Risk management profesional presentation

I N T R O D U C E D B Y

PROF. KARIM EL-DASHP H D ; P M P ; R M P ; C C E ; A V S

RISK MANAGEMENT PROFESSIONAL PMI-RMP®

06/10 - 10/10 /2012

1

Prof. Karim El-Dash www.projacs.com

PMP Eligibility /Requirements

Educational Background

Project Risk Management Experience

Project Risk Management Education

High school diploma, associate’s degree or global equivalent

4,500 hours experience within the last five years

40 contact hours of formal education

Bachelor’s degree or global equivalent

3,000 hours experience within the last five years

30 contact hours of formal education

06/10 -10/10 /20122


PMP Eligibility /Requirements

Exam 170 questions

Time 3.5 hours

Fees CBT USD 520/ 670

Fees PBT USD 415/ 565

06/10 -10/10 /20123


Human Resources

Risk

Project Management

Cost

Time Quality

Procurement Communication

4

06/10 - 10/10 /2012Prof. Karim El-Dash www.projacs.com

Definition of a Project5

Any work that:

1. Has a temporary endeavor with a beginning and an end.


Start Process Finish

Definition of a Project6

2. Creates a unique product , service or result.


What Is Project Management?7

Project Management

is the application of

knowledge, skills,

tools, and techniques

to project activities to

meet project

requirements.


Projects & Products


8

Role of a Project Manager9


Enterprise Environmental Factors10


Organizational Process Assets11


OPA

Manuals

Procedures

Templates

Guidelines

Policies

Lessons Learned

Historical Info

Project Life Cycle12


Cost & staffing levels across PLC

06/10 - 10/10 /2012

13


Time

Start the project

Organizing & preparing

Carrying out work Closing the project

Project Charter

Project Management Plan

Accepted deliverables

Archived project documents

Impact of variables based on project time14


cost

Influence / risk

Time

Project Governance Across the Life Cycle15

Project governance provides a comprehensive, consistent method of controlling the project

It should be described in the project plan

It must fit within the context of the program or performing organization


Stakeholders16

A stakeholders are persons and

organizations that are actively

involved in the project, or whose

interests may be affected as a result

of project performance or project

completion.

+ve & -ve stakeholders


17 06/10 - 10/10 /2012Prof. Karim El-Dash www.projacs.com

Functional Organization18

CEO

Technical Manager

Ahmad

Maram

Abdullah

Contract Manager

Aly

Marwa

Abdulaziz

Finance Manager

Adam

Manal

Abdussalam


Projectized Organization19

CEO

PM Jamal

Ahmad

Maram

Abdullah

PMJone

Aly

Marwa

Abdulaziz

PMJoda

Adam

Manal

Abdussalam


Project Management Process Groups20

1. Initiating

2. Planning

3. Executing

4. Monitoring & controlling

5. Closing


Process Groups Interact in a Phase or Project21


Time

Initiating Planning Executing Monitoring & Controlling

Closing

Project Management Process Group Triangle22


Executingprocesses

Closing processes

Planning processes

Initiating processes

Monitoring & controlling processes

Executingprocesses

Closing processes

Planning processes



Executingprocesses

Closing processes

Planning processes



Executingprocesses

Closing processes

Planning processes



Phase 1 Phase 2 Phase 3 Phase 4

Project Life Cycle

Executingprocesses

Closing processes

Planning processes



Project Charter23


1. Project authorization

2. PM authorization

Project Scope Statement

Includes: Product scope description.

Product acceptance criteria.

Project deliverables.

Project exclusions

Project constraints

Project assumptions.

24


Sample WBS

06/10 - 10/10 /2012

25


Decomposition - 100% Rule26


WBS vs. OBS27


Schedule Management Plan

Approach

Milestone

Critical activities

Responsibilities

Prioritization

Analyzing

Documentation

Change process

28


Is a form of progressive

elaboration planning.

Work to be accomplished in the

near term is planned in detail at a

low level of the WBS

Work far in the future is planned

for WBS components that are at a

relatively high level of the WBS.

