workshop project risk management (29 june 2012)
DESCRIPTION
Workshop conducted 29 June 2012 in BrisbaneTRANSCRIPT
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Bronwyn Friday – Group Manager, Risk
Project Risk Management Tools
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Introduction
› Bronwyn Friday› Group Manager, Risk
› John Holland Group Pty. Ltd
˃ Education˃ Bachelor Degree – Construction
Management (Building)
˃ RMIT 1994
˃ Master of Business Administration
˃ Deakin 2008
˃ Certified Practising Risk Manager
˃ RMIA 2008
˃ Risk Experience˃ Group Manager, Risk
˃ John Holland 2009 to now
˃ Global Risk Manager
˃ Foster’s 2006 to 2009
˃ Corporate Risk Manager
˃ Powercor / Citipower 2004 to 2006
˃ Risk Consultant
˃ Marsh 2001 to 2004
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› Who we are
› 8,000+ people on 80+ projects
› Revenue
› $3.7 billion
› New business (2011)
› Total new work won during the year $4.8 billion
› Work in Hand per business stream
› Infrastructure $3.3 billion (up 21%)› Energy & Resources $1.6 billion (up 102%)› Transport Services $2.8 billion (up 55%)
John Holland - Highlights
Record work in hand
$7.7bn
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Group Introduction
› A chance to meet each other
› Three simple questions
› Your name & company
› Your experience with Project Risk Management› e.g. none, some, heaps
› Where are you involved in the Project Lifecycle› Financier, Owner, Consultant or Delivery of project
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Overview of Project Risk Management
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Best Practice
› Best Practices in Managing Risk› International Standard 31000:2009
› Best Practices in Project Management
› PMBOK
› PRINCE2
› Best Practices in Project Risk Management› Practice Standard for Project Risk
Management [PMBOK]› M_o_R® (Management of Risk) [Prince2]› P3O [Prince2] - effective portfolio, programme and
project management.
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Project Lifecycle
Time
Concept Feasibility Tender Delivery Final
Handover
›What part of the Lifecycle are you involved in?
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Risk Information vs. Influencing
Time
High
Low
Infl
ue
nci
ng
Sca
le
Ris
k I
nfo
rma
tio
n
0%
100%
Likely Risk
Management process
Concept Feasibility Tender Delivery Final
Handover
Influence Curve
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Construction Industry Report
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Results
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Risk Appetite & Tolerance
› Key to all Risk Management processes is knowing your project / organisation’s:
› Risk Appetite
› Risk Tolerance
› Definitions› Risk Universe / Profile
› All the risks that the project might face
› Risk Tolerance
› If push comes to shove, the project / organisation might just be able to put up with
› Risk Appetite› Those risks that the project / organisation actively wish to engage with.
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Risk Appetite & Tolerance (by IRM*)
* The Institute of Risk Management (UK)
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Risk Appetite & Tolerance (by IRM*)
* The Institute of Risk Management (UK)
Risk AppetiteThose risks that the project / organisation actively wish to engage with.
Risk ToleranceIf push comes to shove, the project / organisation might just be able to put up with
Risk Universe / ProfileAll the risks that the project might face
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Risk Financing Strategies
Diagram by Aon Risk Solution
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Overall Project Risk Management Process
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Project Price = Estimated Cost* + R&O Allowance** + Mgmt Contingency
Eg. Monte Carlo Simulation
Identification of Risks /
Opportunities
Probability of Outcomes
Cost Point or Range
of OutcomesCost
Range (Modelling)
R&O Provision**
R&O Allowance
Quantitative Assessment
Inherent Risk Cost
Cost Point (Deterministic)
or
Scope Growth Cost
Project Risk & Opportunity Process
EstimateCost*
Inherent Risk
• Quantities• Rates
• Direct• Indirect• Margin
PlanningInherent
Risk
• Days
Date Range
(Modelling)
PlanningMgmt Plans
MethodsDesign
Analysis & Evaluation
Mitigation / Maximisation
Strategies
Qualitative Assessment
Original (BAU) Rating Residual RatingR&O Register
• Risk / Opportunity• Owner• Controls (BAU)
Identification Analysis & Evaluation
Identification of required provision
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Risk Contingency
›What quantitative risk assessments can be used for:› Valuation of Risk within your project
› Linked to TIME and COST
› The assessment process may look at:› Uncertainty of estimate and program
› Design Development Scope Growth
› Discrete Risk Events
› Should include both Threats and Opportunities
› Aims to support effective decision making
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Contingency vs. Management Reserves
› Is different across the phases and stakeholders of the project:
* Broadleaf Capital International Pty Ltd
› E.g. - Client
› Project Contingency is part of the budget
› Based on known unknowns
› Management Reserve keep separate from the project
› Based on unknown unknowns
› E.g. - Constructors
› Risk & Opportunity Allowance / Contingency is part of the tendered price
› Based on known unknown
› Management Contingency is also part of the tendered price but may be kept away from the project budget
› Based on unknown unknowns
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Project Risk Management Tools
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Project Risk Management Tools
›What are the tools that you:
› Use?
