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1 VINIT THAKUR
Risks?
5
Objectives
6
Identify Risks
Key Concepts
Risk An uncertain event or condition that, if it
occurs, has a positive or negative effect on the projects objectives. [and we are usually concerned with the negative effects] Contrast with an issue a point or matter in question, in dispute, not settled and under discussion, or over which there are opposing views or disagreements Consequences of negative risk are typically
Higher project cost Longer project implementation time Reduction of project scope Degradation of project quality
ROOTS OF UNCERTAINTY
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Stakeholders Objectives Variety of Resources, (human, capital, material..) Project Organizations Scope of work Cost Time Delivery of Quantified and Qualitative objectives Technologies Environment Regulators
8/8/2013
Risk
Project Control
Environment
Risk Management
Technical
Safety
Configuration Management
System Engineering
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Sources of Risk
Equipment Failure
External Events
Human Errors
Institutional Failure
QUALITITATIVE
Hazard Analysis
Brainstorming Process Mapping and Analysis (Human Factors) Taxonomy-Based Questionnaires
Pareto Method
Affinity Grouping
Project Managers
Element Managers
System Managers
Team Members
Contractors/suppliers/ vendors
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Summary
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Eliminate Risks List Critical Risks Reduce Probability / Impact of the Risks Add Additional Risks to the Watch-List Update Project Plan
Identify Risks
Accept Risks
Session 2
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Risk Identification
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Risk management plan Activity cost estimates Activity duration estimates Scope baseline/ Stakeholder register Cost management plan Schedule management plan Quality Management plan/ Project documents Enterprise environmental factors Organizational process assets
Outputs
Inputs
Risk register
Brainstorming meetings
Expert opinion Past history Multiple (team based) assessments
Scope issues Technology issues Execution issues Schedule issues Site issues Labor issues Safety issues Owner issues Quality issues
14.
15. 16. 17. 18.
Estimate/Quantity issues Performance issues Subcontractor issues Country/Community issues Currency issues Traffic/Logistic issues Partner (JV) issues Commercial/Legal issues Weather issues
description, category, cause, likelihood, impacts on objectives, planned responses Risk categories describe broad risk causes, e.g., technical, external, organizational, management Risk breakdown structure provides a hierarchically organized depiction of risk and categories
the project and documenting their characteristics Qualitative risk analysis Prioritize risks for further analysis by assessing likelihood of occurrence and strength of impact Quantitative risk analysis Numerically analyze effects of risks on overall project objectives Plan risk responses Develop options and actions to reduce threats Monitor and control risks Respond, track, monitor, re-identify & re-evaluate
Risk Register
Risk register view
Risk Matrix
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because there is no suitable strategy Avoidance Change the plan to eliminate the risk or its impact on objectives Mitigation Change the plan to reduce the likelihood or impact of risks to acceptable levels Transference Shift the impact of a risk to a third party
Open 02_RR_RM.alm
template. Using RiskyProject observe the Risk Register, Risk Details and Risk Matrix Application of same logic to our project
Workshop Exercise
37 TAKE YOUR NORMAL PROJECT AND DEVELOP A RISK REGISTER. IDENTIFY PROBABILITY OF OCCURRENCE FOR EACH RISK AND ITS IMPACT DEVELOP A RISK MATRIX YOU MAY HAVE TO USE SOME OR FEW OF THE TECHNIQUES: DELPHI, FORCE FIELD ANALYSIS, NOMINAL GROUP TECHNIQUE
group decision process about the likelihood that certain events will occur. Today it is also used for environmental, marketing and sales forecasting. The Delphi Method uses a panel of experts. Expert responses to a series of questionnaires are anonymous. Each round of questionnaires results in a median answer. The process guides the group towards a consensus.
Delphi in Context
The Delphi technique was
invented by Olaf Helmer and Norman Dalkey of the Rand Corporation in 1953 for the purpose of addressing a specific military problem. The object of the Delphi method is to obtain a reliable response to a problem from a group of experts. In a Delphi study, the participants do not interact with one another, Delphi technique is used today in business, education, and the social sciences
exercise in group communication among a panel of geographically dispersed experts (Adler and Ziglio, 1996). It allows experts to deal systematically with a complex problem or task. A series of questionnaires are sent either by mail or email to a pre-selected group of experts. According to Fowles (1978) anonymity, controlled feedback, and statistical response characterize Delphi. Interaction in Delphi is anonymous, comments, forecasts, etc are presented to the group in such a way as to suppress any identification.
