This document outlines the risk management process for a case study project. It includes: 1. The risk management process with 6 steps: plan, identify, analyze qualitatively, analyze quantitatively, plan responses, and control risks. 2. A risk register containing 16 identified risks for the project with details like probability, impact, risk response strategies. 3. An update to the risk register after 29 months with one risk removed. The document provides an overview of the risk management process applied to a case study project and the resulting risk register and monitoring.

1. FALL 2020
Mohamed Ismail Kotb
RISK MANAGEMENT
CASE STUDY
PRMG 195
Submitted To:
Dr. Hany salah

2. 1
Contents
1- CASE STUDY ........................................................................................................................................................................................................... 2
2- RISK MANAGEMENT PROCESS.............................................................................................................................................................................. 3
3- ROLES AND RESPONSIBILITIES MATRIX................................................................................................................................................................ 4
4- RISK MANAGEMENT FOR CASE STUDY................................................................................................................................................................. 4
5- Risk register for the project ................................................................................................................................................................................ 16
6- Project Risks updates after 29 months:.............................................................................................................................................................. 21

3. 2
1- CASE STUDY

4. 3
2- RISK MANAGEMENT PROCESS
Risk
Management
Process
1- Plan risk
management
2- Identify
risks
3- Perform
qualitative
risk
4- Perform
quantitative
risk analysis
5 -Plan risk
responses
6- Control
risks

5. 4
3- ROLES AND RESPONSIBILITIES MATRIX
4- RISK MANAGEMENT FOR CASE STUDY
A- Plan Risk Management
- This process decides how risk management activities for the project at hand will be performed.

6. 5
➢ TOOLS & TECHNIQUES
A) Analytical techniques:
- understanding stakeholder risk appetites and tolerances,
developing a method for scoring risks, and determining the risk exposure of the project
B) Expert judgment:
- Subject matter experts (SMEs) in business or project area.
- Project managers who have worked on projects in the same area (directly or through lessons learned)
C) Meetings:
The purpose of meeting which are held with project team members, stakeholders, functional managers and others who
might have involved in the risk management process is to contribute to the risk management plan.
➢ Plan Risk Management output:

7. 6
1- Risk breakdown structure:
LEVEL 0 LEVEL 1 LEVEL 2 LEVEL 3
CIVIL
SUB
STRUCTURE
EXTERNAL
RISK
SOURCES
LEGAL LOCAL REGULATIONS PERMITS APPROVALS CHANGES IN LAW STANDARDS
INTERNATIONAL
LAW
REGULATION
POLITICAL CHANGE IN POLITICS ELECTIONS WAR
TREATIES,
Public disorder
ECONOMIC INFLATION High interest rate Economic recession
FINANCIAL FUND
FINANCIAL
RESTRICTIONS
FUND REGULATIONS
CULTURE REQUIREMENTS BEHAVIOUR
NATURE WEATHER FLOODS EARTHQUAKES
WIND AND
STORM
FORCEMAJEURE UNFORESSEN CONDITIONS
SHIPPING SHIPPING CYCLE SHIPPING REGULATION SHIPPING APPROVAL
SITE Unforeseen site ground condition SITE ACCESS
INTERNAL
RISK
SOURCES
MANAGEMENT QUALITY TIME COST SAFETY
Technology KNOW HOW PRACTICE
INVOLVED
PARTIES
OWNER CONSORTIUM THIRD PARTY FUNDING
PARTIES
DISPUTE
MANPOWER PRODUCTIVITY ILLNESS ACCIDENTS
LABOUR
DISPUTES
RESOURCES
SHORTAGES
(EQUIPMENT/WORKERS/MATERIAL)
AVAILABILITY
UNCERTINATY IN RESOURCES
OUTPUT QUALITY
CONTRACTUAL TYPE OF CONTRACT
CONTRACT OPERATION
MECHANISM
CONTRACT TERMS AND
CONDITIONS
DISPUTES

8. 7
2- Definitions of risk probability and impact

9. 8
3- Probability and impact matrix
A) Probability:
The likelihood that the risk (Threat or opportunity) will occur.