Rolling Wave Planning29


Dependencies

Mandatory dependency inherent in the nature of the work being done / contractually required (hard logic)

Discretionarydependency determined by project team (soft logic)

External

30


Cost Management Plan

Level of accuracy

Units of measure

Organizational procedures links (ex. control account, CA)

Control thresholds

Rules of performance measurement (EVM)

Reporting formats

Process descriptions

31


Estimate Activity Resources

Activity resource requirements Resource breakdown structure (RBS) Project documents update: Activity list

Activity attributes

Resource calendar

32


Estimate Activity Duration

Tools Expert judgment:

Analogous estimating

Parametric estimating

3-point estimate

Reserve analysis

33



Tools Expert judgment

Analogous estimating: also called top-down estimating, means using the actual duration of a previous, similar activity as the basis for estimating the duration of a future activity based on specific parameters like duration, budget, size, weight

Parametric estimating 3-point estimate Reserve analysis

34



Tools Expert judgment Analogous estimating

Parametric estimatinguses statistical relationship between historical data and other variables to estimate for activities, such as multiplying quantity of work by productivity rate 3-point estimate Reserve analysis

35



Tools Expert judgment Analogous estimating Parametric estimating 3-point estimateOptimistic, most likely, pessimistic

and

64 pMo

E

tttt

6op tt

t

36


PERT37


Estimate Cost

• Activity Cost Estimates• Bases of estimates how it was developed assumptions constraints range of possible estimates

(±15%, 8-10) Confidence level

• Project document updates

38


Schedule Compression

1- Crashing

2- Fast tracking

39


Crashing40


Fast Tracking41


Variable & Fixed Costs

Variable Costs that change with the amount of production.

Fixed Costs that do not change as production changes.

42


Direct and Indirect Cost

Indirect costs are the necessary costs of doing business that

cannot be related to a particular activity and in some cases

cannot be related to a specific project.

general overhead

project overhead.

43


Quality Management Plan

Quality implementation

Quality assurance

Quality control

Continuous improvement

44


Project Quality Management

Precision is consistency that the value of repeated measurements are clustered and have little scatterAccuracy iscorrectness that the measured value is very close to the true value

45


Plan Quality

Cost-Benefit Analysis less rework

higher productivity

lower costs

increased satisfaction

46


Cost of Quality (COQ)

Quality costs are:

Conformance =

prevention + appraisal

Non-conformance =

internal + external

47


Force Field Analysis48


Communication49


Communication Management Plan

Stakeholder requirements

Information, format, content, and level of detail

Reasons

Time frame

Responsible person

Who will receive the information

Technologies used

Escalation process

Updating communications management plan

Constraints

50


Project Communication Plan (sample)51

06/10 - 10/10 /2012

What Who/Target Purpose When/Frequency Type/Method(s)

Initiation Meeting

All stakeholders*

Gather information for Initiation Plan

FIRST Before Project Start Date

Meeting

Distribute Project Initiation Plan

All stakeholders*

Distribute Plan to alert stakeholders of project scope and to gain buy in.

Before Kick Off MeetingBefore Project Start Date

Document distributed via hardcopy or electronically. May be posted on project website or OIT Blackboard site.

Project Kick Off

All stakeholders*

Communicate plans and stakeholder roles/responsibilities.

At or near Project Start Date

Meeting

Status Reports

All stakeholders and Project Office

Update stakeholders on progress of the project.

Regularly Scheduled.

Distribute electronically and post via web/OIT Blackboard site.


Communication Skills52


Power / Interest Grid for Stakeholder Prioritization

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53

Key Players (Manage Closely)

Important Players (Keep Satisfied)

Affected Players (Keep Informed)

Other Players (Monitor)

HighLow

High

Low

Interest

Power


Communication Technology

Urgency of the need for

information

Availability of technology

Expected project staffing

Duration of the project

Project environment

54


Communication Methods55

1. Interactive communication; meeting2. Push communication; letter3. Pull communication; e-learning


Execution & ControlProcesses

56


Work Performance Information57


Distribute Information

Sender-receiver model

Choice of media

Writing styles

Meeting management

techniques

Presentation techniques

Facilitation techniques

58


Performance Report

Analysis of past performance

Current status of risks and issues

Work completed

Work to be completed

Summary of changes

Results of variance analysis

Forecast project completion

59


Report Performance (T&T)

Variance analysis

Forecasting methods

Communication

methods

Reporting systems

60


Cost Performance Baseline

It is an authorized time-phased budget at completion (BAC) that is used as a basis against which to measure, monitor, and control overall cost performance on the project.

