1 Contemporary Approaches in Management of Risk in .docx

1
Contemporary Approaches in Management of Risk in
Engineering Organizations
Assignment-1
Literature review
Student name: Hari Kiran Penumudi
student id: 217473484
Table of Contents
2
INTRODUCTION……………………………………………………
…………………3-4
OBJECTIVES &
DELIVERABLES…………………………………………………....

4
REVIEW OF
LITERATURE………………………………………………………
…....5-13
Risk and Risk
Management………………………………………………………5-6
Risk Management
Frameworks……………………………………………….....6-10
Importance of Risk Management in
Engineering………………………….........10-13
GENERAL PROBLEM
STATEMENT…………………………………………………13-14
RESEARH
STRATEGY…………………………………………………………
………14-15
RESOURCES
REQUIREMENTS……………………………………………………
….16
PROJECT
PLANNING…………………………………………………………
………..16
REFERNCES…………………………………………………………
………………….17-19

Contemporary Approaches in Management of Risk in
Engineering Organizations
3
Introduction
The term, ‘risk’ as defined by the Oxford English dictionary is a
possibility to meet with any
kind of danger or suffer harm. Risk is a serious issue that every
organization has to deal with in
their everyday operations. However, nature and magnitude of
risks largely vary from
organization to organization and often depend on the type of the
organization. Therefore,
organizations irrespective of their type of operations keep a risk
management team that looks
after every risk to which an organization is vulnerable.
Organizations in the field of engineering
also have to come across some inherent risks that negatively
impact their operations. Engineering
may be defined as the process of applying science to practical
purposes of designing structures,

systems, machines and similar things. Therefore, like every
other organization, risk assessment
and management is also an integral part of engineering
organizations. Since the task of
engineering is mostly complex, the risks in this area are also
very complicated. If risks in
engineering field are not mitigated effectively it may produce
long-term danger that may affect
both the organizational services and the society in whole.
Hence, the activity of risk management
within engineering organizations must be undertaken seriously
and measured thoroughly in order
to reduce the threat of risks. Amyotte et al., (2006) simply puts
it like within the engineering
practice, an inbuilt risk is always present. Studies have found
that despite the knowledge of
inherent risks within the field and activity of engineering,
organizations are not very aware in
imparting knowledge about risk management to their engineers.
From this the need of education
regarding the risk management approaches arises. Therefore,
this paper tries to find out
approaches to management of risks and importance of these
approaches within the area of

engineering. Bringing on the contemporary evidence from the
literature review related to risk
management approaches, the paper examines how those
approaches can be helpful for
4
engineering organizations. Moreover, the paper puts focus into
why risks must be mitigated in
order to bring the operational success. The paper tries to
develop a theoretical framework of risk
management practices that have paramount value based on
literature review and then proposes a
risk management framework for educational purposes.
Objectives and Deliverables
In order to examine the necessity of risk management,
contemporary approaches to risk
management, and importance of these approaches within the
area of engineering, the paper
frames out two significant research questions based on which
the objectives of this study has
been developed. The two research questions are:
i) Why risk management is important for engineering

organizations?
ii) What approaches to risk management should be taken by
engineering organizations?
The first question, “Why risk management is important for
engineering organizations?”tries to
examine the importance of risk management within the field of
engineering. The argument is
made in support of the knowledge and necessity of risk
management as an important factor for
all engineers as a part of their duty. Based on the findings of
literature review, the importance of
management of risks for engineers is set on three directions:
moral, legal, and financial.
The second question, “What approaches to risk management
should be taken by engineering
organizations?” argues that engineers irrespective of their
operational difficulties should have
risk management knowledge. The risk management should not
be limited to only engineers, who
have high-risk duties but the whole organization should take
approaches toward managing risks.
Among several discussed approaches, risk communication has
given a particular attention.

