices
- high price for of local expertise and materials beyond
affordability of the local population
- modern construction methods which are more economical and
faster to the native residents
External Risks

11. -Social
- Scarcity of Resources
- rising urbanization leading to increased usage of the modern
machines
-Indoor bathrooms and the digging of several wells stresses the
supply of water
References
Hillson, D., & Simon, P., (2007). Practical Project Risk
Management. The ATOM Methodology. Management Concepts
Publishing.
Norman M., (2012), “Integrating Business Planning,
Performance Management, and Risk Management”. Retrieved
from:
http://normanmarks.wordpress.com/2012/01/16/integrated-epm/
Pacetti, M., & International Conference on Urban Regeneration
and Sustainability. (2012). The sustainable city VII: Urban
regeneration and sustainability. Southampton: WIT.
Story, J. (2009). Environemntal Quality International in Siwa.
INSEAD-Rensselaer.
Zwilling M., (2014). “The Seven Critical Success Factors for
the Services Business.” Retrieved from,
http://www.entrepreneur.com/article/235001
CJ302 Questions
Please answer the following questions in complete sentences,
using proper spelling, grammar and punctuation.
Your answers should each be 3 paragraphs in length, and

12. provide references to case law whenever appropriate.
Question 1
Define the doctrine of judicial review and explain its
significance in the American legal system.
Question 2
How does criminal law differ from criminal procedure? Please
also give an example of each.
Question 3
Define and compare probable cause and reasonable suspicion.
Question 4
What is the purpose of the Exclusionary Rule? Why is it
important in criminal cases?
Question 5
Summarize the Terry v. Ohio case and why it is a landmark U.S.
Supreme Court opinion.
Question 6
Why are there different requirements for an arrest with and
without a warrant?
Question 7
What are the requirements that must be met for a valid search
warrant?
Question 8
What actions can a police officer legally take after a vehicle
stop?
1
Running Head: ASSESS ORGANIZATIONAL READINESS

13. [Type text] [Type text] [Type text]
5
ASSESS ORGANIZATIONAL READINESS
Assess Organizational Readiness
Assess Organizational Readiness
The focus of this assignment is the analysis of the Critical
Success Factors (CSFs) as applied in the case study,
“Environmental Quality International in Siwa” by INSEAD’s
Jonathan Story. That is followed by the determination of the
organizational readiness, risk culture, and project benefits after
which three project risk recommendations will be presented and
the subsequent initial risk categories (RBS Level 1 and 2) based
on the case study using the Example Risk Checklist.
How the Critical Success Factors Apply

14. The absence of some factors in the organizations’ corporate risk
management program could increase the likelihood of the risk
management program failing and in the process significantly
increase the chance of success of the program. These factors
include the Critical Success Factors (CSF) which are unique
elements to every project. From this, the Critical Success
Factors can be said to determine the success of a business or
project thus; there is a likelihood of a business or project failing
if there is no application and elucidation of critical success
factors. In looking at the Environmental Quality International
(EQI) in Siwa case study, there are several key success factors
evident in the company including a supportive organizational
culture, supportive infrastructure and organizational objectives
and goals all of which were essential to the company’s success
(Zwilling, 2014).
The first critical success factor evident in the case study is that
of a supportive Organization in that the company President’s
personal project is in line with the mandate of the company for
promoting sustainable development. Additionally, Neamatalla
and his sister Laila played an influential role in the success
phases of the project as they did all they could apply to secured
loans and financing for the project. That included the use of
local staff in Egypt for the purpose of reducing the overall
project costs (Pacetti, 2012).
The second critical success factor in the Environmental Quality
International in Siwa case study is that there is necessary
support infrastructure in place that can make the organization
support any development. One such critical infrastructure
evident in this case study is that EQI loaned money to for
project finance thus facilitating continued development by the
company. Another evidence of availability of necessary
infrastructure is the company’s willingness to address problems
as they developed as in the case of mites in lumber and
improved wages for women workers (Pacetti, 2012).
With this infrastructure in place, the Siwa project turns out to
be of immense benefit in many ways. That is because before the

