2013 Geospatial Data and Project Management Track, Risk Management in Geospatial Projects by Robert Crawford

GIS in the Rockies, 10 October 2013 Robert Crawford, Intermap Technologies

Risk Management in Geospatial Projects

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What is Risk Management?

Risk Management includes the processes concerned with identifying, analyzing, and responding to project risk. (AMA, PMBOK)

The act or practice of dealing with risk. (Kerzner)

o Planning for risk o Assessing (identify and analyze) o Risk handling strategy o Monitoring risks

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Why is Risk Management Important?

As Project Managers we may be very skilled at the mechanics of organizing and managing the technical aspects of our projects. But something unexpected almost always happens during the course of the project. If we can be prepared for these unexpected events, we can minimize or deflect their outcomes.


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What are Risks?

Are events that may or may not occur Will all have a probability Will all have an impact Can be positive or negative Are present on all projects


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Risks

Risk is characterized by three components (Taylor) o The event (what can happen to the project?) o The probability of event occurrence (what are

the chances the event will happen?) o The impact to the project (what is the effect on

the project if the event actually does occur?)


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More Definitions

Project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives such as scope, schedule, cost, and quality (PMBOK)

o Positive outcome • Example: additional resources become available

resulting in completing a task ahead of schedule and maybe below budget

• For this presentation, we’ll be concerned with negative risks and outcomes, commonly called threats


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More

o Negative outcome • Example: environmental permit required

Permitting agency may take longer than planned to issue a permit

They may require additional data thus necessitating additional development personnel


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Two Types of Risk (Taylor)

Business risk (can be managed) o Business risk provides an opportunity for gain

as well as loss o Example: Customer change to the Scope of

Work • Negative: involves skills or expertise the

company does not possess • Positive: might provide additional revenue

if company can comply


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Two Types of Risk

Pure or insurable risk (cannot be managed, but can have contingency plan) o Examples: natural disasters such as

fires, floods, hurricanes, and earthquakes


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Risk Management Process

Plan Risk Management (define how to conduct risk management activities)

Identify Risks Risk Analysis Plan Risk Responses


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Risk Management Process

Control Risks o Implement risk response plans o Tracking identified risks o Monitoring residual risks o Identify new risks o Evaluate risk process effectiveness


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Risk Handling (Kurzner)

Assumption o The Project Manager says “I know the risk exists

and am aware of the possible consequences. I am willing to wait and see what happens. I accept the risk should it occur.”

Avoidance o The Project Manager says “I will not accept this

option because of the potentially unfavorable results. I will either change the design to preclude the issue or change the requirements that lead to the issue.”


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Risk Handling

Control o The Project Manager says “I will take the

necessary measures required to control this risk by continuously re-evaluating it and developing contingency plans or fall-back positions. I will do what is expected.”

Transfer o The Project Manager says “I will share this

risk with others through insurance or a warranty, or transfer the entire risk to them.”


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How do we do it?

First, you need to have a mindset, or your organization a culture, which recognizes and promotes Risk Management. There needs to be a plan or a process on how you will identify and deal with risks.

At my company, Risk Management is accommodated in the Project Management Process, although it is under the name of Preventive Action. (PM.PRC.0010_v9.0 and PM.QRF.0103.doc)

At the internal Kick Off Meeting (beginning of the project and attended by all disciplines [functional departments] included in the project), the Project Manager solicits input regarding what problems can be envisioned that have not yet been addressed. Brainstorming. These inputs are documented on the Preventive Action Form and maintained and updated throughout the project. These effectively serve as a Risk Management log.

Determine what risks are significant and develop the preventive action.


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Excerpt from Project Management Process

5.11.3 The Project Manager will initially identify project risks and mitigation plans and discuss these at the Kick-off Meeting. Additional thoughts on Project Risks should be solicited from the participants during the Kick-off Meeting. Identified Risks and Mitigation Plans should be documented using the PM Preventive Action Form (PM.QRF.0103) and stored in the Project Folder. The PM Preventive Action Form requires subsequent follow-up to document any occurrence of the identified Risk and the success of the Mitigation Plan.


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Example


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Risk Filtering


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Evaluation Matrix


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References