10. 9
B) Impact (Consequences):
The effect on the project if the risk (threat or opportunity) occurs

11. 10
C) Risk Score (R) = Probability (P) x Impact (I)
Probability and impact matrix

12. 11
The resultant risks can then be categorized as follows
Risk Range Tolerance Descriptor Risk Action
High Risk
Activity should be modified to include remedial planning
and action and be subject to a detailed HSE assessment
Medium Risk
Activity or industry can operate subject to management or
modification
Low Risk No action required, unless escalation of risk possible.
B- Risk identification
- This process identifies and documents risks that might occur for a given project.
➢ TOOLS & TECHNIQUES
A) Documentation review
- Review all Project documents (contract, Procurement, assumptions, ..etc)
B) Brainstorming:
- Brainstorming involves getting subject matter experts, team members, risk management team members, and
anyone else who might benefit the process in a room and asking them to start identifying possible risk events.
C) Expert judgment
- Experts for risk identification purposes can include:
Anyone who has experience working on similar projects
Experience working in the business area for which the project was undertaken
Specialist with the same industry

13. 12
➢ Risk Identification output:
- Risk register:
C- Qualitative Risk Analysis
- This process estimates the overall probability for risks to occur and their impact and prioritizes them
accordingly for further analysis
➢ TOOLS & TECHNIQUES
A) Risk categorization:
i. Risk categorization tool and technique is used to determine the effects risk has
on the project.
ii. Examine the categories of the project phase and the WBS to determine the
elements of the project that are affected by risk.
iii. Risks to the projects can be categorized by sources of risk, the area of project
affected.
B) Risk urgency assessment
- A risk prioritization technique based on time urgency.
C) Experts judgment for risk identification purposes can include:
i. Because this process determines qualitative values, subjectively
ii. The more knowledge and similar experience your experts have, the better your assessments will be.

14. 13
iii. Interviews and facilitated workshops are two techniques you can use in connection with expert judgment
to perform this process.
D- Quantitative Risk Analysis
➢ TOOLS & TECHNIQUES
- Expected monetary value (EMV) analysis:
It is a statistical technique that calculates the average, anticipated future impact of the decision. EMV is
calculated by multiplying the probability of the risk by its impact for two or more potential outcomes (for
example, a good outcome and a poor outcome) and then adding the results of the potential outcomes
together.
EMV is used in connection with the decision tree analysis technique. It is used to calculate the expected
value of an outcome when different possible scenarios exist for different values of the outcome with some
probabilities assigned to them.
- Modeling and simulation:
A model is a set of rules that helps in describing how something works; it takes input and makes predictions
as output. A simulation is any analytical method used for imitating a real-life system. Monte Carlo analysis is
an example of a simulation technique. Monte Carlo analysis is replicated many times, typically using cost or
schedule variables. Every time the analysis is performed, the values for the variable are changed using a
probability distribution for each variable. Monte Carlo analysis can also be used during the develop
schedule process.
- Expert judgment:
In quantitative risk analysis, expert judgment can be used for validating the collected risk data and the
analysis used for the project at hand. It is an estimating technique and is used in all the other areas of
project management, including risk management, procurement management, etc.

15. 14
E- Risk Response Plan
- This process prepares a risk response plan for increasing the positive impact and decreasing the
negative impact of risks on the project.
-
➢ TOOLS & TECHNIQUES
Strategies For Negative Risks
Avoid
eliminating the cause of the
risk event or by changing the
project
management plan to protect
the project objectives from
the risk event
Transfer
transfer the risk and the
consequences of that risk to a
third
party.. Insurance is one form
of risk transfer. contracting.
Business agreement
Mitigate
attempt to reduce the
probability of a risk event
occurring or reduce
its impacts to an acceptable
level.
Accept
when you are not able to
eliminate all the threats on
the project.
Passive
acceptance
you won't make any plans to
try to avoid or mitigate the
risk

16. 15
➢ Output for the previous 5 processes:
Risk Register
• Risk: The risk stated in a complete sentence which states the cause of the risk, the risk, and the
effect that the risk causes to the project.
• Risk Category: Categorization of risks by area of project affected, source of risk or another useful
category.
Strategies For Positive Risks Or Opportunities
Exploit
looking for opportunities for positive
impacts. This is the strategy
Enhance
attempt to increase the probability
and/or impact of positive risks
Share
similar to the transfer strategy
because you will assign the risk to a
third-party
owner who is best able to bring about
the opportunity the risk event
presents.
Accept
willing to take advantage of the
opportunity if it arises, but not
actively pursuing it.

