This document summarizes and compares two capital projects, Case A and Case B, in terms of their risk management approaches. Case A took a single point estimate approach which resulted in fixed contingency amounts, while Case B took a range analysis workshop approach to identify and quantify risks. Case B developed cost and schedule ranges and analyzed key risk drivers, allowing them to model outcomes more accurately. Best practice for risk analysis involves taking a risk-driven, integrated cost-schedule approach to understand contingency needs and prioritize top risks.
Project Controls Expo, 18th Nov 2014 - "Schedule Risk Analysis for Complex Pr...Project Controls Expo
Schedule Risk Analysis is used on a wide range of projects as an established technique for identifying the uncertainties that threaten (or enhance) project success. However, applying the technique effectively to produce valid results on large and complex projects poses more of a challenge. This presentation summarises an approach to conducting schedule risk modelling for complex, long-term engineering projects, avoiding common pitfalls, and ensuring that outputs can be used to actively influence the project’s outcome.
How to use RiskyProject software for project risk management and risk analysis in oil and gas industry.
For more information how to perform schedule risk analysis using RiskyProject software please visit Intaver Institute web site: http://www.intaver.com.
About Intaver Institute.
Intaver Institute Inc. develops project risk management and project risk analysis software. Intaver's flagship product is RiskyProject: project risk management software. RiskyProject integrates with Microsoft Project, Oracle Primavera, other project management software or can run standalone. RiskyProject comes in three configurations: RiskyProject Lite, RiskyProject Professional, and RiskyProject Enterprise.
Project Controls Expo 18th Nov 2014 - "Cost Estimate Risk Analysis: For Capit...Project Controls Expo
Once a project or a turnaround team has developed a cost estimate, they are usually required to assign an accuracy range to the estimate and calculate the contingency. Some teams take a simplistic view that if the design package has been developed to a certain standard or class, then the accuracy range can be assigned according to common rules of thumb. However, this route can bypass the requirement to calculate contingency, and it looks at only the “systemic” uncertainty in the estimate, while ignoring any “project specific” uncertainty and risk. In addition, copious evidence over the past 30 years shows that, if left unguided, teams are generally over-optimistic and hence under-estimate the contingency required and assign too tight an accuracy range. If we look at the common methodologies used by teams, there are a number of common misconceptions and errors that contribute to this under-estimation.
PetroSync - Cost Engineering Risk Management-Earned Value ManagementPetroSync
Will cover the latest techniques and practical methodologies of project cost engineering and risk management to successfully manage project cost and risk, in order to maximize business ROI in the long run.
Project Controls Expo, 18th Nov 2014 - "Schedule Risk Analysis for Complex Pr...Project Controls Expo
Schedule Risk Analysis is used on a wide range of projects as an established technique for identifying the uncertainties that threaten (or enhance) project success. However, applying the technique effectively to produce valid results on large and complex projects poses more of a challenge. This presentation summarises an approach to conducting schedule risk modelling for complex, long-term engineering projects, avoiding common pitfalls, and ensuring that outputs can be used to actively influence the project’s outcome.
How to use RiskyProject software for project risk management and risk analysis in oil and gas industry.
For more information how to perform schedule risk analysis using RiskyProject software please visit Intaver Institute web site: http://www.intaver.com.
About Intaver Institute.
Intaver Institute Inc. develops project risk management and project risk analysis software. Intaver's flagship product is RiskyProject: project risk management software. RiskyProject integrates with Microsoft Project, Oracle Primavera, other project management software or can run standalone. RiskyProject comes in three configurations: RiskyProject Lite, RiskyProject Professional, and RiskyProject Enterprise.
Project Controls Expo 18th Nov 2014 - "Cost Estimate Risk Analysis: For Capit...Project Controls Expo
Once a project or a turnaround team has developed a cost estimate, they are usually required to assign an accuracy range to the estimate and calculate the contingency. Some teams take a simplistic view that if the design package has been developed to a certain standard or class, then the accuracy range can be assigned according to common rules of thumb. However, this route can bypass the requirement to calculate contingency, and it looks at only the “systemic” uncertainty in the estimate, while ignoring any “project specific” uncertainty and risk. In addition, copious evidence over the past 30 years shows that, if left unguided, teams are generally over-optimistic and hence under-estimate the contingency required and assign too tight an accuracy range. If we look at the common methodologies used by teams, there are a number of common misconceptions and errors that contribute to this under-estimation.