61


Cost Baseline62


Performance Measurement

Cost Variance (CV)CV = EV – AC

Cost Performance Index (CPI)CPI = EV / AC

Schedule Variance (SV)SV = EV – PV

Schedule Performance Index (SPI)SPI = EV / PV

63


Earned Value

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64


Earned Value

06/10 - 10/10 /2012

65


Earned Value Analysis66


Forecast Estimate

1. EAC = AC + ETC

2. EAC = AC + BAC – EV

ETC = (BAC-EV)

3. EAC = (AC + (BAC – EV)/CPI)

ETC = (BAC-EV) / CPI

67


To-Complete Performance Index (TCPI)68

ACBACEVBACTCPI

ACEACEVBACTCPI


Perform Quality Assurance

Is the process of auditing

the quality requirements

and the results from quality

control measurements to

ensure appropriate quality

standards and operational

definitions are used

69


Perform Quality Assurance

Quality audit

Is a structured, independent review to determine

whether project activities comply with

organizational and project policies, processes, and

procedures

70


Develop Project Team71


HR Management Information System72


Team Development

Observation and Conversation

Project Performance Appraisals

Formal or informal

360 degree

Conflict Management

Withdrawing / smoothing / compromising / forcing / collaborating / confronting

Issue Log

Interpersonal skills

73


Team Performance Assessment74

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Behaviors/Process Measures Results Measures

Individual Level:An employee’scontribution to theteam

Whether or how well the employee: cooperates with team members, communicates ideas during meetings, participates in the team’s decision-making processes.

The quality of the written report, the turnaround time for the individual’s product, the accuracy of the advice supplied to the team, the status of the employee’s case backlog.

Team Level:The team’sperformance

Whether or how well the team: runs effective meetings, communicates well as a group; allows all opinions to be heard, comes to consensus on decisions.

The customer satisfaction rate with the team’s product, the percent decline of the case backlog, the cycle time for the team’s entire work process.


Decision Making

Problem definition

Problem solutions

generation

Evaluation criteria

Solution action planning

Solution evaluation

planning

Evaluation of outcome

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PROJECT RISK MANAGEMENT


Project Risk Management

Planning,

identification,

analysis (qualitative + quantitative),

responses, and

monitoring and control on a project

77


Project Risk Management

Objectives are to:

increase the probability and impact of

positive events, and

decrease the probability and impact of

events adverse to the project

78


Project Risk

Project risk is an uncertain event or condition that, if it occurs, has an effect on a project objective.

Objective : Scope / time / cost / quality

A risk has a cause or more and, if it occurs, an impact or more.

79


Known & Unknown

Known risks are those that

have been identified and

analyzed

Unknown risks cannot be

managed, may be addressed by

contingency plan

80


Project Risk Management Processes81


Plan Risk Management11-1

1. Project scope statement2. Cost management plan3. Schedule management plan4. Communications

management plan5. Enterprise environmental

factors6. Organizational process

assets

Inputs

1. Planning meetings & analysis

Tools & Techniques

1. Risk management plan

Outputs


Plan Risk Management (T&T)

Planning Meetings & Analysis

Project manager

Selected team members and stakeholders

Anyone with responsibility to manage the risk

planning and execution activities

83


Risk Management Plan

Methodology

Roles and responsibilities

Budgeting

Timing

Categories

Probability & Impact A relative scale “very unlikely” to “almost certainty” could be

used. Numerical probabilities on a general scale (e.g., 0.1, 0.3, 0.5,

0.7, 0.9)

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Risk Responsibility ChartTop

managementPM

Management Team

Risk Owner

Plan Risk Management X X X

Identify Risk X X

Perform Qualitative Risk Management X X X

Perform Qualitative Risk Management X X X

Plan Risk Responses X X X

Monitor & Control Risks X X X


Risk Breakdown Structure (RBS)

Project

OrganizationalProjectManagement

Technical External Others

Time

Cost

Resource

Quality

Performance

Complexity

Objectives

Fund

Collaboration

Weather

Labor

Politics

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86


Likelihood Expectations87

06/10 - 10/10 /2012

Level Likelihood Expected or actual frequency experienced

1 Rare May only occur in exceptional circumstances; simple process; noprevious incidence of non-compliance

2 Unlikely Could occur at some time; less than 25% chance of occurring; noncomplex process &/or existence of checks and balances

3 PossibleMight occur at some time; 25 –50% chance of occurring; previousaudits/reports indicate non-compliance; complex process with extensivechecks & balances; impacting factors outside control of organization