steps for the Delphi method: 1.Formation of a Delphi team to undertake a Delphi on a subject. 2.Selection of expert panel(s). 3.Development of the first round questionnaire 4.Testing the questionnaire for proper wording. 5.Transmission to the panelists. 6. Analysis of 1st responses 7. Preparation of 2nd round. 8. Transmission of 2nd round questionnaires to the panelists 9.Analysis of the 2nd round responses (7 to 9 may be repeated to get consensus) 10. Preparation and presentation of report
Technique is a face to face Delphi based method, allowing group discussion. It adds a personal dimension to the methodology. The use of consensus is common to both techniques
Groups of 5 or 6 experts, are seated around a table. They are given an open ended question. Several minutes of silence enable individuals to reflect on the question and make notes Ideas are shared (one response per person each time), while all are recorded, on a flipchart. No criticism is allowed, but clarification in response to questions is encouraged. Each person evaluates the ideas and individually and anonymously votes for the best ones Votes are shared and tabulated within the group. A group report is prepared, showing the ideas receiving the most points. The group is briefed on their responses and proposals.
Decision Tree
45 QUANTITATIVE TOOLS
Decision Trees
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A graphical representation of the EMV analysis The decision tree allows the project manager to
factor in both probability and impact for each branch of every decision under construction
Pass 95% $0
-$ 10000
-$ 12000
Limited Testing
-$ 8000
-$ 8000
EMV = -$ 13600
-$ 16000
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Chance Node
Decision Node
The Problem
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We are the prime contractor and there is a penalty in our contract with the main client for every day we deliver late ($1000). We need to decide which sub-contractor to use for a critical activity. One sub-contractor is lower-cost ($110,000 bid). We estimate however that there is a 50% chance that this contractor will be 90 days late and our contract with the main client specifies that we must pay a delay penalty of $1,000 per calendar day for every day we deliver late. The higher-cost sub-contractor bids $140,000. We know this contractor and assess that it poses a low 10% chance of being late, and only 30 days late at that.
Schedule risk
Probability
Payoff Probability x (Thousands) Payoff (Thousands) $ 200 $150 $100 $$ (50) $10 $ 30 $50 $$ (2.5)
5%
General Process
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Decision Nodes
Chance Nodes
Probability
Pay-offs
Rolling a die
and then a fair die will be rolled. If the die comes up a 3, 4, 5, or 6, then your friend will pay you Rs. 15.00. If the die comes up 1 or 2, he will pay you nothing. Furthermore, your friend agrees to repeat this game as many times as you wish to play. Should you agree to play this game?
Hands-on Try
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plant, Special Instrument Products is considering a short manufacturing run for either of two new products, a temperature sensor or a pressure sensor. The market for each product is known if the products can be successfully developed. However, there is some chance that it will not be possible to successfully develop them. The probability of development success is 0.5 for the temperature sensor and 0.8 for the pressure sensor.
sensor and revenue of $400,000 would be realized from selling the pressure sensor. Both of these amounts are net of production cost but do not include development cost. If development is unsuccessful for a product, then there will be no sales, and the development cost will be totally lost. Development cost would be $100,000 for the temperature sensor and $10,000 for the pressure sensor. What would be a good decision using expected value concept?
Hands-on 2
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Hands-on 2 Solution
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Additional Case-Final
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Additional Case-Solution
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Monte Carlo
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Contract Value
$1,000,000 $750,000 $500,000 $250,000 $100,000 Rejected
Monte-Carlo
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A technique used to analyze the effect of uncertainty in individual activities and cost items on the completion date of the project or total cost of the project
Advantages of MCA
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cost
It takes into consideration the path convergence
the project stakeholders by reflecting uncertainty of the project cost and schedule
expected to vary simultaneously (i.e. it corrects the weakness in sensitivity analysis) Express results on probability distribution rather than a single number, giving the decision-makers more information upon which to base their decision Judgment is applied early in the process, to individual variables in forming their probability distribution Monte-Carlo itself combines these judgment factors, giving the correct weighting to each
Disadvantages of MCA
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Evaluate overall project risk Addresses only cost and schedule Monte-Carlo simulation evaluates the project not
individual activities Uses subjective probabilities and treat them as true mathematical probabilities while they are only estimates of what the actual should be Final answers still depend on the subjective judgment of the decision maker
Define the capital resources (time & cost) required for the project by
values of the variables in the estimate with probability ranges (Probability Distribution)
Analyze the estimate with simulation running the model repeatedly
to determine the range and probabilities of all possible outcomes of the model
Make a decision based upon the results of the Monte-Carlo
simulation
MCA- Hands on
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Calculating
Basics of Distribution
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subtasks. Total project effort is the sum of the individual efforts. It's more realistic to treat the subtasks as having random efforts, the total effort is the sum of those random variables. MonteCarlo can not only answer the expected total effort, but also its distribution, and thus answer questions like "what are the 10% of outcomes that are worst?" A very similar issue arises when computing financial measure like the value-at-risk (VAR).