PetroSync - Cost Engineering Risk Management-Earned Value ManagementPetroSync
Will cover the latest techniques and practical methodologies of project cost engineering and risk management to successfully manage project cost and risk, in order to maximize business ROI in the long run.
Monte Carlo Schedule Risk Analysis: The Concept, Benefits, and Limitations. How Monte Carlo schedule risk analysis works; how to perform Monte Carlo simulations of project schedules.
For more information how to perform schedule risk analysis using RiskyProject software please visit Intaver Institute web site: http://www.intaver.com.
About Intaver Institute.
Intaver Institute Inc. develops project risk management and project risk analysis software. Intaver's flagship product is RiskyProject: project risk management software. RiskyProject integrates with Microsoft Project, Oracle Primavera, other project management software or can run standalone. RiskyProject comes in three configurations: RiskyProject Lite, RiskyProject Professional, and RiskyProject Enterprise.
Using Risk Analysis and Simulation in Project ManagementMike Tulkoff
An overview of risk management techniques that can be incorporated into project plans and schedules. Learn how to use tools such as @RISK for Excel and Microsoft project to run Monte Carlo simulations on project plans. Model uncertain inputs under several scenarios to view the effect on project outputs like duration, dates, and cost.
Cis 500 assignment 6 vo ip part 4 (risk register)Anakinzs
FOR MORE CLASSES VISIT
tutorialoutletdotcom
Assignment 6: VoIP Part 4 (Risk Register)
Due Week 9 and worth 100 points
Utilizing the Delphi technique, your team constructed the following risks register the VoIP project containing the risk, the likelihood of its occurrence on a scale of 1 (least likely) to 5 (most likely), and the potential negative impact on the project on the same scale. In addition, they recommended the appropriate response and identified its type for one of the risks identified.
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
Top Five Metrics for Measuring Schedule ReliabilityPMA Consultants
Learn how to improve schedule reliability using five metrics common for project schedules. Although Schedule MD has over 40 different metrics, focusing on a subset will provide improved schedule reliability that any project scheduler can use. Attendees will walk away knowing an efficient way to get up and running analyzing schedules.
Economics of project evaluation cpm module2ahsanrabbani
Introduction: The competencies required for developing business cases comprise a range of skills, including those for:
• facilitation and negotiation
• demand management
• risk management
• value management
• economic, social, environmental and budget analyses, and
• strategic planning.
Monte Carlo Schedule Risk Analysis: The Concept, Benefits, and Limitations. How Monte Carlo schedule risk analysis works; how to perform Monte Carlo simulations of project schedules.
For more information how to perform schedule risk analysis using RiskyProject software please visit Intaver Institute web site: http://www.intaver.com.
About Intaver Institute.
Intaver Institute Inc. develops project risk management and project risk analysis software. Intaver's flagship product is RiskyProject: project risk management software. RiskyProject integrates with Microsoft Project, Oracle Primavera, other project management software or can run standalone. RiskyProject comes in three configurations: RiskyProject Lite, RiskyProject Professional, and RiskyProject Enterprise.
Using Risk Analysis and Simulation in Project ManagementMike Tulkoff
An overview of risk management techniques that can be incorporated into project plans and schedules. Learn how to use tools such as @RISK for Excel and Microsoft project to run Monte Carlo simulations on project plans. Model uncertain inputs under several scenarios to view the effect on project outputs like duration, dates, and cost.
Cis 500 assignment 6 vo ip part 4 (risk register)Anakinzs
FOR MORE CLASSES VISIT
tutorialoutletdotcom
Assignment 6: VoIP Part 4 (Risk Register)
Due Week 9 and worth 100 points
Utilizing the Delphi technique, your team constructed the following risks register the VoIP project containing the risk, the likelihood of its occurrence on a scale of 1 (least likely) to 5 (most likely), and the potential negative impact on the project on the same scale. In addition, they recommended the appropriate response and identified its type for one of the risks identified.