4 LikelyWill probably occur in most circumstances; 50-75% chance ofoccurring; complex process with some checks & balances; impactingfactors outside control of organization

5 Almost certainCan be expected to occur in most circumstances; more than 75%chance of occurring; complex process with minimal checks & balances;impacting factors outside control of organization


Impact Scale88

06/10 - 10/10 /2012

Relative or numerical scales

Objective Very low / 0.05

Low / 0.10Moderate /

0.20High / 0.40

Very High / 0.80

Cost Insignificant increase

<10% increase

10-20% increase

20-40% increase>40%

increase

Time Insignificant increase

<5% increase5-10%

increase10-20% increase

>20% increase

ScopeBarely noticed change

Minor changeMajor

changeUnacceptable by

sponsor

Product is

useless

Quality Barely noticed

Applications affected

Sponsor approval required

Unacceptable by sponsor

Product is

uselessProf. Karim El-Dash www.projacs.com

89 06/10 - 10/10 /2012

Stakeholder Tolerance Matrix

Stakeholder RequirementsTolerances

Time Cost Quality

PM Deliver product as requested

More than 10% Phase

II

More than 5% Phase II

Conformance to all specs

Technical Manager

Passing all QC criteria

More than 20% Phase

II

More than 10% Phase

II

Conformance to all

limitations

Marketing Manager Verify profits

More than 5% Phase

II

More than 2% Phase

II

Customer acceptance

IT ManagerCustomer

satisfaction (internal & external)

More than 20% Phase

II

More than 5% Phase II

Positive feedback


Risk Matrix90

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Consequences

Likelihood Insignificant Minor Moderate Major Extreme

Rare Low Low Low Low Low

Unlikely Low Low Low Medium Medium

Possible Low Low Medium Medium Medium

Likely Low Medium Medium High High

Almost certain Low Medium Medium High Extreme


Risk Management Plan

Stakeholder tolerance

Reporting format

Tracking

91


Identify Risks11-2

1. Risk management plan2. Activity cost estimates3. Activity duration estimates4. Scope baseline5. Stakeholder register6. Cost management plan7. Schedule management plan8. Quality management plan9. Project documents10. Enterprise environmental

factors11. Organizational process

assets

Inputs

1. Documentation reviews2. Information gathering

techniques3. Checklist analysis4. Diagramming techniques5. SWOT analysis6. Expert judgment

Tools & Techniques

1. Risk register

Outputs


Identify Risks (T&T)

1. Documentation reviews

2. Information-gathering techniques Brainstorming Delphi technique Interviewing Root cause identification

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3. Checklists

4. Assumptions analysis

5. Diagramming techniques Cause-and-effect diagrams Flow charts. Influence diagrams

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Cause and Effect Diagram

Fishbone Ishikawa

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Delay in Project

ManagementMaterialsFunding

ScopeProductivityLabor

Flowchart

Organization Assets

Project Planning

Auditing

Quality Control

Verification

Corrective Action

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Influence Diagram

Market demand

Product strategy

Product verification

Customer Satisfaction

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6. SWOT Analysis

7. Expert judgment

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PRO CON

Inte

rnal

Strength Weakness

Exte

rnal

Opportunity Threat


Identify Risks (output)

Risk register

Identified risks

Potential responses

99


Risk Register100

06/10 - 10/10 /2012

Task Cause Risk Effect

Design Conflict Errors + Rework Delay

Procurement Single supplier Inappropriate delivery Delay / cost increase

Handing out Permit not ready No access Delay

Executing Technical problems Rework Delay / Cost increase

Verification Nonconformance Corrective action Quality / Cost/ Time


Perform Qualitative Risk Management11-3

1. Risk register2. Risk management plan3. Project scope statement4. Organizational process

assets

Inputs

1. Risk probability & impact assessment

2. Probability & impact matrix3. Risk data quality assessment4. Risk categorization5. Risk urgency assessment6. Expert judgment

Tools & Techniques

1. Risk register update

Outputs


Perform Qualitative Risk Management (T&T)

Risk Probability and Impact Assessment

Probability and Impact Matrix

Data quality assessment

Risk categorization

Risk urgency

Expert judgment

102


Probability – Impact Matrix

Impact

0.9 0.7 0.5 0.3 0.1Probability

0.9 0.81 0.63 0.45 0.27 0.09

0.7 0.63 0.49 0.35 0.21 0.07

0.5 0.45 0.35 0.25 0.15 0.05

0.3 0.27 0.21 0.15 0.09 0.03

0.1 0.09 0.07 0.05 0.03 0.01

103


Probability – Impact Chart

High impact

High probability

Low probability

Low impact

104


Critical Events105

06/10 - 10/10 /2012

High urgency Low urgency

High severity

Low severity


Risk Severity106


Perform Qualitative Risk Management (outputs)