17. 16
• Probability (P): The likelihood that a risk or opportunity will occur (on a scale from 0 to 10 with 10
being the highest).
• Impact (I): The impact of the risk on the project if the risk occurs (scale from 0 to 10 with 10 being
the highest).
• Risk Score (R): Determined by multiplying probability and impact (scale from 0 to 100).
• Risk Ranking: A priority list which is determined by the relative ranking of the risks (by their scores)
within the project with the number one being the highest risk score.
• Risk Response: The action which is to be taken if this risk occurs.
• Trigger: Something which indicates that a risk is about to occur or has already occurred.
• Risk Owner: The person who the project manager assigns to watch for triggers and manage the risk
response if the risk occurs.
5- Risk register for the project
Risk Identification Qualitative Rating Risk Response
Risk Risk
Category
P I R Ranking Risk Response Trigger Risk Owner
CAUSE RISK EFFECT
PROVISIONAL
SUM
ALL PROVISIONAL
SUM ITEMS TO BE
INCLUDED
COST IMPACT
DISASTER
EXTERNAL 7 9 63 1
Mitigate:
Perform APPROPRIATE /
ACCURATE
CALCULATION FOR
PROVISIONAL SUM at the
beginning
Large percentage of
project items are
included as a
provisional sum
Project
management and
contract
department (PMC)
FORGETING TO
CHECK
CONTRACT
TERMS AND
CONDITIONS
MORE ITEMS WERE
ADDED OTHER
THAN THE AGREED
IN INITIAL
PROPOSAL/OFFER
COST IMPACT/
SUPPLIES OR
MATERIAL
SHORTAGE
INTERNAL 8 7 56 2
Avoid:
Checking contract terms &
conditions at initiation stage
Client objective is not
clear & its requirements
are subject to change.
Project
management and
contract
department (PMC) /
Expert legal

18. 17
CONSORTIUM
POOR
COMMUNICATION/C
OORDINATION
POOR
QUALITY/TIME
DELAY FOR
OTHER PARTIES
EXTERNAL 8 7 56 3
Mitigate:
Proper coordination &
documentation
*Bad relation based on
previous projects
between other parties
*Presence of a
competitive party
*Absence of clear
coordination/
communication at the
beginning of the project.
Site team / project
engineer
THIRD PARTY
FUNDING
UNAPPROPRIATE
PREPARATION FOR
INVOICE/TEMPLATE
/DOCUMENTATION
REQUIRMENTS
DELAYED FUND
TO THE CLIENT
(SO DELAYED
PAYMENT FOR
ME AS A
CONTRACTOR)
INTERNAL 7 7 49 4
Mitigate:
PROPER PREPARATION
FOR INVOICE/
TEMPLATE /
DOCUMENTATION
REQUIRMENTS AT EACH
STAGE
Procurement / site
team
MULTINATIONAL
CONSULTANT
LACK OF
CAPABILITY TO
FOLLOW ALL
PROCEDURES/
TEMPLATES
1) BAD
REPUTATION
INFRONT OF
THE OWNER &
CONSORTIUM
INTERNAL 6 8 48 5
Mitigate:
1) REVISING ALL THE
CONSULTANT'S
PROCEDURES FROM
THE BEGINNING.
2) FOLLOW THE
CONSULTANT'S
TEMPLATES.
3) PROVID
APPROPRIATE
INTENSIVE PROJECT
MANAGEMENT TRAINING
BASED ON THE
CONSULTANT'S
STANDARDS
Site team
PROJECT
DURATION (36
MONTHS)
SEVERE/ADVERSE
SEASONAL WORK
TIME DELAY EXTERNAL 8 6 48 6 Accept.
WEEKLY & DAILY
WEATHER
FORCASTING CHECK
Site team
PROJECT
LOCATION
(SEA ON
SHORE/NORTH
COAST)
ADVERSE
WEATHER
CONDITON
SITE ACCIDENTS EXTERNAL 7 6 42 7
Transfer:
Deal with insurance
companies for
equipment/labors safety.
Mitigate:
Reduce the probability of
risk occurrence by following
WEEKLY & DAILY
WEATHER
FORCASTING CHECK
Site safety team