5
Review of Literature
The first section of the literature review part provides an
overview of existing knowledge and
identifies the gaps. Based on a methodical and in-depth review
of available literature, this section
presents an overview of the existing knowledge-base relating to
the risk management approaches
within the field of engineering. Besides providing a review of
the important concepts pertaining
to the study, it will also demonstrate a review of the key
findings of relevant research projects
that have already been accomplished locally and internationally.
Risk and Risk Management
The term risk as defined by Amoyette et al., (2006) is the
possibility of loss, harm, or any kind
negative consequences arising out of a hazard. The importance
of risk involves both the
possibility of an unwanted condition and the severity of its
outcome. This definition of risks
brings up three significant features of risk that organizations
could face. They are: a) risk is an

outcome of an unidentified hazard; b) risk can arise in four
major areas- people, environment,
assets, and production; and c) risk has two aspects- probability
and severity. Gandhi (2010) finds
out nine major constituents of systematic risks, which includes
schedule, technical, financial,
vendor, culture, reputation, intellectual property, compliance,
and quality.
The definition of Risk management as put by Amoyette et al.,
(2006) involves the entire process
of understanding a risk, assessment of a risk, decision-making
to control the risk effectively etc.
and they must be implemented in a proper way. The first step
towards the risk management is
active identification of prospective hazards. Effective hazard
identification leads to a proper
management of those risks in order to turn them acceptable.
This definition is developed based
on the functional definition of risk management from the study
of Wilson & McCutcheon,
6

(2003). In relation with this definition, the cycle of risk
management-risk analysis, risk
assessment, and risk management- as presented by Bird &
Germain (1996) is established again.
In the area of engineering, organizations should also analyze the
risk at first to know the risk
probability and consequences, and then should assess the risk in
order to take proper risk
management method.
Risk Management Frameworks
Amoyette et al., (2006) in their risk management framework
have presented the following risk
management approach, which represents best practices within
organizations across the world.
The steps in their risk management framework are:
i) Planned Reviews: This step that usually includes functions
such as, investigation of
incidents, reviews of insurance company, reviews of regulatory
activities
(environmental reporting, inspection of pressure vessels,
renewal needs of assets, law
changes, code updates etc.) is generally conduced to obtain
necessary information to

monitor organizational operations and develop new designs for
projects accordingly.
ii) Hazards Identification: By utilizing various hazard
identification tools, such as
Hazard and Operability Study (HAZOP), Hazard Checklists
(HCI), What-if-Analysis,
Fault Tree Analysis (FTA) etc. the management team needs to
determine factors by
means of risk analysis.
iii) Risk Assessment/Analysis: Risk analysis is necessary to
gain insight into the
components of risk- risk probability and risk consequences.
While probability of risks
is related to failure of system, human resources, or environment
etc., consequences of
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risks related to engineering services are mainly thermal
radiation, smoke, explosions,
toxic exposure, environmental pollution, lethality, toxic cloud
dispersion etc.
iv) Acceptability of Risk: According to the study of Amoyette
et al., (2006) the risk

acceptability can be measured depending on the level of risks-
low-level risks, which
are acceptable; medium-level-risks, which are acceptable only
after certain
modifications; and high-level-risks, which are unacceptable.
This is also found in
Kathryn Bingham’ (2012) report that focuses on general
contemporary approaches to
risk management.
v) The Residual Risk Manage: An acceptable risk must be
managed in order to
prevent undesirable effects Safety management such as, health
and occupational
safety, process safety, equipment reliability etc. is one key tool
to manage such risks.
(Amoyette et al., 2006).
vi) Risk Reduction: An unacceptable risk can often be reduced
to acceptable level by
employing such techniques like further control, protective
features etc. However, in
cases of engineering organizations, they may often face
increased operational risks
due to the changes made.