Risk register updates Relative ranking

Risks categorized

Causes requiring particular attention

List of risks for additional analysis

Watch-lists of low-priority risks

Trends in qualitative risk analysis results

107


Risk Register108

06/10 - 10/10 /2012

Task Cause Risk Effect Probability Impact

Design ConflictErrors + Rework

Delay High High

Procurement Single supplierInappropriate

deliveryDelay / cost

increaseMedium Medium

Handing out Permit not ready No access Delay Medium High

Executing Technical problems

ReworkDelay / Cost

increaseLow Medium

Verification NonconformanceCorrective

actionQuality /

Cost/ TimeLow Medium


Perform Quantitative Risk Management

Numerically analyzes the effect of identified risk on

overall project objectives.

109


Perform Quantitative Risk Management11-4

1. Risk register2. Risk management plan3. Cost management plan4. Schedule management plan5. Organizational process

assets

Inputs

1. Data gathering & representation techniques

2. Quantitative risk analysis & modeling techniques

3. Expert judgment

Tools & Techniques

1. Risk register update

Outputs


Perform Quantitative Risk Management (T&T)

Data gathering & representation technique

Interviewing

Probability distribution

111


Three-Point Estimate

WBS Element Low Most Likely High

Design $2 $4 $7

Build $35 $45 $60

Verify $5 $7 $10

Total $42 $56 $77

112


Probability Distribution

Probability

Time / Cost

Beta distribution

Optimistic Most likely

Pessimistic

Triangular distribution

Probability

Time / Cost

113


Probability Distribution

Probability Likelihood of occurrence.

Statistics Mean – Average of the values of events Mode – Value which occurs most often Median – Value in middle of the range of ordered values

Variance Average of the squared deviations from the mean Standard deviation – Square Root of the Variance Range – Values between upper & lower limits

114


Statistical Description

Sample: 5,7,3,6,7,8,4,7,2 (2,3,4,5,6,7,7,7,8)

Mean =

Mode = 7

Median = 6

Range = 6

115

06/10 - 10/10 /2012

45.59

274876375


Normal Distribution CurveNormal Distribution Curve

2 standard deviations (+/- 1 ) = 68.26 % 4 standard deviations (+/- 2 ) = 95.46 % 6 standard deviations (+/- 3 ) = 99.73 %

0-1-2-3 +1 +2 +3

116


Perform Quantitative Risk Management (T&T)

Quantitative risk analysis & Modeling Technique

Sensitivity Analysis

Expected Monetary Value

Decision Tree

Modeling & Simulation

117


SENSITIVITY ANALYSISTornado Diagram

Inflation

Currency

Discount rate

Market demand

Conformance

-$2M -$1M $0M +$1M +$2M

06/10 - 10/10 /2012

118


SENSITIVITY ANALYSIS

SPIDER DIAGRAMTotal cost of the project

Quality Skill

Logistics

Variation %

0%

(+)

(-) Time

119



Ei is the expected payoff for strategy i,

Pi,j is the payoff element, and

pj is the probability of each state of nature occurring.

n

jjjii pPE

1,

120



State of nature

Boom Moderate Recess Expected value

Strategy 0.20 0.50 0.30

S1 50 20 (40) 8

S2 40 10 (10) 10

S3 20 10 0 9

121


Large Plant orSmall Plant

Small Plant($200,000)

Large Plant($500,000)

Recess+400,000

Boom+900,000

Recess+160,000

Boom+300,000

30%

70%

30%

70%

900k -500k = 400k

400k -500k = -100k

300k -200k = 100k

160k -200k = -40k

400*.3 -100*.7= 50k

100*.3 - 40*.7 = 2k

Decision Definition Decision Node Chance Node Net Path value

Decision Node

Chance Node

End of Branch

122


SIMULATION

+ + =

A B C Sum

123


SIMULATION

+ + =

A B C Sum

124


Total Cost Probability Distribution

06/10 - 10/10 /2012

125


Perform Quantitative Risk Management (outputs)

Risk register updates:

Probabilistic analysis

Probability of achieving objectives

Prioritized list of quantified risks

Trends in quantitative risk analysis results

126


Plan Risk Responses11-5

1. Risk register2. Risk management plan

Inputs

1. Strategies for negative risks or threats

2. Strategies for positive risks or opportunities

3. Contingent response strategies

4. Expert judgment

Tools & Techniques

1. Risk register update2. Risk-related contract

decisions3. Project management plan

updates4. Project document updates

Outputs


Plan Risk Responses (T&T)

Strategies for negative risks:

1. Avoid

2. Transfer

3. Mitigate

4. Accept

128


Risk Avoidance

Involves changing the project management plan to eliminate the threat entirely

Some risks that arise early in the project can be avoided by clarifying requirements, obtaining information, improving communication, or acquiring expertise

One form of avoidance is to shut down the project

129


Risk Transfer

Requires shifting the negative impact of a threat, along with ownership of the response, to a third party.

Cost-type contract transfer the cost risk to the buyer

Fixed-price contract transfer risk to the seller

130


Risk Mitigation

Implies a reduction in the probability and/or impact of an adverse risk event to an acceptable threshold

131


Risk Acceptance

Passive acceptance requires no action

Active acceptance strategy is to

establish a contingency reserve for

known (sometimes unknown) risks

132


Strategies for Threats133


AvoidReduce

TransferAccept

Plan Risk Responses (T&T)

Strategies for positive risks:

1. Exploit

2. Share

3. Enhance

4. Accept

134


Risk Exploiting

Eliminate the uncertainty associated with a

particular upside risk by making the opportunity

definitely happen.

135


Risk Sharing

Involves allocating ownership to a third party who is

best able to capture the opportunity for the benefit of

the project

136


Risk Enhancement

Modifies the “size” of an opportunity by:

1. Increasing probability and/or positive impacts

2. Identifying and maximizing key drivers of these positive-impact risks

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Strategies for Opportunities138


ExploitEnhance

ShareAccept

Amount of Benefit

Occurrence Frequency

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06/10 - 10/10 /2012

Risk register( after planning risk responses)

Task Cause Risk Effect Probability Impact Trigger Response Allocation Owner Residual risk Secondary risk

Design

Procurement

Handing out

Executing

Verification


Risk-Related Contract DecisionsC

ontra

ctor

ince

ntiv

e

Firm Fixed Price (FFP)

Fixed Price Plus Incentive Fee (FPIF)

Fixed Price with Economic Price Adjustments (FP-EPA)

Cost Plus Fixed Fee (CPFF)

Cost Plus Incentive Fee (CPIF)

Customer influence

Cost Plus Award Fee (CPAF)

Time & Materials

Customer risk

Con

tract

or ri

sk

140


Contingency141


Monitor & Control Risks11-6

1. Risk register2. Project management plan3. Work performance

information4. Performance reports

Inputs

1. Risk assessment2. Risk audits3. Variance & trend analysis 4. Technical performance

measurement5. Reserve analysis6. Status meetings

Tools & Techniques

1. Risk register update2. Organizational process

assets updates3. Change requests4. Project management plan

updates5. Project document updates

Outputs


Monitor & Control Risks (T&T)

Risk reassessment

Risk Audits

Variance & Trend Analysis

Technical Performance

Measurements

Reserve Analysis

Status Meetings

143


Common Construction Project Risk

1. Tight project schedule2. Design variations3. Excessive approval procedures in administrative government departments4. High performance/quality expectations5. Inadequate program scheduling6. Unsuitable construction program planning7. Variations of construction programs8. Low management competency of subcontractors9. Variations by the client10. Incomplete approval and other documents11. Incomplete or inaccurate cost estimate12. Lack of coordination between project participants13. Unavailability of sufficient professionals and managers14. Unavailability of sufficient amount of skilled labor15. Bureaucracy of government16. General safety accident occurrence17. Inadequate or insufficient site information (soil test and survey report)18. Occurrence of dispute19. Price inflation of construction materials20. Serious noise pollution caused by construction

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K A R I M E L - D A S H

K _ E L D A S H @ H O T M A I L . C O M

T E L : 9 6 5 - 9 9 3 1 0 2 6 1

F A X : 9 6 5 - 2 2 3 1 4 5 3 3

06/10 - 10/10 /2012

145

THANKS


Risk management profesional presentation

Leadership & Management

Transcript of Risk management profesional presentation