19. 18
all safety procedures
required.
PROJECT
LOCATION
(SEA ON
SHORE/NORTH
COAST)
ADVERSE
WEATHER
CONDITON
SUPPLIES
TRANSPORTATI
ON DELAY TO
SITE LOCATION
EXTERNAL 7 6 42 8
Mitigate:
Weather forecasting from
the beginning of the
month/week to choose the
most appropriate date for
supplies transportation.
WEEKLY & DAILY
WEATHER
FORCASTING CHECK
project engineer
PROJECT
LOCATION
(SEA ON
SHORE/NORTH
COAST)
POTENTIAL
EXISTENCE OF
AGGRESSIVE
ENVIROMENT
EQUIPMENT/SUP
PLIES ROBBERY
DURING THE
NIGHT
EXTERNAL 6 7 42 9
Mitigate:
Proper deal from the
project beginning with
people there
Robbery & crime news
related to this location.
Risk/project
management team
LACK OF SAFETY
PROCEDURES
CRITICAL SITE
ACCIDENTS
TIME
DELAY/SHORTA
GES
(EQUIPMENT/
WORKERS/
MATERIAL)
INTERNAL 7 6 42 10
Mitigate:
Reduce the probability of
risk occurrence by
continuous following up
with safety procedures
*Minor daily site
accidents
SAFETY TEAM
GOVERNMENTAL
OWNER
APPROVALS/PROC
EDURES DELAY
SCHEDULE
DELAY
EXTERNAL 7 6 42 11 Accept.
PROJECT
LOCATION
(SEA ON
SHORE/NORTH
COAST)
ADVERSE
WEATHER
CONDITON
INTERNAL
MOBILITY
PROBLEMS
EXTERNAL 6 6 36 12
Mitigate:
Reducing the impact by
WEEKLY & DAILY
WEATHER FORCASTING
CHECK,
WEEKLY & DAILY
WEATHER
FORCASTING CHECK
Site safety team
LAKE OF
PROJECT
MANAGEMENT
SKILLS
LAKE OF PROPER
ORGANIZATION/
PLANNING
POOR
QUALITY/TIME
DELAY/COST
IMPACT
INTERNAL 5 7 35 13
Avoid:
1) Hiring & assigning of
qualified/certified project
management team
members based on
previous projects.
2) provide appropriate
intensive project
management training.
3) Project manager to
follow up with project team
assigned tasks on weekly
or monthly basics to check
the status of the project.
Reported bad
management (Poor
quality/Time delay/Cost
increase) for previous
projects
Upper
management /
Project
management
leader

20. 19
FORGETING TO
CHECK
CONTRACT
TERMS AND
CONDITIONS
UNLIMITED DELAY
PENTALTIES/
LIQUIDATED
DAMAGE IN
CONTRACT TERMS
AND CONDITIONS
COST IMPACT
DISASTER
INTERNAL 4 8 32 14
Avoid:
1) DETAILED ANALYSIS
OF CONTRACT TERMS &
CONDITIONS.
2) HIRING OF EXPERT
LEGAL AT THE
BEGINNING OF THE
PROJECT
Project
management and
contract
department (PMC) /
Expert legal
PROJECT
LOCATION
(SEA ON
SHORE/NORTH
COAST)
Unforeseen site
ground condition
CONSTRUCTION
& FOUNDATION
PROBLEMS
EXTERNAL 5 6 30 15
Avoid:
-Site visits before project
initiation to enable for
detailed study for ground
condition
Site team
PROJECT
LOCATION
(SEA ON
SHORE/NORTH
COAST)
ADVERSE
WEATHER
CONDITON
MATERIAL
CORUPTION
4 6 24 16
Mitigate:
-Reducing the impact by
WEEKLY & DAILY
WEATHER FORCASTING
CHECK.
-Proper stores preparation
WEEKLY & DAILY
WEATHER
FORCASTING CHECK
Site safety team
ABILITY OF
OWNER TO
HANDOVER THE
SITE IN TIME
DELAYED SITE
ACCESS
SCHEDULE
DELAY
EXTERNAL 3 7 21 17 Accept.