vii) Discontinuation of Activity: If the risk is too high to take,
the management of
engineering organizations must discontinue an activity in
standard of engineering
ethics.
8
Source: Amoyette et al., 2006
Mohamed Noordin Yusuff in his report presents four general
approaches to risk management.
i) Risk Identification: This includes identifying both internal
and external risks to any
project.
ii) Risk Quantification: This includes risk assessment and their
connection to each other.
iii) Development of Risk Response: This step may include
either of risk avoidance, risk
mitigation, or risk acceptance.
9

iv) Control of Risk Response: This involves implementation of
the risk management
plan.
Information technology (IT) is a significant field within the
domain of engineering. Therefore,
upon successful accomplishment of IT projects and software
management, the success of
engineering organizations largely depend. Therefore, risk
management in this field is another
crucial direction.
Pimchangthong and Boonjing (2017) in their study developed
research framework to examine
the effect of organizational factors (type and size of
organizations) along with practices of risk
management (risk identification, analysis, response planning,
and monitor and control) to the
success of IT projects. The study identified two essential
factors- risk identification and risk
response planning- that largely influence the performance of
process and success of IT projects.
The study found negative effect of risk analysis on the
performance of product.

Lytinen et al., (1995) set a framework for risk management in
software. There are three levels of
software development environment- management environment,
project environment and system
environment. At each level of the setting there are separate set
of technology, task, actors, and
structures. The three environments are two-directional
connected by risk-based management
process and development process. This model shows that the
three distinct set of socio-technical
system are directly entwined by the above-mentioned two
change processes that have common
bounded rationality (Lytinene et al., 1995).
Another study of Almeida et al., (2015), found that engineering
risks at each stage of any
undertaken project are needed to be properly managed in order
to fulfill specified performance-
based obligations. This can only be conveyed through
demonstration of statement of technical
10
conformity, such as presenting reports of technical risks, or
performance certificate of risks in

order to formulate informed decisions. The authors propose to
utilize the risk management
framework throughout all phases of planning, programming,
designing, constructing, and
building projects.
The study of Giradi et al., (2017) offers insight into the risk
factors and their management related
to infrastructure projects. The findings of study suggest that
although the risk factors influence
the performance of projects, it is depended on the intensity level
of risk management. However,
it does not vary with increasing complexity of the projects. The
study of Ibbs & Kwak (2000)
found out that since risk factors identification is the most
critical part of infrastructure projects, it
may provide negative reflexes to the performance of the
projects if not well managed (Shenhar et
al., 2005; Zwikael & Ahn, 2011).
MITRE recognizes that for enterprise engineering programs,
risk management is necessary. it
help the decision makers to gain an enterprise-across
understanding of various risks, their
possible outcomes, their interdependencies, and waving impact

within the enterprise and beyond
it (MTRE).
Importance of Risk Management in Engineering
Engineers have to manage a wide variety of projects and
therefore, generally they have to take
part in risk management activities related to those projects. So,
risk management is an inherent
part of an engineer’s knowledge base. Apart from this, as
Amoyette et al., (2006) suggested in
their studies are following:
i) Moral Direction: Since the primary objectives of all
engineering projects is to
maintain the well-being of public, the risk related to each level
of any project must be
http://www.scielo.br/scielo.php?pid=S0104-
530X2018000100030&script=sci_arttext&tlng=en#B049
11
well-managed in order to maintain organizational cultural
approach to safety

(Hopkins, 2005). The need of ethical risk management
education is also recognized
by Guntzburger et al. (2017) in order to advance the progressive
change. Moral
evaluation of risk management in engineering profession is also
studied by Colleen et
al., (2011) and sets criteria for scientific hypothesis evaluation.
ii) Legal Direction: Due to the factor of large scale of
associated industrial hazards, the
engineering organizations must be bound with legal obligations
and they must abide
by the legal requirements in order to avoid legal risks of any
kind.
iii) Financial Direction: Financial motivation for risk
management involves elements of
self-determination, major loss avoidance, corporate
responsibility and value.
iv) Educational Needs: The need of education of risk
management for engineers arises
out of the three above-mentioned directions. Engineering
organization should take
special care in educating their in-job or trainee engineers about
the risk management.