15. Siwa development project, EQI was working as a consulting
firm and that the moment it took project made that the
company’s foray into project execution, which in turn brought
about business opportunities. Also, EQI’s undertaking of Siwa
project was beneficial as it ideally fit EQI’s mandate to promote
sustainable development projects, a position that significantly
made it easier to sell the project to investors and other
stakeholders (Pacetti & International Conference on Urban
Regeneration and Sustainability, 2012).
The third critical success factor in the Siwa project by the
Environmental Quality International is the objectives and scope
of the project. EQI’s project in Siwa aimed at ensuring that the
customer information was protected by a more secure data
system as a way to guarantee an intact trust between the
customers and the business. In EQI’s case, the project provided
for the insurance of the company becoming PCI compliant as
well as the introduction of training strategies and
communication and the security of the wireless inventory-
control system. All these had the objective of ensuring
authenticity, staff background checks, and competency before
accessing information (Pacetti, 2012).
Regarding scope, EQI’s was out to illustrate the world in the
form of elaborating the critical ways for reducing poverty by
capitalizing on local culture and at the same time safeguarding
the environment. In particular, the exact location of the project
is the oasis of Siwa, in Western Egypt, which comprised of an
old-fashioned swathe of olive and palm trees, natural springs
and salt lakes surrounded by the sands of the Sahara as well as a
population of 20,000 to 30,000 people. The project would be
sustainable in the long run as it aimed at preserving the local
culture, heritage, and landscape in Siwa. That is because the
facilities were established in the traditional style and design of
palm logs and blocks from rock salt and mud as well as some
being built on the restored ruins of derelict houses thus the idea
of rebuilding the old towns of Siwa as a way of promoting local
heritage (Norman, 2012).

16. Additionally, the project of creating Siwa had the target of
restoring a craft-art that was fading from local reminiscence as
well as job creation for the local women. The goals were not
only achieved in Siwa but also in high-end outlets in Egypt,
Italy, France, and England thus ensured that the economy was
preserved following the setting of the wages for all workers and
determination of the particular industry to promote. That is how
EQI launched the Siwa women’s Artisanship development
initiative in 2001 so as to empower women and develop self-
sufficiency in the economy through provision of home based
business opportunities thus increasing the participation of the
women from the local communities in the success of the Siwa
projects (Norman, 2012).
Project Benefits, Organizational Readiness, and Risk Culture
The Siwa project was of significant benefit to the Egyptian
government including the increase of the number of the
stakeholders, which included the government itself, and other
states (Hillson, 2007). In particular, the launching of the Siwa
Environmental Amelioration project by the Egyptian
government in conjunction with Italian government in1988
contributed to the sustainable development of the Oasis. That is
because the initiative was based on the participatory approach
such as the inclusion of women in income generating activities
(Story, 2009).
The fact that women were part of the revenue generating
initiatives part of the project means that the whole project
befitted women in Siwa and its neighborhood since women from
the local communities got home based business opportunities
thus reducing the level of financial instability between men and
females. By doing so, the project managed to change the
conservative culture of Siwa as it was able to maintain the
heritage and culture of Siwa thus attracted visitors and in the
process improving the economic situation in the locality
(Hillson, 2007).
Also, the fact that EQI made several rules and regulations with