21. 20
E- Risk Monitoring and Control Tools & Techniques
➢ TOOLS & TECHNIQUES

22. 21
6- Project Risks updates after 29 months

23. 22
➢ Risk Monitoring and Control outputs:
➢ Terminated risks:
Risk Identification Qualitative Rating Risk Response
Risk
Risk
Category
P I R Ranking Risk Response Trigger Risk Owner
CAUSE RISK EFFECT
PROVISIONAL
SUM
ALL PROVISIONAL
SUM ITEMS TO BE
INCLUDED
COST IMPACT
DISASTER
EXTERNAL 7 9 63 1
Mitigate:
Perform APPROPRIATE /
ACCURATE
CALCULATION FOR
PROVISIONAL SUM at the
project beginning
Large
percentage of
project items
are included as
a provisional
sum
Project
management and
contract
department
(PMC)
FORGETING TO
CHECK
CONTRACT
TERMS AND
CONDITIONS
MORE ITEMS WERE
ADDED OTHER THAN
THE AGREED IN
INITIAL
PROPOSAL/OFFER
COST IMPACT /
SUPPLIES OR
MATERIAL
SHORTAGE
INTERNAL 8 7 56 2
Avoid:
Checking contract terms &
conditions at initiation stage
Client objective
is not clear & its
requirements
are subject to
change.
Project
management and
contract
department
(PMC) / Expert
legal
MULTINATIONAL
CONSULTANT
LACK OF CAPABILITY
TO FOLLOW ALL
PROCEDURES/
TEMPLATES
BAD REPUTATION
INFRONT OF THE
OWNER &
CONSORTIUM
INTERNAL 6 8 48 5
Mitigate:
1) REVISING ALL THE
CONSULTANT'S
PROCEDURES FROM
THE BEGINNING.
2) FOLLOW THE
CONSULTANT'S
TEMPLATES.
3) PROVID
APPROPRIATE
INTENSIVE PROJECT
MANAGEMENT TRAINING
BASED ON THE
CONSULTANT'S
STANDARDS
Site team
PROJECT
LOCATION
(SEA ON
SHORE/NORTH
COAST)
POTENTIAL
EXISTENCE OF
AGGRESSIVE
ENVIROMENT
EQUIPMENT/
SUPPLIES
ROBBERY DURING
THE NIGHT
EXTERNAL 6 7 42 9
Mitigate:
Proper deal from the
project beginning with
people there
Robbery &
crime news
related to this
location.
Risk/project
management
team

24. 23
LAKE OF
PROJECT
MANAGEMENT
SKILLS
LAKE OF PROPER
ORGANIZATION/
PLANNING
POOR
QUALITY/TIME
DELAY/COST
IMPACT
INTERNAL 5 7 35 13
Avoid:
1) HIRING & ASSIGNING
OF
QUALIFIED/CERTIFIED
PROJECT MANAGEMENT
TEAM MEMBERS BASED
ON PREVIOUS
PROJECTS.
2) PROVID
APPROPRIATE
INTENSIVE PROJECT
MANAGEMENT
TRAINING.
3) PROJECT MANAGER
TO FOLLOW UP WITH
PROJECT TEAM
ASSIGNED TASKS ON
WEEKLY OR MONTHLY
BASICS TO CHECK THE
STATUS OF THE
PROJECT.
Reported bad
management
(Poor
quality/Time
delay/Cost
increase) for
previous
projects
Upper
management /
Project
management
leader
FORGETING TO
CHECK
CONTRACT
TERMS AND
CONDITIONS
UNLIMITED DELAY
PENTALTIES/LIQUIDAT
ED DAMAGE IN
CONTRACT TERMS
AND CONDITIONS
COST IMPACT
DISASTER
INTERNAL 4 8 32 14
Avoid:
1) DETAILED ANALYSIS
OF CONTRACT TERMS &
CONDITIONS.
2) HIRING OF EXPERT
LEGAL AT THE
BEGINNING OF THE
PROJECT
Project
management and
contract
department
(PMC) / Expert
legal
PROJECT
LOCATION
(SEA ON
SHORE/NORTH
COAST)
Unforeseen site ground
condition
CONSTRUCTION &
FOUNDATION
PROBLEMS
EXTERNAL 5 6 30 15
Avoid:
-Site visits before project
initiation to enable for
detailed study for ground
condition
Site team

