Storage Solutions Projects

8/18/2019 Storage Solutions Projects

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Storage solutions: why batterydevelopments are forcing utilitychangeBy EMMA HUGHESPublished: Friday, 24 April 2015

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Disruptive technologies, including battery storage, smartmeters and other energy gadgets, are driving change to thetraditional utility model around the world, which could in turnincrease the demand for critical energy minerals such aslithium, graphite and rare earths.

Spea%in& a he 'en$ns Gl$bal Ener&y Su""i in ($nd$n his )ee%, '$yle Beneby, #E* $+USbased #PS Ener&y, said ha -.han&e is .$"in&/ in he &l$bal ener&y "ar%e, "$ssi&ni.anly in relai$n $ ener&y s$ra&e s$lui$ns

Up unil he end $+ he las .enury, he brea%hr$u&h deel$p"ens in he eld $+ baerye.hn$l$&ies )ere "$derae $)in& $ $ne %ey +a.$r: .$s F$r "any years, sili.$n pri.eshae %ep he pri.e $+ s$lar panels hi&h, )hile s$ra&e e.hn$l$&ies hae been ha"pered byhe e3pensieness $+ lihiu"i$n (ii$n baeries

6$), a dr$p in he pri.e $+ (ii$n e.hn$l$&y and s$lar ph$$$lai.s P7 has pr$ided )hapanellis Andre) Seel, "ana&in& dire.$r a Fi.h 8ain&s, des.ribed as a -&a"e.han&in&/$pp$runiy

-9+ s$"ehin& &$es )r$n& )ih alernaie ener&y, +$r e3a"ple s$lar, here needs $ be a

ba.%up syse" in pla.e $ s$le ha pr$ble",/ Seel said, addin& ha -hr$)in& "$ney as$ra&e )$uld be a beer idea/ +$r p$li.y "a%ers, )h$ hae his$ri.ally +$.used $n "a%in&l$) .arb$n pr$"ises

A..$rdin& $ Beneby, he pri.e $+ (ii$n baeries +ell 20 in 2014 and is e3pe.ed $ +all bya +urher 15 in 2015

And i;s n$ all ab$u s$lar #hris 8eed, "ana&in& dire.$r $+ Ausraliabased lihiu"e3pl$rai$n .$"pany 6e$"eals +$r"erly 8eed 8es$ur.es, $ld IM in Sepe"ber las yearha li&h)ei&h baeries hae als$ enabled he .reai$n $+ enirely ne) .$nsu"er andindusrial ele.r$ni. dei.es here is n$ d$ub ha "$re ne) dei.es )ih si"ilar ener&y s$ra&e re?uire"ens )ill.$"e $ "ar%e $er i"e,/ 8eed said

>his de.rease in pri.e and .$nse?uen in.rease in de"and +$r (ii$n baeries is n$ $nly&$$d ne)s +$r "anu+a.urers and .$nsu"ers, i is als$ an ineresin& deel$p"en +$rbaery "ineral e3pl$rai$n and pr$du.i$n .$"panies

http://www.indmin.com/Article/3447710/Storage-solutions-why-battery-developments-are-forcing-utility-change.html?Print=truehttp://www.indmin.com/Article/3447710/Storage-solutions-why-battery-developments-are-forcing-utility-change.htmlhttp://www.indmin.com/Article/3447710/Storage-solutions-why-battery-developments-are-forcing-utility-change.htmlhttp://www.indmin.com/Article/3447710/Storage-solutions-why-battery-developments-are-forcing-utility-change.html?Print=true


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A ypi.al (ii$n baery is .$"prised $+ an an$de, )hi.h .an .$nain @a%e &raphie, and a.ah$de, )hi.h "$s $+en .$nains lihiu" .he"i.als S$"e (ii$nbased e.hn$l$&ies,su.h as )ind urbine &enera$rs and s$"e ele.ri. ehi.le "$$rs, als$ use rare earhs in"a&nes