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
Top Five Metrics for Measuring Schedule ReliabilityPMA Consultants
Learn how to improve schedule reliability using five metrics common for project schedules. Although Schedule MD has over 40 different metrics, focusing on a subset will provide improved schedule reliability that any project scheduler can use. Attendees will walk away knowing an efficient way to get up and running analyzing schedules.
Economics of project evaluation cpm module2ahsanrabbani
Introduction: The competencies required for developing business cases comprise a range of skills, including those for:
• facilitation and negotiation
• demand management
• risk management
• value management
• economic, social, environmental and budget analyses, and
• strategic planning.
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
Cost Engineering Financing and Risk Management in Upstream Oil & Gas ProjectspetroEDGE
The two elements which consistently remain at the forefront of every project or an assignment are “Cost” and “Time”. The mechanics of capturing cost can be a challenging task. Project leaders are expected to provide a realistic, reliable and risks adjusted projection of a project’s performance.
This 3 day training course with in-built workshops is developed to assist you walk-through the engineering formulas and equations to become a “professional” in managing estimates, projections, risks, uncertainties and secure financing for high value, high risk projects for both On-shore and Offshore Oil & Gas industry segments.
Objectives
This course is developed for the participants to gain comprehensive understanding of the field of Cost Engineering and its impact on the project financing and risk management. The underlying objectives are:
Enhance familiarization with mechanics of cost engineering in developing Project Cost Models;
Gain understanding of diversity in cost modelling in context of Offshore and Onshore Oil & Gas projects;
Identify risks associated with cost estimates and costing elements, with an objective of minimizing the exposure;
Appreciate the correlation between cost and schedule, resulting in the delivery of contractual obligations; and
Develop competency to manage risks of costs and time overrun, by implementing appropriate cost control mechanism.
Expected Learning Outcomes
It is expected that the participants through coursework, lectures and sharing of experiences by hands-on workshop, would have learnt:
How to create cost management models with built-in, measurable, real-time progress monitoring transmitters;
Ability to fine-tune cost and schedule for mitigating contract risks;
Able to use various tools in getting the most optimum cost and schedule mix through simulations and iterations;
Capability to produce well supported propositions to arrange external financing and satisfying the requirements of Banks and Financial Institutions;
How to implement the cost control strategies and allow for variations and manage unscheduled events or geopolitical developments;
Good understanding of key aspects which provide differentiation between offshore and onshore projects, so as to modify the cost models accordingly; and
Good understanding of the underlying cost engineering concepts, principles and methodologies being adopted in Oil & Gas projects.
1/31/2021 Project Procurement
https://leocontent.umgc.edu/content/umuc/tgs/mba/mba670/2211/learning-resourcelist/project-procurement.html?ou=541222 1/2
Project Procurement
By Adrienne Watt and bpayne
The procurement effort on projects varies widely and depends on the type of project.
Often the client organization will provide procurement services on less complex projects.
In this case, the project team identifies the materials, equipment, and supplies needed by
the project and provides product specifications and a detailed delivery schedule. When
the procurement department of the parent organization provides procurement services, a
liaison from the project can help the procurement team better understand the unique
requirements of the project and the time-sensitive or critical items of the project schedule.
On larger, more complex projects, personnel are dedicated to procuring and managing the
equipment, supplies, and materials needed by the project. Because of the temporary
nature of projects, equipment, supplies, and materials are procured as part of the product
of the project or for the execution of the project. For example, the bricks procured for a
construction project would be procured for the product of the project, and the mortar
mixer would be equipment procured for the execution of the project work. At the end of
the project, equipment bought or rented for the execution of the work of the project are
sold, returned to rental organizations, or disposed of some other way.
More complex projects will typically procure through different procurement and
management methods. Commodities are common products that are purchased based on
the lowest bid. Commodities include items like concrete for building projects, office
supplies, or even lab equipment for a research project. The second type of procurement
includes products that are specified for the project. Vendors who can produce these
products bid for a contract. The awarding of a contract can include price, ability to meet
the project schedule, the fit for purpose of the product, and other considerations
important to the project.
Manufacturing a furnace for a new steel mill would be provided by a project vendor.