25. 24
➢ Residual risks:
Risk Identification Qualitative Rating Risk Response
Risk
Risk
Category
P I R
Rankin
g
Risk Response Trigger Risk Owner
CAUSE RISK EFFECT
CONSORTIUM
POOR
COMMUNICATION/
COORDINATION
POOR
QUALITY/TIME
DELAY FOR OTHER
PARTIES
EXTERNAL 8 7 56 3
Mitigate:
Proper coordination &
documentation
*Bad relation based
on previous projects
between other
parties
*Presence of a
competitive party
*Absence of clear
coordination/commu
nication at the
beginning of the
project.
Site team /
project
engineer
THIRD PARTY
FUNDING
UNAPPROPRIATE
PREPARATION FOR
INVOICE/TEMPLATE/
DOCUMENTATION
REQUIRMENTS
DELAYED FUND TO
THE CLIENT (SO
DELAYED PAYMENT
FOR ME AS A
CONTRACTOR)
INTERNAL 7 7 49 4
Mitigate:
PROPER PREPARATION
FOR
INVOICE/TEMPLATE/DOC
UMENTATION
REQUIRMENTS AT EACH
STAGE
Procurement
/ site team
PROJECT
DURATION
(36 MONTHS)
SEVERE / ADVERSE
SEASONAL WORK
TIME DELAY EXTERNAL 8 6 48 6 Accept.
WEEKLY & DAILY
WEATHER
FORCASTING
CHECK
Site team
PROJECT
LOCATION (SEA ON
SHORE/NORTH
COAST)
ADVERSE WEATHER
CONDITON
SITE ACCIDENTS EXTERNAL 7 6 42 7
Transfer:
Deal with insurance
companies for
equipment/labors safety.
Mitigate:
Reduce the probability of
risk occurrence by following
all safety procedures
required.
WEEKLY & DAILY
WEATHER
FORCASTING
CHECK
Site safety
team
PROJECT
LOCATION (SEA ON
SHORE/NORTH
COAST)
ADVERSE WEATHER
CONDITON
SUPPLIES
TRANSPORTATION
DELAY TO SITE
LOCATION
EXTERNAL 7 6 42 8
Mitigate:
Weather forecasting from
the beginning of the
month/week to choose the
WEEKLY & DAILY
WEATHER
FORCASTING
CHECK
Project
engineer

