GRST 500501Week 4 Worksheet Instructions Turn to Chapt.docx

GRST 500/501
Week 4 Worksheet
Instructions: Turn to Chapter 7 of your Introduction to Graduate
Writing Textbook. Do Practice Exercises 7.3 and 7.4. As you
develop your research paper this semester, it is important that
you pay attention to the structure of your paper. Every
paragraph in your paper should have a purpose. That purpose
should be easily detectable from the topic sentences in each
paragraph. Moving from one paragraph to another—or from one
big idea to another—often causes writers problems. To correct
that problem, you need to be very aware of the sorts of
transitions you use and choose them wisely.
This assignment is due by 11:59 p.m. (ET) on Sunday of
Module/Week 4.
Assignment Goal: We want to help you analyze your sources
critically so that you can build stronger research papers. Most
successful writers are great readers and can take great notes.
Your goal is to read and 9. annotate one of your sources for
your upcoming research paper. The Research Paper is on: Many
Ways To Invest
Practice 7.3: Find a scholarly article in your field from a
different publication than you have looked at previously.
Working paragraph by paragraph (and sentence by sentence if
necessary), write an outline of the article. *If you are uncertain
how to do an outline, please refer to the example given on page
2 of this document.
Practice 7.4: Look again at the article you just outlined. Mark
all the transitions in the article, and then try to decide which
sort of transition each is.
Finally, explain how, if at all, this source will fit into your
upcoming research paper. How does this source influence your

overall thesis statement? How might you use this source as part
of your own argument as you transition from idea to idea in
your own upcoming research paper?
Overview: For this worksheet, create a single document of two
or three pages. Include a reference page and a title page using
the style you will use for your research paper. Include a section
for your article outline (Practice 7.3), a section for your
analysis of the article’s transitions (Practice 7.4), and finally an
explanation about how you will use this article in your
upcoming research paper. Post your completed document on Bb.
The following information is taken from the website of John Jay
College of Criminal Justice.
BASIC OUTLINE FORM
Below is a synopsis of the outline form. The main ideas take
roman numerals. Sub-points under each main idea take capital
letters and are indented. Sub-points under the capital letters, if
any, take italic numbers and are further indented.
I. MAIN IDEA
A. Subsidiary idea or supporting idea to I
B. Subsidiary idea or supporting idea to I
1. Subsidiary idea to B
2. Subsidiary idea to B
a) Subsidiary idea to 2
b) Subsidiary idea to 2
II. MAIN IDEA
A. Subsidiary or supporting idea to II
B. Subsidiary idea to II
C. Subsidiary idea to II
III. MAIN IDEA
It is up to the writer to decide on how many main ideas and
supporting ideas adequately describe the subject. However, if

there is a I in the outline, there has to be a II; if there is an A,
there has to be a B; if there is a 1, there has to be a 2, and so
forth.
http://www.lib.jjay.cuny.edu/research/outlining.html
© Liberty University Graduate Writing Center
E-mail: [email protected]
Phone: 434-592-4727
Risk Reporting
1
Introduction
As a project manager, you must communicate with confidence,
clarity, and
comprehensiveness. Your ability to communicate a project’s
risk will
demonstrate your comfort level of managing risk and will
ultimately influence
how others approach risk management.

Effectively communicating risk requires sharing information
about risks with
all relevant parties. The project manager’s responsibility is to
monitor a
project’s risks and provide updates about project risk conditions
to the
project sponsor, stakeholders, team members, and any other
individuals
identified in the project’s communication plan. As a project
manager, you will
need to decide what information gets communicated and to
whom it is
communicated because not all information is necessarily
reported to all
parties.
Risk Reporting Throughout the Project
Risks are identified and assessed, and the appropriate action
plans are
created during the beginning of project planning. However, this
does not
mark the end of risk management. As a project evolves, the
identified project
risks may change or disappear, and new risks may develop.
Furthermore, any

anticipated risks may occur and the designated action plans will
need to be
implemented.
The project manager’s role is to constantly assess the project’s
risk condition
and periodically confirm with key stakeholders that the
project’s risk level
remains acceptable.
Risk Reporting to the Stakeholders
Ultimately, key stakeholders and project sponsors are interested
in the
impact of risk on the project’s schedule, budget, resources, and
quality.
Throughout the project, you will be responsible for updating
stakeholders on
the overall project status by addressing the following questions:
What anticipated risks occurred and what actions were taken to
address these risks?
What effect did these actions have on the overall project? Was
the
desired outcome achieved? Why or why not? If not, what was
done to