ABET (2012) makes recommendation for systematic risk
management to be made for
accreditation.
The study of Amoyette et al., (2006) focused on another very
significant side that is risk
management education for all engineers irrespective of their
disciplines. As engineers are often
need to work as a team for a successful completion of any
project, and the team comprises of
engineers coming from different fields, they all have to learn
about the hazards and risks
associated with their tasks.
Although risk-management is a crucial part of responsibility for
all engineering organizations,
there is not very vast area of knowledge related to this field. A
few researches have put light into
creating risk-management frameworks; there is a lack of general
approaches to it. Moreover, the
12
body of literature lacks an approach to educate engineers about
the risk management process.

The study of Gandhi & Gorod (2012) signifies the lack of a
systematic risk management
education within engineering organizations which often results
into the failure of large projects
that have serious social, economical, environmental
consequences.
The study of Djaferis (2004) finds out that in addressing
systematic risks engineering education
for the most part lacks proper directional support and there is a
lack of multidiscipline as they do
not give enough attention to integration of knowledge and risk
management. In their systematic
literature investigation of risk management of product
development projects
Ahmed et al., (2007) suggests that a further risk focused
approach will likely result into an
integration of numerous risk-management techniques that will
in turn increase the effectiveness
of outcome.
The project report of Koutha (2010) puts focus into the
significance of risk management
knowledge including methodologies, tools, practices etc. due to
the increasing number of
software projects.

The second section of this literature review part provides an
overview of existing methodologies
and experimental designs applied to the relevant research
projects that have been conducted
previously.
Most of the literature in this field is developed based on
previous knowledge and case studies
associated with that knowledge. Depending on these two
methods, some researchers have built
their own experimental risk-management frameworks. These
frameworks are helpful to gain
perspective on how risk management is taken within the
particular discipline of engineering. The
case studies conducted to this approach are helpful to
understand what organizations are
13
necessarily applying in their risk management direction.
Moreover, the simulation based studies
are helpful to set a model of problems in order to teach about
the problem. The study of Gandhi
& Gorod is based on the literature review that includes survey

distribution to faculty of
engineering management programs to assess courses, offered by
the U.S on risk management.
The qualitative researches in this field present an understanding
of opinions, reasons, and
motivations related to risk-management, while the quantitative
analysis found in some of
literature takes a systematic approach towards investigation of
problems in project management
in engineering. However, the methodologies lack to set a form
of framework needed to educate
engineers about the risk management requirements. In order to
fill this gap, the present study
takes an approach to set a framework for the education of risk-
management within engineering
field.
General Problem Statement
Although depending on discipline of engineering, risks may
vary from organization to
organization, there is a lack of general approach that should be
taken into the field of
engineering. The risk-management within the engineering
organizations should not be limited to

risk-management team or senior leadership, but every engineer
should have knowledge of the
potential hazards. The importance of risk management education
for engineers is not largely
covered by potential literature. Therefore, there lies a limitation
in the approach toward the risk
management. This limitation has its own concerns. Without a
proper knowledge of risk
management, engineers will not successfully accomplish any
task. Therefore, to fulfill this
knowledge gap, this study looks for a general approach of risk
management that should be taken
by all engineering organizations. This approach will identify the
need of risk management
training and education for all engineers besides including a
general framework to risk
14
management. Continuous training regarding hazard
identification, assessment, planning,
managing, response, outcome determination etc. should be taken
place within engineering
organizations. The general approach of every engineering

organization should be to tackle those
risks with a well-grounded risk management approach that will
not include strategies of risk
management only, but also emphasize on the need of education
of the risk management.
Research Strategy
This section presents a framework that outlines the steps in
which the proposed research project
will be carried out to achieve the research objectives. First of
all, the research strategy applied to
this study is descriptive (Gill, 2011), qualitative (Yin, 2015),
and inductive (Martins &
Theophilo, 2009). The methodological path developed for this
research follows the following
direction: a) exploration of study topic, research objectives
based on the development of research
questions, b) elaboration of existing literature in this field
related to the topic and finding out the
literature gap in order to put more focus into it, c) development
of the theoretical framework of
the study based on the literature review. This paper is mainly
developed to review existing
literature in management techniques of risks in order to find out
their applicability to various