SMA S$lars ine&raed s$lar s$ra&e syse" 9"a&e .$uresy: SMA S$lar

Change is nigh

F$r "any years, s$lar deel$pers hae been )aiin& +$r his %ind $+ s$ra&e brea%hr$u&h,as suiable baeries hae in he pas been eiher $$ e3pensie $r $$ bul%y +$r d$"esi.use >his .auses an issue +$r he .us$"er, )h$ is +$r.ed $ s)i.h $ &rid p$)er )hen hesun &$es d$)n $r ele.ri.iy use is hi&h (ii$n baeries are s"aller, li&her and "$rep$)er+ul han heir prede.ess$rs

e, )hile his %ind $+ adan.e"en .an be seen as p$siie, i;s p$enially disrupie +$r.eis als$ s$"ehin& radii$nal uiliy pr$iders hae had $ %eep a .l$se eye $n $er he pas+e) years 9 )as als$ s$"ehin& ha had a bi& i"pa. in he US in 2014

9n Cune, Bar.lays d$)n&raded he enire US ele.ri.iy se.$r $ -under)ei&h/ $)in& $ hedisrupie hrea $+ s$larplusbaery syse"s

9n is rep$r, Bar.lays said: -*er he ne3 +e) years D )e beliee ha a [email protected] $+de.linin& .$s rends in disribued s$lar P7 p$)er &enerai$n and residenials.ale p$)ers$ra&e is li%ely $ disrup he saus ?u$/

-9n he 100 year his$ry $+ he ele.ri. uiliy indusry, here has neer be+$re been a ruly.$s.$"peiie subsiue aailable +$r &rid p$)er


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*)in& $ his hrea $+ disrupi$n, Fi.h 8ain&s; Seel, spea%in& a he Gl$bal Ener&ySu""i, $ulined seeral real driers +$r a disribued &enerai$n ersus .enral uiliy"$del

A"$n& hese )ere .$ss, p$lii.s, un.erainy, resp$nsibiliy, enir$n"enal anda..$unabiliy H$)eer, hese als$ .$"e )ih i"pli.ai$ns +$r he &rid sru.ure,.$nsu"pi$n paerns, .apial ines"en, seri.e .ulure, reliabiliy, se.uriy and .$nsu"er

e3pe.ai$ns

-H$) hese .han&es $ he uiliy "$del )ill be +unded re"ains a bi& ?uesi$n "ar%,/ hee3plained

An evolving customer base

Al$n& )ih he hrea $+ .han&e +r$" he s$larpluss$ra&e "ar%e, uiliies are als$in.reasin&ly +a.ed )ih a "$re e.hsay .$nsu"er, a..$rdin& $ panelliss a he Gl$balEner&y Su""i

>han%s $ "$re )idely aailable .$nsu"er in+$r"ai$n and su..ess+ul aderisin&.a"pai&ns, "any are n$) urnin& $ &reener; ener&y s$lui$ns, su.h as s"ar "eers andener&y e.ien applian.es >here is als$ a &r$)in& rend $+ .$nsu"ers usin& less ener&y

$erall by bein& "$re a)are $+ $erall usa&e

>hese +a.$rs .$"bined are leadin& $)ards )ha spea%ers a 'en$ns .alled -@alinedde"and/

-Base de"and +$r ener&y is +allin& and is e3pe.ed $ .$ninue $ +all, $r @a line, $ 2040,/Beneby n$ed, e3plainin& ha .us$"ers are be.$"in& "$re a)are $+ ener&y .$nserai$nand e.ien.y

C$hn #unneen, +$r"er e3e.uie dire.$r and "e"ber $+ *"an;s auh$riy +$r ele.ri.iyre&ulai$n, a&reed ha -.han&e is a+$$/ and ha -ener&y use is @a linin&/, addin& ha.li"ae .han&e p$li.ies and e.hni.al pr$&ress are driin& .han&e

Mean)hile, Gre&$r G$rs%i, e3e.uie i.e presiden, inn$ai$n, "ar%ein& and ne)

business, +$r G'F Sue, an$her een panellis, said ha here are seeral reas$ns behindhe need +$r uiliies $ .han&e, in.ludin& enablin& e.hn$l$&ies, .us$"er re?uire"ens,re&ulai$n and .$ss

-As his .han&e $..urs pe$ple )ill be&in dis.$nne.in& +r$" he &rid and .reain& "i.r$&rids )ih heir nei&hb$urs,/ G$rs%i e3plained

*)in& $ his drasi. r$le reersal, "any spea%ers $ulined ha .us$"ers "us be a he.enre $+ all .han&e

-Undersandin& .us$"er behai$ur is .rii.al $ +uure &r$)h D uiliy "$dels need $a. l$.al and hin% l$.al D )e need $ leera&e e.hn$l$&ies $ pr$ide he "$s alue +$r.$nsu"ers,/ said Beneby