Risk Reporting
2
achieve the desired outcome?
What new risks have been identified, and what action plans
have been
mapped out to address these risks should they occur?
How have risks changed and what changes were made to the
action
plans to reflect these modifications?
How has the overall project risk situation changed?
Frequency of Risk Reporting
Project risks should be reported with every regularly-scheduled
status period.
The project’s status schedule will depend on the following:
The duration of the project: A shorter schedule might mean
tighter
project deadlines and, therefore, more frequent project
reporting.

The phase of the project: As the project gets closer to major
milestones, there is a greater impact if risks occur; that requires
more
frequent monitoring of risk.
The risk of the project: A project having a higher probability of
risks
or greater amount of risks will require more frequent monitoring
of
risks.
The visibility of the project: If upper management has a vested
interest in a project, they may want more frequent project
updates.
Obviously, when any new or changed risks are identified that
have the
potential to significantly impact the project budget, schedule,
resources, or
quality, the project manager must notify the appropriate
stakeholders
immediately.
How to Communicate Risk
Ultimately, the method of communication used will be defined
by the
organizational culture, the urgency of the information, the

project’s
characteristics, and the nature of the information that is being
communicated. Furthermore, a project manager’s relationship
with his/her
audience will also determine the communication method used.
For example,
the project manager may communicate project risks differently
with project
team members or project sponsors than they do with the project
customers
or stakeholders.
Some guidelines to follow when using the various
communication
Risk Reporting
3
mechanisms include the following:
Face to face: This is the preferred method of communicating
risks or

building relationships. It is critical when relationships are being
established, negative news must be shared, problems require
quick
resolution, collaboration is necessary, etc.
E-mail: This is optimal for when documents must be reviewed,
an
immediate response is not necessary, or major/complex issues
are not
being addressed, etc.
Phone call/Audio Conference/ Web Conference: These are
other
forms of non-face-to-face, real-time conversation mechanisms.
They
are appropriate to use when project members are dispersed
across
multiple locations, a quick update to the project team is
necessary,
there is little need for brainstorming or group collaboration, and
the
participants on the call know one another.
Voicemail: This is never an appropriate mechanism for
communicating risk. Risks should be documented and

communicated
personally to address the recipient’s questions and/or clarify
any
misconceptions.
Instant Message (IM): This is never an appropriate mechanism
for
communicating risk. Risks must be documented, and the IM tool
does
not lend itself to easy recordkeeping.
Summary
Communicating project risk is critical to the project’s overall
success. The
project manager must be adept at communicating with
individuals across
various levels of the organization both internally and externally.
Moreover,
they must recognize when to escalate project risk issues to key
sponsors and
stakeholders and determine the appropriate communication
medium to use.

Risk Reporting
Question 1: What is risk reporting?
Answer 1:
Risk reporting is sharing the information about risks with the
interested parties. The
project manager is responsible for monitoring the risks and
providing updates about
risk conditions to the project sponsor, stakeholders, team
members, and others
identified in the project’s communication plan.
Question 2: When is risk reporting needed in the project?
Answer 2:
The risks are identified and assessed during the beginning of the
project. The action
plans are then created and communicated. That is not the end of
risk management,
though. As the project evolves, risks may change or disappear,
or new risks may
develop. Of course, the anticipated risks may occur, but then the
action plans need to

be implemented. The project manager needs to be constantly
assessing the project’s
risk condition and periodically checking with the stakeholders
to ensure the project’s
risk level is still acceptable.
Question 3: What does the project manager report to the
stakeholders?
Answer 3:
The stakeholders were involved in the risk management
planning and should be aware
of the risks and associated action plans. Throughout the project,
the project manager
should be updating the stakeholders on the status of those plans
by answering these
questions:
Did any anticipated risks occur? What actions were taken? Did
the actions have
the desired effect?
Have new risks been identified? What actions will be taken?
Have any risks or actions changed? What actions need to be
taken?
Has the risk situation changed? Will the risk situation impact
the project’s