A simple problem to
Aircraft A
Start Aircraft - A Preparation Mod 326 R Mod 326 Mod 335 Mod 344 Mod 343 Mod 332 R Mod 332 Mod 334 MOD 337 Inspection Finish Aircraf t - A
25 days
0 day s 2 day s 6 day s 7 day s 6 day s 5 day s 4 day s 9 day s 4 day s 7 day s 9 day s 3 day s 0 day s
35,180.00
0.00 2,160.00 4,560.00 5,320.00 2,020.00 1,600.00 2,880.00 3,240.00 1,440.00 2,240.00 6,480.00 3,240.00 0.00
Sun 1/1/06
Sun 1/1/06 Mon 1/2/06 Wed 1/4/06 Thu 1/12/06 Thu 1/12/06 Mon 1/23/06 Wed 1/4/06 Tue 1/10/06 Mon 1/23/06 Tue 1/10/06 Thu 1/19/06 Wed 2/1/06 Fri 2/3/06
Fri 2/3/06
Sun 1/1/06 Tue 1/3/06 1 Wed 1/11/06 2 Fri 1/20/06 3 Thu 1/19/06 3 Fri 1/27/06 4,5 Mon 1/9/06 2 Fri 1/20/06 7 Thu 1/26/06 8 Wed 1/18/06 7 Tue 1/31/06 10 Fri 2/3/06 6,9,11 Fri 2/3/06 12
Airframe,P
assumes that this is the baseline cost computed by summing the estimates of cost for the project elements, but this is not so. How likely is the baseline estimate to be overrun? Traditional methods do not address this problem. What is the cost risk exposure? This is also the answer to the question; How much contingency do we need on this project? Where is the risk in this project? This is the same as: Which cost elements cause the most need for the contingency? Risk analysis principles can be used to answer this question.
be delivered within this budget? How much contingency (i.e. extra budget) should be included in order for this new revised budget level to be achieved with a certain degree of confidence?
Hands-on-1 MCS
73
Work sheet 1 gives the basic data Worksheet 2 gives the estimated values of inflow Use triangular distribution function for inflows Use Normal distribution with mean of 2 and SD of 0.33 Use 1000 iterations
To Do: Generate the statistical report for total resultant NPV and interpret the meaning. What is the probability that the project may end up with losses (Negative NPV)?
Additional Case
74
1. Consider the project network given below. C A 1 B 3 F 5 2 4 E D
Server Farm Inc. (SFI) needs to upgrade its server computers. Company management has identified the following two options: (1) shift to a Windows-based platform from its current Unix-based platform, or (2) stick with a Unix-based platform. It is standard practice at SFI to use a triangular distribution to model uncertain costs.
C 5 14 17 D 2 5 8 E 6 9 12 F 8 17 20
Activity Optimistic time (a) Most likely time (m) Pessimistic time (b)
A 2 5 14
B 9 12 15
(a)What is the expected cost of each project? (b) What is the probability that each project's cost will exceed $575,000? (c) Which project would you consider to be the most risky? (d) Which project would you recommend SFI undertake? Why?
Statistical Distributions are enabled in Risk Options. Description of feature to the left.
Enter Base, Low, and High Impacts and select distribution type
Statistical Distributions
In addition to risk events you may define uncertainties as statistical distributions for: task cost task start time task duration income associated with task
If you enter only the low, base and high cost, duration, start time and income, RiskyProject will generate statistical distribution based on this data
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When your project schedule and risk breakdown structure is ready, click here to perform Monte Carlo simulations
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Cost chart is generated based on fixed and variables cost and income associated with tasks and resources
Compare forecasted project costs with (blue line) and without (red line) risks
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Cash flow is generated based on fixed and variables cost and income associated with tasks and resources
Compare cash flows with (blue bars) and without (red line) risks
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Sensitivity Analysis
Tornado chart shows risks or other parameters that have the most affect on the project schedule
84
Crucial Tasks
Crucial tasks for project cost and duration can be different
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Risk Chart
Risk chart shows task duration and versus risk, associated with task
87
Project Tracking
For each task at any moment you may enter how much work has been completed This task is 100% completed (green bar)
This task is partially completed (yellow bar) Risky project automatically adjusts the probability of risks for partially completed tasks
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Tracking Results
New project forecast is done each time actual project data is entered
89
AHP
A
A B C D E
B
A 1 1/7 1/9 1/5 1/3
C
B 7 1 1/3 5 7
D
C 9 3 1 7 9 D 5 1/5 1/7 1 3
E
E 3 1/7 1/9 1/3 1
Simple Experiment
92
1.