› Know of?
› Want to know more about?
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Many Types of Risk Assessment Tools
› Being reviewed
› Qualitative Risk Tools› Project Risk Register
› CHAIR
› Bow Tie analysis
› Quantitative Risk Tools› Deterministic Risk Analysis
› 3 Point Estimate Risk Analysis
› Probabilistic Analysis
› Time
› Cost
› Time and Cost
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Other Risk Management Tools
›Not being reviewed
› Multi Criteria Decision Analysis
› HAZID or PHA
› RAMBO
› HAZAN, HIRAC, WRAC, etc
› HAZOP, CHAZOP
› HACCP
› FMECA
› SIL Analysis and Determination
› Hazardous Area Classification
› Fault Tree Analysis
› Event Tree Analysis
› Probit Analysis
› Release Modelling
* Tools outlined by SKM
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Project Risk Register
›Data collection and reporting ability› Form or data base
› Should suit the needs of project / organisation
› Ability to access data to conduct analysis
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Identification methods
Resources HighLow
Level ofDetail
High
LowOne
person review
Checklist
Brainstorming Workshop
Guided Word Workshop
Example of Identification processes
› Matching the identification process with the analysis tool being used.
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› Process of collecting risks from a group of people› Post It notes
› Verbal
› Objectives› Identification of a range of risks that could affect the objectives of the project
› Positive› Allows wide range of risks to be collected
› Involves a whole range people
› Ability to narrow down the number of risk by grouping them
› Negative› Require medium level of resource (people and time)
› Better when run by a facilitator
› Where these tools should be used› Start of the risk assessment process
› When guided words are not being used
Brainstorming
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› Very structured process of collecting risks from a group of people
› Set list of words that have been developed to match the assessment requirements
› Process risks
› Safety risks
Guided Words
› Objectives› Structured identification of all risks that could affect the objectives
of the project
› Positive› Very detailed
› Drives safety into the design
› Negative› Resource rich (people and time)
› Experience facilitator is needed
› Where these tools could be used.› Start of the risk assessment process
› High risk environment
› Ability to affect design development
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Qualitative Risk Tools
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Qualitative Rating Matrix
› A subjective priority rating tool.› Ability to rate all types of consequences against each other
› Matrix must be developed to match the scope of project / organisation
› Should used with:
› Consequence table
› Likelihood table
› Action table per rating
› Opinion based not data driven
› Can be used across the whole project lifecycleL
ikel
iho
od
rat
ing
Almost Certain
D C B A A
Likely D D C B A
Possible E D C C B
Unlikely E E D C B
Rare E E D D C
1 2 3 4 5
Consequence rating
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John Holland Rating MatricesCorporate Matrix
Lik
elih
oo
d ra
ting
Almost Certain
E D C B B A A
Likely E E D C B A A
Possible F E D D C B A
Unlikely F F E D C B B
Rare F F E E D C B
1 2 3 4 5 6 7
Consequence rating
Project Matrix
Lik
elih
oo
d r
atin
g
Almost Certain
pD pC pB pA pA
Likely pD pD pC pB pA
Possible pE pD pC pC pB
Unlikely pE pE pD pC pB
Rare pE pE pD pD pC
1 2 3 4 5
Consequence rating
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›Construction Hazard Assessment Implication Review› Can be used in “Safety in Design”
› Guideword based
› Staged approach
› Concept design
› Detailed design construction
› Detailed design maintenance / repair
› Positive› Very detailed
› Drives safety into the design
› Negative› Resource rich (people and time)
› Experience facilitator is needed
CHAIR
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Bow Tie Analysis
›Qualitative – Causes and Impact per incident›Quantitative – Fault and Event Tree analysis› Objectives
› Ability to find controls that can reduce both the likelihood of event occurring and reduction in the impact when the event does occur.