schedule, budget, resource requirements, or quality?
Question 4: How frequently is this reporting done?
Answer 4:
Reporting on the risk situation should occur with every
regularly scheduled status
reporting period. The frequency of this depends upon the
duration of the project, the
phase of the project, the risk of the project, and the visibility of
the project. Of course,
if any new or changed risks are identified/occurring that will
significantly impact the
project’s boundaries, the project manager should notify the
stakeholders immediately.
Question 5: What communication device is most appropriate?
Answer 5:
The most appropriate communication device depends upon the
project’s
characteristics, the organization’s culture, the urgency of the
information, and the type
of information. It also depends on the audience and
relationship—the project manager

may communicate risks differently with the sponsor or team
than with the stakeholders
or customers. In some cases, face-to-face may be the most
appropriate. In others, a
phone call makes sense. In other cases, an e-mail is effective.
The communications
should include the updated risk management plan, which should
be maintained by the
project manager throughout the entire project.
Techniques for Communicating Risks and Sharing Bad News
Introduction
How you approach risk management from a communication
perspective will show
your comfort level with this topic and will directly affect how
others approach it.
Therefore, it is critical that you communicate with confidence,
clarity, and
comprehensiveness.
Project Manager – Project Sponsor Communications

Communicating risks can be much easier if your relationship
with the project sponsor
is strong. You must make sure that you choose the proper
mechanism (face to face, e-
mail, phone, etc.) for your relationship and the type of news.
Unless there is an urgent
risk event occurring, risk management should be part of your
normal project status
communications. How you communicate with your sponsor
depends on the following:
your current relationship with the sponsor
the number of formal meetings you have with the sponsor
the length and complexity of the project
your sponsor's involvement with the project
Communication methods include the sponsor status meeting,
which allows you to talk
with the project sponsor about the progress of the project. Also,
invite the sponsor to
attend project status meetings with the entire team. If you have
a project bulletin board
or newsletter, make sure the sponsor has access.
Sharing Bad News

Bad news can be anything from the occurrence of risk events to
issue resolution against
your preference to project conflicts. When you have bad news to
deliver, try to do it in
person. No sponsor really wants to hear that the project is going
to be delayed via e-
mail. They will want to have a real-time discussion about it. As
project manager, you
want to be part of that discussion, as difficult as that may be.
Negative e-mails can
cause people to misinterpret and misread, leading to resentment
and more confusion.
When discussing risks, you only want accurate information to
be shared.
Remember, you are dealing with different personalities. Each
situation will be
different, so you need to be able to read people and learn which
technique will work
best for them. Some sponsors, stakeholders, and team members
are naturally more
open than others. If you are dealing with a negative personality,
help this person to
focus on the positive. Instead of entertaining the question,
"Why did this happen?" in a

blaming way, focus on the actions that need to be taken to move
forward. Later, when
you close out the project, you will look for root causes.
Nonverbal Communication
You need to project confidence in your ability to handle the
risks. You don’t want to
convey the image that you are upset by every minor offset. Once
you are branded as
that type of leader, it will be hard to change your reputation.
You can project
confidence both through what you say, how you say it, and what
you don’t say.
When you are communicating about risks, be aware of your
body language, both yours
and that of your audience. Listen with your eyes as well as your
ears. When you are in
a face-to-face meeting, look for the following physical cues:
Closed posture: Crossed arms and clenched fists signal
distancing, anger, or an
adversarial attitude.
Eyes not meeting yours or shifting away: In most Western

cultures, this
indicates the person is uncomfortable with you or with what
they are telling
you. They may even be concealing the truth.
Body leaning forward: The person shows enthusiasm and
engagement in the
conversation.
Body leaning back: The person shows relaxation and comfort in
the
conversation.
You can encourage conversation by moving out from behind
your desk, leaning
forward slightly, allowing pauses, nodding to indicate your
understanding, and
avoiding answering the phone or greeting others. Reading
people is an art form that
can be improved over time, and it only adds to your
effectiveness.
GROUP PROJECT: CONTROLLING RISK 7
A description of the overall approach