processes of managing risks such as, context set-up, risk
identification, risk analysis and
treatment.
Based on the existing literature, the present study will try to
find out relevant data in the field and
utilize that data and information in order to develop both the
theoretical framework of risk
management approaches as well as set a model for risk
management education framework.
As demonstrated earlier that this study aims to answer two
major research questions: Why risk
management is important for engineering organizations? And
what approaches to risk
15
management should be taken by engineering organizations?
Consequently, the main objective of
the study evolves from these questions; that is to gain better
understanding to risk management
framework that organizations can apply to educate their
engineers about the risks. To this end,
three particular objectives have been pursued: i) determine the

existence of risk factors and their
relationship to performance, and ii) significance of risk
management education and their positive
influence.
For this research, the literature review, chosen across different
disciplines within the engineering
field in order to gain better insight how different engineering
organizations manage and control
their risks. The researchers mainly include a wide variety of
studies from peer-reviewed
engineering journals or professional engineering body, or
individual authors, who have put their
own opinions into the matter. They are mainly searched through
search engine across different
websites and journal publishers. The sources are mainly utilized
to establish research studies for
a confirmation on division between industry and academic
institutes in this field of engineering
risk management and to set up successful course design and
methodology development that will
enhance the usefulness of the course objectives. A wide variety
of researches helps to indicate
how the research processes have been conducted earlier. This
understanding helps to find out the

lack in literature as well as develop the strategy for the present
research.
After the development of risk management framework
associated with the topic, the study will
emphasize on the significance of applying the framework with
engineering organizations. This
will be conducted again through a descriptive way, putting
recommendations for the application.
16
Resource Requirements
The project does not need much external resources like lab
equipments or other such things. The
study is mainly depended on secondary sources. Based on the
available data and information of
literature and existing knowledge in this field, the project has
been developed. The study
supports the existing resources.
However, to find out the significance of the application of
proposed framework further external

assistance may be needed, but this does not fall within the scope
of this study. This must be
investigated through further researches.
The cost of the project is also within the budget. It is not too
much as it needs only a little
expense.
Project Planning
The proposed tasks in order should be presented in timelines for
accomplishing the research
activities and project deliverables. The planning of the project
involves:
This should take one day.
oretical analysis of relevant information and
developing the theoretical
part of the study. This should take one to two days.
existing and new
knowledge. This may take a few hours.
ing other relevant parts of the project. This will take
another few hours.

17
References:
1. ABET. (2012, January 4). ABET Accreditation Available:
http://www.abet.org/DisplayTemplates/NewsAndPubs.aspx?id=5
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2. Ahmed, A., Kayis, B., Amornsawadwatana, S. (2007). A
review of techniques for
risk management in projects. Benchmarking: An International
Journal, Vol. 14 Issue:
1, pp.22-36, https://doi.org/10.1108/14635770710730919
3. Almeida et al., (2015). Engineering risk management in
performance-based building
environments. Journal of Civil Engineering and Management,
Volume 21, - Issue 2
4. Amoyette et al., (2006). Risk Management: An Area of
Knowledge for All Engineers.
The Research Committee of the Canadian Council of
Professional Engineers
5. Bingham, K. (2012). Contemporary Practices in Risk
Management: Implementation Ideas

