The Case of Unidentified Risk

Situation Analysis - The Jackson Plant an older, established unit in the Rose Co. has not operated satisfactorily for several years. The Board of

1) Whether the risks that Adair faced were inherent in the activity of rock climbing?

The project manager is under budget but behind schedule. He/She should spend some of their savings getting more resources to put them back on schedule.

The Plant Managers are listed as the Business Units. Those individuals are Rylee and Tyler. They have a high level of power but have lower interest in the project than the previous

2. Architect paid $250K and has completed an unknown, but small amount of renovation work so far. He has not invested anywhere near $150K into renovations

This project is budgeted in fund 404. Therefore, there is no contingency. I will do the budget amendment for this project. Is this project completed? Is this project should go back to the commissioners for an approval for the increased amount? Please let me know of the budget amendment amount for the

The stakeholders have also have also decided on a $200,000 budget. This is a realistic goal; however there are some risks involved in the process. One risk that may be incurred is that one or more personnel may leave the project for one reason or another. There shall be a “pool” of qualified contract project professionals, on stand-by, just in case this happens. Another risk that may possibly happen is the lack of resources. There will be a process put in place to contact appropriate personnel should resources, such as, equipment, monies, personnel, etc. run short.

The issue of risk scenario carries immense importance for most of the hospitals that are part of the healthcare setting. However, there is not only one scenario that can affect the hospitals but

*This was a build/design project. The idea of making design decisions after construction was underway is an recipe for catastrophe in a project of this magnitude. The city's insistence that this be held to a tight schedule yet allowing multiple design changes was unfortunate. There were too many players, lots of pressure, and the whole project was run by committee with differing agendas. The project administrators had to balance administrative, political, and social imperatives.

Due to this realization, the next thing he did was to talk to the plant’s accountants to determine how the company can make money. The company will have money if the net profit increased along with the return on

This is beyond the company cost limit set of $16 million capital and $2.6 million yearly payment for improvement. The company is committed to keep the plant but at the basis on the cost limit set.

‘’Cost performance on project s often poor, what are the possible causes of this and how can it be improved?’’

The solution of the second problem that Deere & John is facing about market access strategy may not work smoothly as its excesses capacity because Scott was given for 24 months to run the entire facility fully operational. Also this will be very difficult for Scott and his company because the time frame that was given is short so that

As a result the schedule was described as “loose”, and when the funding was finally allocated there was nothing published regarding the completion date and the public opening dates in these early stages of the project.

ABI is using a top-down process in this project, meaning that determination of the final budget comes almost strictly from a compilation of experiences and judgments of the top and mid-level managers in the company. The higher-level managers break down costs into major categories, pass down their cost estimates to the next lowest level, lower-level managers break the major categories down into subcategories and so on until the estimation process reaches the lowest level of the company. By the end, each level knows the specific amount of money that it is allotted to complete the project tasks required at that level. Because the project is so extensive in price and risk, it would have been smarter for them use a bottom-up process which would have involved the employees who would actually be part of the work team so that management could get a more accurate estimate of the time and money that would be required to complete the project.