The overall approach is comprehensive risk management, which
is a type of risk management that manages certain strengths and
risk that an organization can face, as well as any secondary risk,
while keeping in mind that risk can have a positive or negative
effect. Implementing the risk assessment and taking the
responsibility and the initiatives to develop such plan is an
important process to ensure the soundness and appropriateness
of the organization.
The project manager will be able to foresee risk, estimate
impacts, and have a response to issues. Using certain techniques
such as taking a qqualitative and quantitative approach will
allow the identification of high and low priority risk, which will
allow us to determine what our focus should be and will provide
structure that will allow us to respond and allocate duties and
responsibilities in the right order.
Also using such approach will allow a mediator level between
textual evaluations of qualitative risk by evaluating risk with a
score. By doing such, the management team will be able to
decide on basic management plans, determine strategic
objectives based on the risk and be able to develop responses
for securing the effectiveness of managing risk in a
comprehensive manner.
Are the response strategies appropriate?
There are many different strategies for responding to risk such
as avoiding the risk, to transfer the risk onto a third party, to
mitigate the risk and to accept the risk. In this case we have
chosen to mitigate the risk. This is a technique that has allowed
us to identify the risk, define responses and be able to reduce
the probability of risk or reduce the impact to an acceptable
level.The response strategies are appropriate because they
employ to counter the effect of risks.
Are There Redundant or Overlapping Risks
Redundant and overlapping risks are going to happen
within a risk management program. Regulatory requirements
have resulted in the establishment of different assurance
functions within organizations. Standards have also evolved

with the emergence of these functions. These standards are
adopted by the respective functions to assist in the performance
of their activities. Because there is an overlapping of control
requirements, similar and redundant activities are carried out by
multiple units. When this happens a risk assessment strategy
should be put together to identify any overlapping activities.
Once overlapping is identified they need to be assessed to
eliminate redundancy. When there are any overlapping risks that
are being used for the same purpose they need to be combined
to produce a more potent risk. With consistent monitoring of
our risks we should be able to control any redundant or
overlapping risks.
Is the Level of Detail Consistent?
The level of detail is consistent throughout the risk
management plan. When monitoring all of our risks we are
staying consistent throughout our project. Having multiple
factors brought together gives us a fair assessment of the things
that need to be monitored throughout our risk management
project. Each step of our project has a risk factor associated
with it and there are proper procedures put in place to deal with
a risk if it occurs. We will continue to be consistent with our
risks by properly monitoring them. We need to make sure to
work together and stay consistent in our efforts to keep our risk
management project moving forward. If we can continue to do
that we will have an end product to deliver to upper
management and our stakeholders that we can be proud of.
Risk matrix
Risk
Rank
Day to Day work interference
Low
No major project ever performed in house
Low

Missing other work
Low
Cost
Low
No training
Low
Performance
Low
Motivation
Low
Leadership Inexperience
High
Issues Inside of engineering
High
Government regulations
High
Deadline
High
No extra staff
High
Dedicated to work hours
High
Misunderstanding requirements
High
Resource turnover
High
Risk Assessment
As we begin to look into and review the project risks, we
have received many submissions from different departments
looking to help evaluate as to the problems that could present
themselves throughout the project. According to Kyra Sheahan
(2016) “Risk assessments are preventive strategic tools that can
help businesses stay on top of adverse situations”. The
submissions have a consistent offering as to the problems we
are facing as we move forward from design onto the marketing