Equipment especially designed and built for a research project is another example. These
vendors’ performances become important parts of the project, and the project manager
Learning Resource
1/31/2021 Project Procurement
https://leocontent.umgc.edu/content/umuc/tgs/mba/mba670/2211/learning-resourcelist/project-procurement.html?ou=541222 2/2
assigns resources to coordinate the work and schedule of the vendor. The third
procurement approach is the development of one or more partners. A design firm that is
awarded the design contract for a major part of the steel mill and a research firm that is
conducting critical subparts of the research are examples of potential project partners. A
partner contributes to and is integrated into the execution p ...
1/31/2021 Project Procurement
https://leocontent.umgc.edu/content/umuc/tgs/mba/mba670/2211/learning-resourcelist/project-procurement.html?ou=541222 1/2
Project Procurement
By Adrienne Watt and bpayne
The procurement effort on projects varies widely and depends on the type of project.
Often the client organization will provide procurement services on less complex projects.
In this case, the project team identifies the materials, equipment, and supplies needed by
the project and provides product specifications and a detailed delivery schedule. When
the procurement department of the parent organization provides procurement services, a
liaison from the project can help the procurement team better understand the unique
requirements of the project and the time-sensitive or critical items of the project schedule.
On larger, more complex projects, personnel are dedicated to procuring and managing the
equipment, supplies, and materials needed by the project. Because of the temporary
nature of projects, equipment, supplies, and materials are procured as part of the product
of the project or for the execution of the project. For example, the bricks procured for a
construction project would be procured for the product of the project, and the mortar
mixer would be equipment procured for the execution of the project work. At the end of
the project, equipment bought or rented for the execution of the work of the project are
sold, returned to rental organizations, or disposed of some other way.
More complex projects will typically procure through different procurement and
management methods. Commodities are common products that are purchased based on
the lowest bid. Commodities include items like concrete for building projects, office
supplies, or even lab equipment for a research project. The second type of procurement
includes products that are specified for the project. Vendors who can produce these
products bid for a contract. The awarding of a contract can include price, ability to meet
the project schedule, the fit for purpose of the product, and other considerations
important to the project.
Manufacturing a furnace for a new steel mill would be provided by a project vendor.
Equipment especially designed and built for a research project is another example. These
vendors’ performances become important parts of the project, and the project manager
Learning Resource
1/31/2021 Project Procurement
https://leocontent.umgc.edu/content/umuc/tgs/mba/mba670/2211/learning-resourcelist/project-procurement.html?ou=541222 2/2
assigns resources to coordinate the work and schedule of the vendor. The third
procurement approach is the development of one or more partners. A design firm that is
awarded the design contract for a major part of the steel mill and a research firm that is
conducting critical subparts of the research are examples of potential project partners. A
partner contributes to and is integrated into the execution p ...
In December 2015, the UK’s National Audit Office reported that one-third of UK government projects were either unachievable or in-doubt. This would have come as a great surprise to most commentators, in particular that two-thirds of the projects were forecast to be on track! It is not immediately clear from the report on what basis these projects are secure about their on-time delivery. How can a project forecast with confidence that it will deliver on time?
Project Management Series By Himadri Banerji: The New Frontiers From Himadri ...HIMADRI BANERJI
SDPM is an extension of Critical Chain Project Management, and is practiced widely in Russia.It deals with concepts Resource Critical Path which unlike in CCPM can be multiple, and Resource Productivity depends on country and environment, Success Probability.
Cost Risk Analysis (CRA) by Pedram Daneshmand 19-Jan-2011Pedram Danesh-Mand
As a quantitative risk analysis tool, Cost Risk Analysis enables stakeholders to identify and quantify the project risks and opportunities and, through comparative analysis of possible scenarios, to develop project programmes and budgets with a more level of confidence.