from Leading Companies. Audit Executive Centre.
6. Djaferis, T. E. An Introduction to Engineering: Complexity
in Engineered Systems,"
presented at the 43rd IEEE Conference on Decision and Control,
Atlantis, Paradise
Island, Bahamas, 2004.
7. Gandhi, S. J. & Pinto, C. A. (2010). AN EVALUATION OF
RISK MANAGEMENT
COURSES OFFERED IN ENGINEERING MANAGEMENT
PROGRAMS ACROSS
THE UNITED STATES, presented at the American Society of
Engineering Management
(ASEM), Annual Conference Fayettville, AR.
8. Gandhi, J. & Gorod, A. (2012). The Importance of
Understanding Systematic Risk in
Engineering Management Education. American Society for
Engineering Education.
https://www.emeraldinsight.com/author/Ahmed%2C+Ammar
https://www.emeraldinsight.com/author/Kayis%2C+Berman
https://doi.org/10.1108/14635770710730919
https://www.tandfonline.com/toc/tcem20/current
https://www.tandfonline.com/toc/tcem20/21/2
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9. Girardi et al., (2017). Characterization of risk factor
management in infrastructure
projects, Gest. Prod. vol.25 no.1
10. Guntzburger, Y., Pauchant, T.C. & Tanguy, P.A. (2017)
Science Engineering Ethics,
23: 323. https://doi.org/10.1007/s11948-016-9777-y
11. Koutha, P. (2010). Objectives and Outcomes in Risk
Management Education. College of
Technology Directed Projects. Paper 26.
http://docs.lib.purdue.edu/techdirproj/26
12. Ibbs, C. W., & Kwak, Y. H. (2000). Assessing project
management maturity. Project
Management Journal, 31(1), 32-43.
13. Lytinene et al., (1995). A Framework for Software Risk
Management. Scandinavian
Journal of Information Systems, 1996, 8(1):53–68.
14. The MITRE Institute, n.d. Risk Management Approach and
Plan. Retrieved from:
https://www.mitre.org/publications/systems-engineering-
guide/acquisition-systems-
engineering/risk-management/risk-management-approach-and-

plan
15. Murphy, Colleen, Paolo Gardoni and Charles E. Harris.
2011. Classification and Moral
Evaluation of Uncertainties in Engineering Modeling. Science
and Engineering Ethics.
17(3): 533-570.
16. Yusuff, M. N. Contemporary Approaches to Project Risk
Management: Assessment &
Recommendations.
17. Pimchangthong, D. and Boonjing, V. (2017). Effects of Risk
Management Practice on the
Success of IT Project. Procedia Engineering, 182, 579 – 586.
18. Shenhar, A. J., Dvir, D., Milosevic, D., Mulenburg, J.,
Patanakul, P., Reilly, R., Ryan,
M., Sage, A., Sauser, B., Srivannaboon, S., Stefanovic, J., &
Thamhain, H. (2005).
https://doi.org/10.1007/s11948-016-9777-y
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Toward a NASA-specific project management framework.
Engineering Management
Journal, 17(4), 8-16.

http://dx.doi.org/10.1080/10429247.2005.11431667.
19. Zwikael, O., & Ahn, M. (2011). The effectiveness of risk
management: an analysis of
project risk planning across industries and countries. Risk
Analysis, 31(1), 25-37.
PMid:20723146. http://dx.doi.org/10.1111/j.1539-
6924.2010.01470.x.
http://dx.doi.org/10.1080/10429247.2005.11431667
http://dx.doi.org/10.1111/j.1539-6924.2010.01470.x
Read and View:
Personality, Leadership, and Emotional Intelligence
· How Implicit Personality Affects Leadership
· Personality and How It Relates to Leadership
· Emotional Intelligence and Leadership
· What is emotional intelligence?
· Interview of Daniel Goleman, Emotional Intelligence Social
Intelligence and Leadership
· Personality and Leadership 9.5min
· Personality and creating your Leadership style
· Critical Leadership Skills: Key Traits That Can Make or Break
Today’s Leaders
Moral Compass Leading with Values
· Moral Intelligence for Successful Leadership
· Why Leaders Lose Their Way
Cultural Intelligence:
· Why You Need Cultural Intelligence and How to Develop it
Take the following Self-Assessment Tests. Record the results
for use in this week’s assignment.

