Parsons Project Planning Case Study

1365 Words 6 Pages
At Parsons, project risk is typically determined as a measure of possible obstacles to reaching overall project objectives within established cost, schedule, and technical constraints. A comprehensive risk analysis should be implemented for any project and is required as part of an executive proposal review (EPR). The proposal risk evaluation starts by classifying all risks that might affect the project. A standard risk checklist helps this process and addresses the most common risks. Project risk management is the process of planning for, identifying, analyzing, responding to, and monitoring project risk to minimize the probability and consequences of events that could be adverse to project objectives. Well-accomplished risk management processes …show more content…
Technical leaders on the project team also prepare essential support and input to the risk assessment. Risk mitigation strategies are most effective when they are developed by those responsible for their implementation. All project supervisory personnel should actively participate in developing mitigation plans.

Most Parsons projects face a near constant barrage of risks, many of them could harmfully impact the outcome of a project. and it is hard to identify, prioritize, and manage these risks, the project manager performance can be compromised. Therefore, an awareness of, and ability to identify, project risks is a primary activity at all stages of a project.
Parsons project manager and project control manager should make sure that the project staff is directed at maximizing opportunities and minimize hazards throughout the project. The risk management approach is central to all project management activities, including the following:
• Planning the project.
• Organizing and structuring the work.
• Developing management systems.
• Creating project procedures.
• Allocating
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Each risk is assigned a single value associated with the potential impact if the risk event occurs. This value should represent a reasonably pessimistic scenario, but not necessarily the worst case scenario. Each risk is also assigned a single probability value. The product of the impact and the probability is the value assigned to the risk.
For example:
A project manager estimates that the cost of a critical piece of equipment may overrun budget by $1 million. The probability of the overrun is estimated to be 1 in 10, or 10%. The value assigned to the risk is $1,000,000 x 10% = $100,000.
Many project risks have many possible outcomes, each with a different consequence or probability. If the simplified single expected value approach is not enough, it can be expanded by dividing a risk into multiple gradations, as shown in the following example.
A project manager estimates a 10% probability that a piece of equipment will be $1 million over budget, but also a 30% probability that the equipment will have a smaller overrun of $500,000. (Total probability of an overrun is 40%.) The value assigned to the risk is ($1,000,000 x 10%) + ($500,000 x 30%) =

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