Evaluation of Risk Factors Affecting Cost Performance of Construction Project...IJCMESJOURNAL
Effective management of risk is critical to the success of any construction project. The importance of risk management has grown as projects have become more complex. Contractors have traditionally used financial mark-ups to cover the risk associated with construction projects, but as competition increases and the margins become tighter, they can no longer rely on this strategy and must improve their ability to manage risk. This study has carried out an empirical evaluation of the effect of risk factors on cost performance of projects at delivery. The study is based on the analysis of primary data derived from bills of quantities for the construction/erection of hospital projects by the Ministry of Works and Housing, Jalingo in Taraba State. The obtained data was analyzed using linear regression, t-statistics, F-statistics, line and scatter graphs. The study identified the following risk variables as having significant impact on cost performance: project size, project location, project complexity, level of variations, prime cost sums and provisional sums, estimator bias, market conditions, level of competition, fraudulent practices, construction techniques, economic and political factors, construction accidents, health and safety factors. The study concludes that these factors have to be comprehensively assessed in the light of the individual projects. It recommends among others, the need for a departure from the use of traditional approach of percentage risk adjustment factor to a more comprehensive risk management system.
Earned Value Management (EVM) is an effective tool for project performance measurement that, if planned properly, can play a vital role for project success. EVM is based on scope, time and cost only while risks are not accounted for in planning process. Moreover, there are difficulties in acquiring real-time Actual Cost (AC) data for continuous monitoring and control, mainly due to the communication gap between engineers and accountants. Researchers have proposed different extensions of EVM for specific projects and in general. In order to apply the proposed EVM extensions, a real-time tourism facility project with sustainable energy & water resource at Kund Malir, Baluchistan is taken as a model. Costs, schedules, scope and risks are hypothetical in the model. Planned EVM is applied to the model with and without risks. Risk Costs and Scheduled Buffers are added in Planned Value (PV) calculations basing on probability-impact matrix factors. Furthermore, task level EVM models or Task-EVMs are integrated into Project-EVM or Master-EVM in order to minimize the problems being faced in acquiring real-time data. Industry specific application and research of EVM extensions proposed in this paper can be a good area for future research. Moreover, establishment of tourism facilities at unexplored or less explored areas of Sindh and Baluchistan can be another real-time research as well as a business project.
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C:\documents and settings\ckampschulte\desktop\in sync risk range analysis
1. Capital ProjectsRisk Development and ManagementChristiane KampschulteParsons Brinckerhoff16th August 2010 2:30-3:15pm The most comprehensive Oracle applications & technology content under one roof
2. Introduction The presentation addresses Risk management in terms of quantitative Risk Management not qualitative scoring methods. The presentation compares two projects. To validate the effectiveness of Risk Management statistically we require more examples and case studies. None of the Project are as per “Best Practice” which is dealt with at the end.
3. Introduction There are a number of uncertainties in every project that have a potential to affect the outcome. Commonly, the provision for these uncertainties is taken care of by adding a percentage of costs as contingency to the cost estimate and adding a time contingency at the end of the longest path.
4. Introduction The paper compares 2 similar projects and: Highlights the importance of calculating and documenting a meaningful cost and schedule contingency. Illustrates the benefits of project cost and time estimate range reviews.
5. CASE STUDY A : Mining Infrastructure Project in Western Australia
6. Rail Construction TD-Graph Capping Tracklaying Bridges Commissioning Activities Target Track Actual Track Layed Hand Lay2 Hand layed Cloud Break PORT 250 COMMISSIONING & Stockpiling Target No Later then date 220 190 Bridge 8 Chainage (km) 160 Bridge 7 Bridge 6 Bridge 5 130 100 Bridge 4 Bridge 3 70 Bridge 2 40 Bridge 1 Actual Track 10 Layed Hand layed Loop 16-Nov-07 21-Sep-07 11-Jan-08 27-Jun-08 2-May-08 27-Jul-07 7-Mar-08 1-Jun-07 6-Apr-07 -20 CASE STUDIES
7. Cost and time estimates were based on information given by Engineering Design Team. The project started with a single point cost and time estimate. The single point estimate resulted in a contingency linked to the time and cost estimate. This was a fixed percentage added to the cost estimate and a fixed number of days added to the project programme. Case A
8. Execution phase risk management workshops were conducted at regular intervals but inputs were taken from a Safety perspective and risk were not quantified. The contractors were required to submit a time scaled detailed network program, hours spent and forecasts. No alliance partner's forecast showed schedule or cost overrun. Schedule updates always showed a date within the required dates. Case A
9. Variations were approved while the cost value did not surpass the project single point estimate. No other number than the original estimate was ever communicated for time and cost. Case A
10. The project was being built in a Cyclone prone area and was under a high cyclone danger zone. A cyclone hit the area and one of the 3 worker accommodation camps a was damaged. Case A
11. This incident triggered the intensive review of the project’s time estimate and cost estimate with focus on the assumptions made for calculating the contingency. The finding were that the scope hat deviated from the initial estimate. The assumptions made for the calculation of time and cost contingency were not treaceableso couldn’t not be evaluated for their adequateness. Case A
12. CASE STUDY B : Coal Terminal Project in New South Wales
13.