and distribution of our product.
Let us first look at the initial assessment of the risks. We
have presented the known or probable risk as a Risk Event. This
is where the risk is named and described with enough detail and
understanding for the initial assessment to begin. Then there is
a probability ranking as to the overall likely hood of the risk
occurring. With that a rational of probability is given to detail
the reason for the probability rating, “this will happen if x does
or does not do this”. You will see that we then move on to the
impact rating of the risk to classify it as a high, medium or low
level of impact on a particular department or the company as a
whole. And then lastly we describe the rationale for the ranking
of impact and then look to describe what that impact might look
like to our company.
Risk Strategy The next phase of the Risk Assessment is to
move on to the Risk Strategy portion. This is where we look
back at the risk event, the probability of the event and the
impact of the event and decide what steps need to be taken if
any. Fist we decide if any New Steps are needed to prevent the
event from occurring other than steps that are already in place.
As you will be able to see from the differentiating events and
impacts, we have presented numerous risk responses outlining
actions to not only prevent the risk from occurring but also
plans to help limit their impact if and when a risk cannot be
avoided.
Are all possible risks identified?
When comparing all the risks listed, it seems that each
individual was on the same path. Not only were most of the
common risks identified like communication, staff issues and
budget problems; but organization issues as well as production
glitches. “One of the current difficulties faced by a new Project
Manager today is not having a sample or general risk list to
refer to when identifying the project risk.” (Rajman Rawi 2014).
Being able to recognize the potential hazards in a plan or
project is precarious to handling them effectively. Majority of
the areas defined in the threats submitted are very imperative

capacities for a plan director to contemplate when attempting to
catch any risks. When it comes to greater, supplementary
compound schemes, managing risks can be a round-the-clock
trade which necessitates the job director to have proper
preparation and expertise to take care of things effectively.
Are the causes of the risks clearly defined?
“Risk identification is an iterative process. As the program
progresses, more information will be gained about the program
(e.g., specific design), and the risk statement will be adjusted to
reflect the current understanding. New risks will be identified
as the project progresses through the life cycle.” (Risk
Identification 2016). The causes of the risks listed are very
vibrant.
It seems that the key is comprehending danger, but this can only
be demarcated in relative to purposes. Operative risk
management necessitates the documentation of actual hazards,
which can be reservations if they transpire may have a
constructive or destructive consequence on lone or additional
purposes. Connecting risks with purposes certifies that the risk
identification procedure emphasis on those doubts that matter,
somewhat than being unfocused and sidetracked by extraneous
reservations.
Are secondary risk considered
Yes the secondary risk are considered in the risk management
plan we have looked at everything that we are to look at and
assessed them in the best way that we can. We have look at all
of the risk in this project and decided the best way of dealing
with the risk that we have decided that we need to work on. But
if anything else that comes up as the project is being done then
we will deal with them as they come up or as soon as we see
that it is going to be a problem. We will hope to get this project
done on time without delays.
Action Plan for High priority/high probability risk?
We will work on the risk that is high priority and high
probability first. We will make sure that all of the high risk are
dealt with first and that they will take first priority. We will

make sure that all of the high risk are dealt with and that we
will have the project done on time without delays. We will make
sure that everything that we have to do for this project is done
on time.
In conclusion as we look to limit or prevent the risks that we
are facing with our project, we need to have a complete
understanding of the internal risks that we can control and
avoid. According to Robert Kaplan and Anette Mikes of the
Harvard Business Review (2012) “internal risks, arising from
within the organization, that are controllable and ought to be
eliminated or avoided such” similar to “risks from breakdowns
in routine operational processes”. Issues like communication
breakdowns and quality control issues should receive the initial
attention to offer solutions for complete and total elimination as
probable risks.
References
Kaplan, R. S., & Mikes, A. (2012, June). Managing Risks: A

New Framework. Retrieved April 9, 2016, from hbr.org:
https://hbr.org/2012/06/managing-risks-a-new-framework
Sheahan, K. (2016). Business Risk Assessment. Retrieved April
9, 2016, from http://smallbusiness.chron.com/:
http://smallbusiness.chron.com/business-risk-assessment-
97.html
Rawi, R. M. (2014, April 15). Project Risk Identification.
Retrieved April 8, 2016, from
http://www.projecttimes.com/articles/project-risk-
identification-for-new-project-manager.html
N.D. (2016). Risk Identification. Retrieved April 9, 2016, from
http://www.mitre.org/publications/systems-engineering-
guide/acquisition-systems-engineering/risk-management/risk-
identification

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GRST 500501Week 4 Worksheet Instructions Turn to Chapt.docx