-S$"e$ne needs $ "a%e sure ha he .$s benes $+ "a%in& hese .han&es +eeds d$)n$ he .$nsu"ers,/ e3plained #unneen

A&ree"en .a"e +r$" he p$li.y "a%ers, )ih Anne H$u"an, prin.ipal adiser $ hedire.$r &eneral, Eur$pean #$""issi$n, sayin& ha -.us$"ers need $ be a he .enre $+.han&e in he .$"in& years/

-


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>he supp$r &raphie and lihiu" pr$du.ers are .urrenly re.eiin& +r$" he baery se.$r)as eiden.ed a he Pr$spe.$rs and 'eel$pers Ass$.iai$n $+ #anada P'A# 2015.$n+eren.e in >$r$n$ in Mar.hIM +$und ha he leel $+ ineres in baery "ineral pr$Ie.s, .$"pared )ih pr$peries inb$h he indusrial "inerals and )ider "ealli. "ineral .$""$diy "ar%es, )as n$i.eablyhi&her, )ih a "$re p$siie +eel +$r deel$p"en, nan.in& and pri.in&Sria (ihiu" 9n.;s .hie+ $perain& $.er, Culien 'ay, $ld IM durin& he een ha hebi&&es sh$r er" de"and +$r lihiu" )$uld .$"e +r$" he &rid s$ra&e indusry, addin&ha despie n$ re.eiin& .$"parable "edia aeni$n, real &r$)h )as already bein& seenin &rid s$ra&e baeries, )here indusrial .liens are drien by .$s .uin& and businessre?uire"ensSin.e 1JJ2 de"and +$r lihiu" used in baeries has risen +r$" K $ L1 in 2014 F$r&raphie, annual &r$)h is esi"aed a appr$3i"aely 20 and $al &raphie de"and150,000 pa, )hi.h is already 20 $+ he @a%e &raphie "ar%e, a..$rdin& $ daa .$llaedby IM.

Cover image courtesy Michael Warren/Flickr

http://www.indmin.com/Article/3438710/PDAC-2015-Battery-minerals-an-oasis-in-the-mining-desert.htmlhttps://www.flickr.com/photos/mikewarren/15148569/in/photolist-2kD9e-brERLR-brETBe-b65nqZ-brF7GD-brF33p-brF4CR-brF3or-brF3de-brEYbR-8MigYG-brLw78-brF4oT-brEWpK-brF4TH-brF2Ma-brEZs6-brEVtc-brEV6R-brEUxc-brEXtK-brF3Un-brEX5i-brF72D-brF454-brEWFz-brLCGZ-brF2tt-brF5Dt-brLwvk-brEW3M-brEXTv-brF6tp-4xYeCZ-brESji-brF5ee-brF3Ak-7Pe2uP-9eH1Ky-b65jM2-nqqGZq-ehsG4d-8MivDs-4WsD6c-b65iNe-b65ds2-brEZEH-brF7ik-9eGZZu-c5MPdwhttps://www.flickr.com/photos/mikewarren/15148569/in/photolist-2kD9e-brERLR-brETBe-b65nqZ-brF7GD-brF33p-brF4CR-brF3or-brF3de-brEYbR-8MigYG-brLw78-brF4oT-brEWpK-brF4TH-brF2Ma-brEZs6-brEVtc-brEV6R-brEUxc-brEXtK-brF3Un-brEX5i-brF72D-brF454-brEWFz-brLCGZ-brF2tt-brF5Dt-brLwvk-brEW3M-brEXTv-brF6tp-4xYeCZ-brESji-brF5ee-brF3Ak-7Pe2uP-9eH1Ky-b65jM2-nqqGZq-ehsG4d-8MivDs-4WsD6c-b65iNe-b65ds2-brEZEH-brF7ik-9eGZZu-c5MPdwhttp://www.indmin.com/Article/3438710/PDAC-2015-Battery-minerals-an-oasis-in-the-mining-desert.htmlhttps://www.flickr.com/photos/mikewarren/15148569/in/photolist-2kD9e-brERLR-brETBe-b65nqZ-brF7GD-brF33p-brF4CR-brF3or-brF3de-brEYbR-8MigYG-brLw78-brF4oT-brEWpK-brF4TH-brF2Ma-brEZs6-brEVtc-brEV6R-brEUxc-brEXtK-brF3Un-brEX5i-brF72D-brF454-brEWFz-brLCGZ-brF2tt-brF5Dt-brLwvk-brEW3M-brEXTv-brF6tp-4xYeCZ-brESji-brF5ee-brF3Ak-7Pe2uP-9eH1Ky-b65jM2-nqqGZq-ehsG4d-8MivDs-4WsD6c-b65iNe-b65ds2-brEZEH-brF7ik-9eGZZu-c5MPdw