2. 3.
4.
5.
Select criteria(s) to evaluate Define comparison scale Perform pair-wise comparison Check consistency Calculate values
Merc or BMW
one is best ? by selecting the best alternative that matches all of the decision makers criteria.
NUMERICAL VALUE
1
2 3 4 5
Strongly to very strongly preferred 6 Very strongly preferred 7 Very strongly to extremely preferred8 Extremely preferred 9
How is it used ?
Say you have two criteria. Cost and quality for product A
& B. The cost for A= $60 and the quality is above average. The cost for B=$15 and the quality is right at average. Which do you choose? By making a matrix the price of B is very strongly preferred to A and A is only moderately preferred to B. The matrices of these preferences would look like . . . .
1
Attribute #1 Attribute #2 Attribute #3 Attribute #4
1 1/3 2 1/8
3 1 3 1/2
8 2 5 1
AHP Computational Procedure: 1. Populate AHP matrix by defining relative preferences on a1-9 scale 1. Sum each column 2. Normalize each column by its sum 3. Average each row to determine the final score for each concept AHP Weighting Scale
2
3.4583 7.5 2.0333 16
9 8 7
Final Score
Extremely Prefer Very Strongly Prefer Strongly Prefer Moderately Prefer Neutral 98
3
Attribute #1 Attribute #2 Attribute #3 Attribute #4 0.2892 0.0964 0.5783 0.0361 0.4000 0.1333 0.4000 0.0667 0.2459 0.1639 0.4918 0.0984 0.5000 0.1250 0.3125 0.0625
6 5 4 3 2 1
A number greater than 1 indicates that you prefer the alternative in the row over the alternative in the column.
Attribute #1
Attribute #2
Attribute #3
Prioritization Matrix
score j wn snj
n 1
s11
s21
s31
w1
s12 s13
w2
s22 s23
w3
s32 s33
Concept #1
Concept #3
Concept #1
Concept #2
Concept #3
Concept #1
Concept #2
Concept #2
Concept #3
Attribute #1
Attribute #2
Attribute #3
99
Rank the criteria in order of importance ~use the same method used in ranking each criterion.
Criteria
Price Distance Labor
Price
1 5 1/3
Distance
1/5 1 1/9
Labor
3 9 1
Wages
4 7 2
Wages
1/4
1/7
1/2
LABOR B 1/3 1 C 1 7
1/2
1/7
WAGES
A
A B C 1 3 2
B
1/3 1 1/4
C
1/2 4 1
design software and performs services with it. Some of their clientele are:
Ford Motor Company Sprint PCS Department of Agriculture (USDA) Navy National Health Service of the United Kingdom
Try-1
1. This table contains the performance criteria and scores for four potential suppliers to Kramerica Industries. Evaluate the data and identify the best source for Kramerica. Performance Company Company Company Company Dimension A B C D Quality (W=0.4) 3 4 2 5 Cost (W=0.3) 4 3 5 3 Flexibility (W=0.2) 5 3 4 2 Speed (W=0.1) 2 5 5 4 2. This table contains a list of three companies that have been rated on four weighted performance dimensions. Which of the following statements regarding this information is best? Performance Strickland Thatherton Mega-Low Amerigas Dimension Quality (W=0.5) 4 4 2 4 Cost (W=0.4) 4 3 5 3 Speed (W=0.1) 2 2 4 5
Selecting Vendor-2
Paint Time 25% 5 days 4 days 8 days 5 days Less than 1 week
References Paint Quality 20% 15% Positive 20 year Strongly Lifetime positive Positive 25 year Strongly 20 year positive No negative 15 year references out guarantee of three
Case-2
Parameters of evaluation are as follows: experience, financial stability, quality performance, manpower resources, equipment resources,
Current workload.