26. 25
most appropriate date for
supplies transportation.
LACK OF SAFETY
PROCEDURES
CRITICAL SITE
ACCIDENTS
TIME
DELAY/SHORTAGES
(EQUIPMENT/WORK
ERS/MATERIAL)
INTERNAL 7 6 42 10
Mitigate:
Reduce the probability of
risk occurrence by
continuous following up
with safety procedures
*Minor daily site
accidents
SAFETY
TEAM
GOVERNMENTAL
OWNER
APPROVALS /
PROCEDURES
DELAY
SCHEDULE DELAY EXTERNAL 7 6 42 11 Accept.
PROJECT
LOCATION (SEA ON
SHORE/NORTH
COAST)
ADVERSE WEATHER
CONDITON
INTERNAL MOBILITY
PROBLEMS
EXTERNAL 6 6 36 12
Mitigate:
Reducing the impact by
WEEKLY & DAILY
WEATHER FORCASTING
CHECK,
WEEKLY & DAILY
WEATHER
FORCASTING
CHECK
Site safety
team
PROJECT
LOCATION (SEA ON
SHORE/NORTH
COAST)
ADVERSE WEATHER
CONDITON
MATERIAL
CORUPTION
EXTERNAL 4 6 24 16
Mitigate:
-Reducing the impact by
WEEKLY & DAILY
WEATHER FORCASTING
CHECK.
-Proper stores preparation
WEEKLY & DAILY
WEATHER
FORCASTING
CHECK
Site safety
team
ABILITY OF OWNER
TO HANDOVER THE
SITE IN TIME
DELAYED SITE
ACCESS
SCHEDULE DELAY EXTERNAL 3 7 21 17 Accept.
Project
engineer

27. 26
➢ Secondary risks:
Risk Identification Qualitative Rating Risk Response
CAUSE RISK EFFECT
Risk
Category
P I R Ranking Risk Response Risk Owner
*DELAYED CLIENT SITE
HANDOVER
*CLIENT APPROVALS' &
PROCEDURES' DELAY
*SEVERE/ADVERSE
SEASONAL WORK
*Imported material time delay
*Local material time delay
Civil Work
package
schedule
delay
PROJECT
SUBMISSION
DATE DELAY
EXTERNAL/
INTERNAL
8 7 56 1
* Over time.
* Subcontracting.
* Fast tracking (By operating the
activities in parallel).
* Crashing (By adding more resources).
* Revisit the resources management
plan for better handling of
material/equipment/labor.
Site team / project
management
team
*PROBLEMS WITH THE
FOREIGN VENDORS
*APPROVALS/PROCEDURES
DELAY
Imported
material time
delay
PROJECT
SUBMISSION
DATE DELAY
INTERNAL 8 7 56 2 Quick Change to a more reliable vendor Procurement team
*UNAPPROPRIATE
PREPARATION FOR
INVOICES
*MATERIAL COST INFLATION
*EQUIPMENT DAMAGE DUE
TO UNPROPER HANDLING &
STORING DURING ADVERSE
WEATHER CONDITIONS
Civil Work
package cost
overrun
COST
DISASTER
EXTERNAL/
INTERNAL
7 6 42 3
* Announcement for Penalties for
employees in case of unproper invoices
preparation.
* Day by day checking for the invoices
* Revisit the equipment management
plan for more proper handling
Site team
*POOR COMMUNICATION
/COORDINATION WITH
OTHER PARTIES IN
CONSORTIUM
*MATERIAL CORUPTION DUE
TO UNPROPER STORING
PROCESS DURING ADVERSE
WEATHER CONDITIONS
Quality
nonconformity
BAD
REPUTATION
INFRONT OF
THE OWNER /
CONSORTIUMS
& COST
PENALITIES IN
CASE OF
ANOTHER
OCCURANCE
INTERNAL 7 6 42 4
* Perform more quality tests.
* Change the assigned crew.
Site team / Project
management
team
*SUPPLIES
TRANSPORTATION DELAY TO
SITE LOCATION DUE TO
UNPROPER WEATHER
FORECASTING & TRAFFIC
Local material
time delay
PROJECT
SUBMISSION
DATE DELAY
INTERNAL 7 6 42 5
* Quick Change to a more reliable
vendor
* Assign dedicated team for
weather/traffic forecasting
Site team / Project
management
team /
Procurement team

28. 27
PROBLEMS
*PROBLEMS WITH THE
LOCAL VENDOR
MATERIAL CORUPTION DUE
TO UNPROPER PACKING
MATERIAL DEFECTS FROM
VENDOR
Factory test
nonconformity
BAD
REPUTATION
INFRONT OF
THE OWNER /
CONSORTIUMS
& COST
PENALITIES IN
CASE OF
ANOTHER
OCCURANCE
INTERNAL 6 6 36 6
*Change the vendor to a more reliable
vendor
*Ensure appropriate packing process
Procurement team
/ Site team