· Jung Personality Typology Test
· Communication Skills Test
· Self Esteem Test
· Leadership Skills Test
· Leadership Style Test
· Cultural Intelligence Test
· Emotional Intelligence Test (A technical issue may occur in
which the web page cannot be viewed when accessed from a
direct link. If you encounter this issue, please copy and paste
the following web address into the address bar to access the web
page: https://globalleadershipfoundation.com/geit/eitest.html )
· Ultimate Ethics Quiz
Biotech Leadership Competencies Table
(completed as part of the Job Announcement group project)
Biotech has identified the following four core values:
Customer-centricity, Innovation, Knowledge, Sustainability*
*Biotech defines sustainability “both for profit and planet”.
In order to complete the job announcement, your group must
identify the leadership competencies that are aligned with each
of these four core values. Here are two examples of how other
companies do this.
SmithKline Beecham (SKB) has identified leadership
competencies aligned with its core values of Performance and
People:
SKB Core Value Leadership Competencies

Performance
· Establish plans
· Manage execution
· Influence others
· Drive for results
People
· Foster enthusiasm and teamwork
· Reward and celebrate teamwork
· Attract and develop talent
· Build relationships
Source: Manzi, L., & Abramson, J. (1999). SmithKline
Beechum. In D. Giber, L. Carter & M. Goldsmith (Eds.),
Linkage Inc.’s best practices in leadership development
handbook (pp. 397-424). Lexington, MA: Linkage Press.
Starbucks has as one of their core values “Neighborhood.”
They have identified the following leadership competencies as
important in the local leadership of each of its stores:
· Connect with neighborhoods we serve
· Reach out by volunteering in the community
· Support local programs and causes
Source: Schultz, H. (2011). Onward: How Starbucks fought for
its life without losing its soul. New York, NY: Rodale.
Note that the leadership competencies for these two companies
are different in what they mean; however, they have one thing
in common: all leadership competencies start with a verb. They
are actionable. That means that you can observe it being done,
and you can measure it. That is a key to writing leadership
competencies so that they are meaningful.
For each of the four Biotech core values, identify three
leadership competencies that align well. Under “Source”
identify the course material from which each of these leadership
competencies was found.

Biotech Core Value
Leadership Competencies (follow examples above)
Source (Author, Year)
Customer-centricity
Customer Connectedness
Top 10 Must-haves for a Customer Centric Leader ( Jaiswal,
2017)
Enhancing effective customer relationships
Leaders at all levels (Canwell, A., Stockton, H., Dongrie V.,
Neveras, N., 2014)
Encourage customer feedback (positive or negative)
Neveras, N., 2014)
Innovation
Taking risks and innovating
Leadership Competencies (Society for Human Resource
Management, 2018)
Creativity
Neveras, N., 2014)
Setting Vision and Strategy
Management, 2018)
Knowledge
Understanding and navigating the organization
Management, 2018)
Increasing your capacity to learn
Management, 2018)

Understanding the core business well
Neveras, N., 2014)
Sustainability
(for profit and planet)
External collaboration
Management, 2018)
managing effective teams and work groups
Management, 2018)
demonstrating ethics and integrity
Management, 2018)
Assignment 3 - Final Project
Proposal
Requirements
The following is a guide to help you construct your final report
for SEN719
This report is a comprehensive proposal detailing your project.
While it is
based on what you have submitted in assignment 1, your work
and thinking

should be extensively developed; and thus sections of this
report that are
similar to those contained in assignment 1 should be
significantly improved.
There is no exact word limit, but as a guide you should expect
to write
around 5000 words or 20 pages. However, it is understood that
different
projects will require more description and explanation than
others. It should
also be understood that an excessively long report can be as
ineffective as an
overly short one. If you have any doubt about how long the
report should be,
consult your academic supervisor.
Note that this is a minor change from the Unit Guide, which
says no more
than 5000 words. Many of you find this to be somewhat
restrictive. If your
project contains a lot of additional information that may make it
difficult to
stay within this limit, consider the use of appendices.
Please use the following guidelines for your report:

Project Title
Please include the title, your name and student details, your
supervisor(s)
Introduction
An introduction provides context to the project by including
background
information that highlights the importance of the area to the
industry and/or
public. You should demonstrate an in-depth understanding of
the general
importance and implications of the project area
Project aim and objectives
The project aim and specific objectives were introduced in the
initial
proposal, however, these may have been further refined or
adjusted. Clearly
articulate the specific project objectives and project benefits to
the research
area, industry and/or the public. Clearly identify any
stakeholder
requirements, such as from your supervisor, industry,
researchers or other

organisations that have a vested interest in the outcomes of the
project.
Literature review
A literature review serves a number of purposes in a research
project. In
simple terms, the literature review should justify the need for
the project, the
project objectives and the intended methods that will be
utilised. Thus you
should:
-depth understanding of the area of study in
terms of
the important issues, theory and approaches that have been
previously
undertaken to study it
monstrate an understanding of what others have previously
learned
by studying the area, and thus identifying the best way to study
it to
address your specific objectives
previous

research done in the area
Note that this can be based on your initial literature review.
However, it
should also be noted that your work will have moved on since
that was
written and additional literature is generally expected.
Detailed methodology and deliverables
The methodology should provide a detailed outline of the
tests/methods/techniques/etc. that will be undertaken in the
project. Clearly
explain the approach that will be used in the project, including
detailed
steps/tasks/tests/etc. Demonstrate an understanding of the
outputs that will be
generated using the methodology, and how these can be used to
provide an
outcome/deliverable/solution to each of the project objectives.
Demonstrate
an understanding of the limitations or disadvantages of the
approach being
undertaken.

Project planning
Evidence that the project can be completed safely and
professionally within
the timelines allowed. This may include a timeline/gantt chart
that clearly
identifies the scheduled tasks, resources, milestones and
timeline for the
project, evidence of project progress tracked against the project
plan/timeline,
critical tasks highlighted with any risks to completion of the
project
identified, work safety assessment completed and submitted to
Cloud Deakin
and any ethical considerations related to the design of the
project identifed
and appropriately discussed
Response to feedback
Feedback will be provided by your supervisor or after the initial
proposal or
oral video presentation. Please consider any of the feedback in
the form of a
reflection on your project. It can be in the form of a selection of

headings
where comments have been made about your project, followed
by a
discussion on how you have addressed these comments.
Assessment
You will be assessed according to the the rubric that will be
provided as a
separate document. You might like to ask yourself the following
questions as
a way to establish the standard of your report. They may also
form a basis for
discussion with your supervisors and other stakeholders.
Planning and justification of aims and objectives – Have you
described a
technically significant project, with achievable objectives and
aims that are
clearly explained? Are these objectives fully justified in terms
of stakeholder
requirements and backed up by the literature?
Literature – have you developed a clear context for your project
in terms of
what value it may have to the stakeholders? Have you included

appropriate
literature to back that up as well as to show what others have
done and how
your project draws from this knowledge?
Planning outcomes and deliverables – Have you described a
clear set of
outcomes and deliverables for your project? Do you have a clear
methodology on how these deliverables will be generated?
Methodology/approach – have you clearly stated how you are
going to carry
out your project in sufficient detail? Does it form a good and
accurate guide
for you to achieve your stated deliverables? Do you understand
what
techniques and skills you will require to complete your project?
If there are
limitations and unknowns to your project, have you allocated
time and
resources to overcome these?
Resources and safety considerations – have you clearly
identified all

necessary resources to carry out your project? Have you
completed all
appropriate safety training and documentation? Have you
identified what lab
or other facilities you will need and engaged with the
appropriate technical
staff? Have you determined what equipment, components,
purchased items,
software, etc. you will need to carry out your project? Have you
considered
any ethical issues associated with your project?
Timelines – have you worked out how you are going to manage
your time for
the remainder of the project? Has this been discussed with your
supervisor
and other stakeholders? Does it make sense?
Response to feedback – Have you included a good reflection on
how others
see your project and can you identify how their comments can
improve your
project

1 Contemporary Approaches in Management of Risk in .docx

1 Contemporary Approaches in Management of Risk in .docx

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