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roblemas de royecci!n

El ri"$ y la es.ala de la e$lu.in a.ual en el se.$r de l$s re.urs$s "inerales

de Ausralia n$ iene pre.edenes Per$ l$s reras$s y s$bre.$s$s en l$s

prin.ipales pr$ye.$s a"enaan .$n deIar un le&ad$ ?ue la indusria a apa&ar, durane "u.h$s aN$s p$r enir

P$r 'aid 6$$r

($s pr$ble"as de e3.es$s de presupues$ en pr$ye.$s de "inerOa de al$perl esn bien d$.u"enad$s en la prensa y se aribuyen a un a"biene de.$s$s "ar.ada"ene .re.iene as$.iad$ .$n el au"en$ del nQ"er$ depr$ye.$s en el desarr$ll$ y la .$nsru..in del &as$du.$, asO .$"$ la es.asede pers$nal .$"peene, .uali.ad$s para enre&ar es$s pr$ye.$sEl au"en$ de l$s .$s$s en l$s prin.ipales pr$ye.$s de .$nsru..in enAusralia desde 2001 hasa 2005 se ha esi"ad$ en un 50, .$n au"en$ delL0 en el e"ple$ ede la indusria "inera de Ausralia *..idenal

Hay indi.i$s de ?ue 200R enre&ad$ l$s .re.ienes .$s$s de .$nsru..in.er.a de esa "a&niud en un s$l$ aN$, .$n el e"ple$ en la indusria "inera


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"s sensibles a +a.$res Win.$nr$lablesW, ales .$"$ l$s pr$du.$s bsi.$spre.i$, i"pues$s y la [email protected] ?ue W.$nr$lableW +a.$res .$"$ lasre.upera.i$nes, el .apial y .$s$s de $pera.in 'e he.h$, &eneral"ene esp$sible para superar .ual?uier $bs.ul$ nan.ier$ re?uerid$ sin alerar l$sdealles .ni.$s de el pr$ye.$, sl$ .a"biand$ la e.$n"i.a +a.$resP$lOi.a puede ses&ar l$s resulad$s >.ni.$ pr$ye.$s i"pli.an

+re.uene"ene .$"pleIa inerrela.i$nes enre depara"enal Wsil$sW denr$ deuna $r&ania.in, asO .$"$ .$n .$nsul$res e3ern$s y pares ineresadasA e.es esas inerrela.i$nes pueden ser .ar&a p$lOi.a y desdibuIar la$bIeiidad de la .ien.ia .$n la subIeiidad de a.iud y el .$"p$ra"ien$(a ad"inisra.in a"bin puede ?uedar arapad$ en la eu+$ria de l$s"er.ad$s de a..i$nes Mer.ad$s ah$ra esn a.rediand$ e"presas enp$sii$ las de.isi$nes de inersin, a e.es .$n p$.$ 8espe.$ al ries&$ #$nde"asiada +re.uen.ia, en pari.ular para l$s Ienes y de niel "edi$ "iner$s,la presin para $bener un resulad$ +a$rable de un pr$ye.$ esudi$ pr$ienede l$s "s al$s nieles de la $r&ania.in6$r"al"ene, l$s pr$ye.$s se s$"een a "u.ha iera.in para lle&ar a l$ ?uees a "enud$ un s$l$ esi"a.in del al$r del pr$ye.$ El resulad$ puede

$.ular el he.h$ de ?ue .$n de"asiada +re.uen.ia, l$s pr$ye.$s esnses&ad$s ha.ia par"er$s ?ue pr$du.ir un resulad$ +a$rable pr$ye.$Para &araniar ?ue las e"presas de re.urs$s n$ s$n i?uierda .$n un le&ad$?ue puede .ausar si&ni.aia pr$ble"as nan.ier$s a lar&$ pla$, hay una6e.esia"$s enender ?ue la s$lu.in es en pr$.es$s ?ue esn diseNad$spara &esi$nar las pers$nas y l$s ries&$s, n$ la .ien.ia ders de l$s nQ"er$s d$nde la &esin .elebra el W+ra.as$W, asO .$"$ W3i$W