17. regards to the project, which immensely benefitted the culture
of Siwa as it promoted the heritage of Siwa hence creating a
sustainable environment in the locality by increasing heritage
and tourism. The business model of EQI was instrumental in the
success of Siwa project since it heavily targeted the economic
empowerment of women in the society as thus increasing the
conditions of the farmers. That was as a result of the company’s
model of buying crops from the farmers at approximately 50
percent more than the market price. That farmer significantly
benefitted from this as it removed liquidity, which was the
biggest obstacle thus attracting attention from the International
Finance Corporation (IFC) which provided funds towards the
same course (Story, 2009).
Three Project Risk Recommendations
According to INSEAD, there are significant vulnerabilities that
the project was exposed to, one of which was the high price for
of local expertise and materials beyond the affordability of the
local population. That meant that it was only the foreigners
involved in the construction or building works that would use
the traditional local techniques, art, and materials but using
modern construction methods which are more economical to the
locals out to expand their homes (Story, 2009). Secondly, the
introduction of indoor bathrooms and the digging of several
wells in the new buildings stress the supply of water thus
causing scarcely of resources (Hillson, 2007). Thirdly, there is
rising urbanization in the country leading to increased usage of
the modern machines such as motorcycles.
Following the above risk factors, there is the need for efficient
management of the restoration of the cultural and traditional
identity of Siwa and promotion of tourism in the area. That will
ensure the attainment of the desired organization objectives,
which can be as a result of exercising control over scarce
resources. That would call for a higher degree of assistance
from different organizations thus influencing a rise in the
project success.

18. Identify the Initial Categories of Risk (RBS Level 1 and 2)
RBS Level 0
RBS Level 1
RBS Level 2
1. Technical Risk
- Estimates, assumptions, and constraints
- Safety
- Security
Technology
0 Project Risk
2. Management Risk
- Project management
- Operations management
- Organization
- Resourcing
3. Commercial Risks
- Client/customer stability
- Suppliers and vendors
- Partnerships and joint ventures
4. External Risks
- Social/demographic
- Political
- Country
- Pressure groups

19. References
Hillson, D., & Simon, P., (2007). Practical Project Risk
Management. The ATOM Methodology. Management Concepts
Publishing.
Norman M., (2012), “Integrating Business Planning,
Performance Management, and Risk Management”. Retrieved
from:
http://normanmarks.wordpress.com/2012/01/16/integrated-epm/
Pacetti, M., & International Conference on Urban Regeneration
and Sustainability. (2012). The sustainable city VII: Urban
regeneration and sustainability. Southampton: WIT.
Story, J. (2009). Environmental Quality International in Siwa.
INSEAD-Rensselaer.
Zwilling M., (2014). “The Seven Critical Success Factors for
the Services Business.” Retrieved from,
http://www.entrepreneur.com/article/235001
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PRINTED BY: [email protected] Printing is for personal,
private use only. No part of this book may be reproduced or
transmitted without
publisher's prior permission. Violators will be prosecuted.

20. PRINTED BY: [email protected] Printing is for personal,
private use only. No part of this book may be reproduced or
transmitted without
publisher's prior permission. Violators will be prosecuted.
Risk Workshop and Risk Register
Note: The assignments are a series of papers that are based on
the same case, which is located in the Student Center of the
course shell. The assignments are dependent upon one another.
Write an eight to ten (8-10) Risk Workshop and Risk Register
Component paper in which you:
1. Identify the required pre-workshop activities.
2. Prepare a risk workshop agenda based on Figure B-8, Sample
Agenda for a First Risk Assessment / Two – Day Risk
Workshop (Appendix B of the Hillson and Simon text). Include
suggested time intervals for each activity and justify why each
agenda item is relevant for this case.
3. Determine the top five (5) threats in a risk register following
Figure B-11, Sample Simplified Risk Register Format
(Appendix B of the Hillson and Simon text). Include
information from the case for each threat.
4. Justify the assignment of probability and impacts for each
threat identified in criterion number 3 of this assignment.
5. Document the top three (3) opportunities in a risk register
following Figure B-11, Sample Simplified Risk Register Format
(Appendix B of the Hillson and Simon text). Include
information from the case for each opportunity.
6. Justify the assignment of probability and impacts for each
opportunity identified in criterion number 5 of this assignment.

21. 7. Use at least four (4) quality resources in this
assignment. Note: Wikipedia and similar Websites do not
qualify as quality resources.
Your assignment must follow these formatting requirements:
· Be typed, double spaced, using Times New Roman font (size
12), with one-inch margins on all sides.
· Include a cover page containing the title of the assignment, the
student’s name, the professor’s name, the course title, and the
date. The cover page and the reference page are not included in
the required assignment page length.
· Each paragraph must be labeled.
· Must have in text citations in every paragraph except
introduction and conclusion.