› Positive› Gain a full understanding of controls
needed to manage a risk event
› Negative› Very resource rich for assessment of all
risks but can be focused on key risks
› Where these tools could be used.› On key risk items
› High risk environment
* Diagram from SKM
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Quantitative Risk Tools
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Quantitative Risk Management Tools
› Data driven assessment tools› Resulting in dollars or days (or both)
› Looking at:
› Deterministic cost
› 3 point estimate cost
› Probabilistic
> Cost
> Time
> Cost & Time
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Cost Risk Analysis - Deterministic
›Cost “point” for each line item – both risk & opportunity› Results in one $ value
› Objectives› Get a specific value for Risk
value
› Positive› Very easy to enter data
› One number to look at
› Negative› No information on worst or best
results
› No information of likelihood of any outcome
› Where these tools chould be used.
› Selection of the Risk Contingency value
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Cost Risk Analysis – 3 Point Range
› The cost point has three point estimate› Best case, Most Likely, Worst Case
› Results in Nine Square matrix
› Objectives› Give more information about worst and
best outcomes
› Positive› Easy to enter data
› Negative› No information of likelihood of any
outcome
› Users focus on the middle box result
› Extra time is needed to enter data
› Where these tools should be used.› Review of estimate uncertainty
› Review of any design development scope growth
› Selection of the Risk Contingency value
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Cost Risk Analysis – Probabilistic› Each cost point now has a cost range and distribution profile
› Results are a range of outcome with their likelihood of occurring› Objectives
› Ability to show the expected uncertainty around the possible outcome
› Positive› Can give the user most confidence about
the selected value
› Negative› Needs experienced user to run and
assess the model
› Assumptions can be lost within the “black box”
› Results can confuse management
› Where these tools could be used.› Review of estimate uncertainty
› Review of any design development scope growth
› Selection of the Risk Contingency value
* Diagram from SKM
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Scheduling Risk Analysis› Probabilistic date range analysis is conducted on
› Date range of the program (Uncertainty)
› Discrete Risk Event throughout the program
› The expected delivery dates have the likelihood of occurring
› Objectives› Likelihood of delivery dates
› Positive› Can give the user most confidence about the
selected delivery date
› Negative› Need robust base program
› Needs experienced user to run and assess the model
› Assumptions can be lost within the “black box”
› Results can confuse management
› Where these tools could be used.› Determine delivery date
› Important when there is tight timeline, large penalties or high overheads
* Diagram from SKM
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Scheduling & Cost Risk Analysis
› Cost are linked to the “Work Breakdown” of the program
› Probabilistic analysis of both time and costs together› Objectives
› To gain understanding of Cost and Time risk profile across the project lifecycle
› Positive› Ability to see the critical time and cost sections of the projects, with regards to uncertainty and risk
events
› Negative› Needs estimate to be fully based on program work breakdown structure
› Need robust base programme
› Needs experienced user to run and assess the model
› Needs systems that allows changes to schedule and risk information to be able to up-date each other
› Assumptions can be lost within the “black box”
› Results can confuse management
› Where these tools could be used.› Projects that are complex and / or tight timeframes
› Projects that need to get back on track and management need to know where to focus extra resources
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Selecting the tools
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How to select tools
› There is no “Right” answer› Questions to ask:
› What is your company’s policies regarding risk management?
› What does your client require?
› What is the project delivering?
› How is the project planning to be delivered?
› What decisions need to be made from this information?
› Time available to conduct the risk assessment process?› Concept may have a year in development
› Tender may have two months
› Resources available to conduct the assessment?
› Management ability to use the assessment results?
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Review and Reporting
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› What information needs to be reported?
› What decisions are going to be made on the information?
› What risk data can be collected?
› Are there Key Risk Indicators to be reported against?
› How to make the information:
› Understandable› Interesting› Able to influence decision and change behaviour
Reporting Requirements
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Communicating Uncertainty
› A way of giving management a sense of “uncertainty” of the what can happen in the future
› Graph used by Bank of England to show expected economic outcomes
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Example Manual Risk Dashboard
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Dashboard – Page 2.
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Use of Risk Management System
* Example of Leighton Contractor’s Risk Management system
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LinkedIn - Networking
›Recommending staying in touch› LinkedIn – building networks
› There is Project Risk Management Groups