10 Golden Rules of Project RiskManagement

Get the PDF Version

By Bart Jutte

http://cdn.projectsmart.co.uk/pdf/10-golden-rules-of-project-risk-management.pdfhttp://cdn.projectsmart.co.uk/pdf/10-golden-rules-of-project-risk-management.pdf


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The benefits of risk management in projects are huge. You can gain a lot of money if

you deal with uncertain project eents in a proactie manner. The result will be that

you minimise the impact of project threats and sei!e the opportunities that occur. This

allows you to delier your project on time" on budget and with the #uality results your

project sponsor demands. $lso your team members will be much happier if they do not

enter a %fire fighting% mode needed to repair the failures that could hae been

preented.

This article gies you the &' golden rules to apply risk management successfully in

your project. They are based on personal e(periences of the author who has been

inoled in projects for oer &) years. $lso the big pile of literature aailable on the

subject has been condensed in this article.

Rule 1: Make Risk Management Part of Your Project

The first rule is essential to the success of project risk management. *f you don+t truly

embed risk management in your project" you can not reap the full benefits of this

approach. You can encounter a number of faulty approaches in companies. ,ome

projects use no approach whatsoeer to risk management. They are either ignorant"

running their first project or they are somehow confident that no risks will occur in

their project -which of course will happen. ,ome people blindly trust the project

manager" especially if he -usually it is a man looks like a battered army eteran who

has been in the trenches for the last two decades. Professional companies make risk

management part of their day to day operations and include it in project meetings andthe training of staff.

Rule 2: Identify Risks Early in Your Project

The first step in project risk management is to identify the risks that are present in

your project. This re#uires an open mind set that focuses on future scenarios that may

occur. Two main sources e(ist to identify risks" people and paper. People are your team

members that each bring along their personal e(periences and e(pertise. /ther people

to talk to are e(perts outside your project that hae a track record with the type of

project or work you are facing. They can reeal some booby traps you will encounter or

some golden opportunities that may not hae crossed your mind. *nteriews and team

sessions -risk brainstorming are the common methods to discoer the risks people

know. Paper is a different story. Projects tend to generate a significant number of

-electronic documents that contain project risks. They may not always hae that

name" but someone who reads carefully -between the lines will find them. The project


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plan" business case and resource planning are good starters. $nother categories are

old project plans" your company *ntranet and specialised websites.

$re you able to identify all project risks before they occur0 Probably not. 1oweer if

you combine a number of different identification methods" you are likely to find the

large majority. *f you deal with them properly" you hae enough time left for the

une(pected risks that take place.

Rule 3: Communicate Aout Risks

Failed projects show that project managers in such projects were fre#uently unaware

of the big hammer that was about to hit them. The frightening finding was that

fre#uently someone of the project organisation actually did see that hammer" but didn+t

inform the project manager of its e(istence. *f you don+t want this to happen in your

project" you better pay attention to risk communication.

$ good approach is to consistently include risk communication in the tasks you carry

out. *f you hae a team meeting" make project risks part of the default agenda -and

not the final item on the list2. This shows risks are important to the project manager

and gies team members a %natural moment% to discuss them and report new ones.

$nother important line of communication is that of the project manager and project

sponsor or principal. Focus your communication efforts on the big risks here and make

sure you don+t surprise the boss or the customer2 $lso take care that the sponsor

makes decisions on the top risks" because usually some of them e(ceed the mandate

of the project manager.

Rule !: Consider "ot# $#reats and %&&ortunities

Project risks hae a negatie connotation3 they are the %bad guys% that can harm your

project. 1oweer modern risk approaches also focus on positie risks" the project

opportunities. These are the uncertain eents that beneficial to your project and

organisation. These %good guys% make your project faster" better and more profitable.

4nfortunately" lots of project teams struggle to cross the finish line" being oerloaded

with work that needs to be done #uickly. This creates project dynamics where only

negatie risks matter -if the team considers any risks at all. 5ake sure you create

some time to deal with the opportunities in your project" een if it is only half an hour.

6hances are that you see a couple of opportunities with a high pay7off that don+t

re#uire a big inestment in time or resources.


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Rule ': Clarify %(ners#i& Issues

,ome project managers think they are done once they hae created a list with risks.