14. A Range Analysis Workshop (RAW) was held to identify and quantify all risks and uncertainties that could cause a deviation to the estimate. Particular attention was paid to the facilitation of this workshop where project participants were encouraged to come up with extreme outcomes of the uncertainties. Case B
15. Examples for risk sources considered in the RAW were: Availability of area or facility, staff availability and major equipment. Uncertainty over productivity level on the project. Adverse environmental conditions Specific risks identified for the project that have the potential to impact the project like geotechnical conditions, Industrial Relations, Quality. Case B – Risk sources
16. For awarded contracts, capital cost sources that were considered were uncertainty associated with variations that have been submitted, uncertainty with forecast variation and uncertainty associated with emerging trends. Case B - Risk sources
17. Capital cost inputs that were considered for un-awarded contracts typically included variations in project scope that were being developed at that stage, variations in unit rates considering the time lag between feasibility study and project execution, variations in quantities-both materials and work hours which are impacted by the stage of the design process and risk events specific to the project. Case B - Risk sources
18. The schedule risk profile was developed through a summary risk schedule developed from the project schedule that captured the key milestones and the associated near critical activities. Duration ranges were developed for these activities in a facilitated workshop. These ranges were defined by the minimum case, maximum case, P10, P90 scenarios and probability of achieving or improving the task duration. The ranges were then used to develop a probability distribution for the activity. Correlations between the ranged schedule activities were also included. Case B – Schedule range analysis
19. Case B – Schedule range analysis Key Drivers of the Project completion milestone
20. Awarded contracts – models cost uncertainty due to variations. Un-awarded contracts – modeled uncertainty associated with the estimate of these contracts. Owners – models uncertainty associated with owner’s costs. Project Risks – models the risks that have been identified. Project Scope – models potential scope changes for the project. Schedule – models the time variable uncertainty associated with schedule duration risk. Case B – CAPEX range analysis
21. Case B - CAPEX Range analysis Schedule range analysis Cost range analysis
22. Case B - Risk model Mean P95 P5 Capital Cost Key Capital risk drivers
25. Integrated cost-schedule risk analysis The purpose of this is to estimate the appropriate level of cost contingency reserve on projects and also to include the impact of schedule risk on cost risk. Best Practice (as per AACE recommendation)
26. Start with a “good” logic driven schedule (summary schedule) Assign cost loaded resources to the activities in the schedule Take a risk driven approach. Use the “Risk Register”. Collect good risk data from facilitated workshop or one to one interview with stakeholders or project participants. Derive contingency reserve of time and cost, prioritize the risks and mitigating them in steps. Best Practice
27. Risks are identified during a qualitative risk analysis of the project. This leads to a list of prioritized risks which are characterized by their probability and impact ranges. A best practice project schedule which is resource loaded. The “Neat Estimate” (an estimate without contingency) assigned to the activities in the schedule. Best Practice - Inputs
28. From the inputs, a risk model would be created in a readily available software like “Primavera Risk Analysis V8” (Pertmaster) ready to run a number of iterations simulating the project Risk # 01 – P50% Factors 0.95,1.05,1.15 Activity A Activity B Best Practice - Model
31. Answers we get Which risks are most important to the achievement of the project schedule and cost estimate? How likely are the project plan’s cost and schedule targets to be met - taking into account the risk that may affect that plan? How much contingency of time and cost needs to be provided to meet the risk threshold of the project management or other stakeholders?
32. Tell us what you think… http://feedback.insync10.com.au Questions to : adatta_project@yahoo.comc.kampschulte@gmx.de