1oweer this is only a starting point. The ne(t step is to make clear who is responsible

for what risk2 ,omeone has to feel the heat if a risk is not taken care of properly. Thetrick is simple3 assign a risk owner for each risk that you hae found. The risk owner is

the person in your team that has the responsibility to optimise this risk for the project.

The effects are really positie. $t first people usually feel uncomfortable that they are

actually responsible for certain risks" but as time passes they will act and carry out

tasks to decrease threats and enhance opportunities.

/wnership also e(ists on another leel. *f a project threat occurs" someone has to pay

the bill. This sounds logical" but it is an issue you hae to address before a risk occurs.

8specially if different business units" departments and suppliers are inoled in your

project" it becomes important who bears the conse#uences and has to empty his

wallet. $n important side effect of clarifying the ownership of risk effects" is that line

managers start to pay attention to a project" especially when a lot of money is at

stake. The ownership issue is e#ually important with project opportunities. Fights oer

-une(pected reenues can become a long7term pastime of management.

Rule ): Prioritise Risks

$ project manager once told me %* treat all risks e#ually.% This makes project life really

simple. 1oweer" it doesn+t delier the best results possible. ,ome risks hae a higher

impact than others. Therefore" you better spend your time on the risks that can cause

the biggest losses and gains. 6heck if you hae any showstoppers in your project that

could derail your project. *f so" these are your number & priority. The other risks can

be prioritised on gut feeling or" more objectiely" on a set of criteria. The criteria most

project teams use is to consider the effects of a risk and the likelihood that it will occur.

9hateer prioritisation measure you use" use it consistently and focus on the big risks.

Rule *: Analyse Risks

4nderstanding the nature of a risk is a precondition for a good response. Therefore

take some time to hae a closer look at indiidual risks and don+t jump to conclusions

without knowing what a risk is about.

:isk analysis occurs at different leels. *f you want to understand a risk at an indiidual

leel it is most fruitful to think about the effects that it has and the causes that can


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make it happen. ;ooking at the effects" you can describe what effects take place

immediately after a risk occurs and what effects happen as a result of the primary

effects or because time elapses. $ more detailed analysis may show the order of

magnitude effect in a certain effect category like costs" lead time or product #uality.

$nother angle to look at risks" is to focus on the eents that precede a risk occurrence"

the risk causes. ;ist the different causes and the circumstances that decrease or

increase the likelihood.

$nother leel of risk analysis is inestigate the entire project. 8ach project manager

needs to answer the usual #uestions about the total budget needed or the date the

project will finish. *f you take risks into account" you can do a simulation to show your

project sponsor how likely it is that you finish on a gien date or within a certain time

frame. $ similar e(ercise can be done for project costs.

The information you gather in a risk analysis will proide aluable insights in yourproject and the necessary input to find effectie responses to optimise the risks.

Rule +: Plan and Im&lement Risk Res&onses

*mplementing a risk response is the actiity that actually adds alue to your project.

You preent a threat occurring or minimise negatie effects. 8(ecution is key here. The

other rules hae helped you to map" prioritise and understand risks. This will help you

to make a sound risk response plan that focuses on the big wins.

*f you deal with threats you basically hae three options" risk aoidance" risk

minimisation and risk acceptance. $oiding risks means you organise your project in

such a way that you don+t encounter a risk anymore. This could mean changing

supplier or adopting a different technology or" if you deal with a fatal risk" terminating

a project. ,pending more money on a doomed project is a bad inestment.

The biggest category of responses are the ones to minimise risks. You can try to

preent a risk occurring by influencing the causes or decreasing the negatie effects

that could result. *f you hae carried out rule < properly -risk analysis you will hae

plenty of opportunities to influence it. $ final response is to accept a risk. This is a

good choice if the effects on the project are minimal or the possibilities to influence it

proe to be ery difficult" time consuming or relatiely e(pensie. =ust make sure that

it is a conscious choice to accept a certain risk.


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:esponses for risk opportunities are the reerse of the ones for threats. They will focus

on seeking risks" ma(imising them or ignoring them -if opportunities proe to be too

small.

Rule ,: Register Project Risks

This rule is about bookkeeping -howeer don+t stop reading. 5aintaining a risk log

enables you to iew progress and make sure that you won+t forget a risk or two. *t is

also a perfect communication tool that informs your team members and stakeholders

what is going on -rule >.

$ good risk log contains risks descriptions" clarifies ownership issues -rule ) and

enables you to carry our some basic analyses with regard to causes and effects -rule


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