eBook Project Risk Management Handbook

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P

ROJECT

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ANAGEMENT

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ANDBOOK

First Edition

Revision 0

June 26, 2003

Office of Project Management Process Improvement

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Office of

Office of Project Management Process ImprovementProject Management Process Improvement 1120 N Street, Mail Station 28

1120 N Street, Mail Station 28 Sacramento, CA95814

Sacramento, CA95814

www.dot.ca.gov/hq/projmgmt www.dot.ca.gov/hq/projmgmt

Project Risk Management Handbook Project Risk Management Handbook June 26, 2003

June 26, 2003 Rev 0

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Project Risk Management

Project Risk Management HandbookHandbook iiiiii

Preface

This handbook provides an overview of risk management at the California This handbook provides an overview of risk management at the California Department of

Department of Transportation (Department).Transportation (Department). This version is effective as of July 1, 2003. This version is effective as of July 1, 2003.

The project team thanks all individuals within the regions, districts and The project team thanks all individuals within the regions, districts and headquarters for their support and contributions to

headquarters for their support and contributions to the production of thethe production of the Project Risk Management Handbook

Project Risk Management Handbook..

Purpose

Purpose This document describes the basic concepts and processes that guide riskThis document describes the basic concepts and processes that guide risk management planning and implementation during

management planning and implementation during project development.project development.

Audience

Audience Department project managers, functional managers, and staff engaged inDepartment project managers, functional managers, and staff engaged in the delivery of capital projects.

the delivery of capital projects.

Background

Background The purpose of this handbook is The purpose of this handbook is to make the present policy/subject matterto make the present policy/subject matter more useful and easier to understand.

more useful and easier to understand.

Revisions

Revisions Revision 0 represents the original version of the Revision 0 represents the original version of the 11ststedition.edition.

Conventions

Conventions Titles of books and other documents appear inTitles of books and other documents appear initalicsitalics.. Web site URLs appear in

Web site URLs appear inbold italicsbold italics..

Like this example.

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Project Risk Management HandbookHandbook vv

C

ON TEN T S

P

Prefacereface ... iiiiii

Purpose...iii Purpose...iii Audience...iii Audience...iii Background...iii Background...iii Revisions Revisions ... iiiiii Conventions...iii

Conventions...iii

Figures Figures ... viivii Overview ...1

Overview ...1

Why Why Risk Risk ManagemenManagement?t? ... 22 Definition Definition ... 22 Objective... Objective... 22 Process Overview...3 Process Overview...3 Flow Flow... 44 Tasks

Tasks and and Outputs...Outputs... 55 Key

Key ResponsibilResponsibilitiesities ... 66 Process

Process StepsSteps ... 77 Risk

Risk ManagemenManagement t PlanningPlanning ... 88 Risk

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C o n t e n t s C o n t e n t s

Qualitative

Qualitative Risk Risk AnalysisAnalysis ... 1010

Quantitative Risk Analysis...11

When to Use Quantitative Analysis...11

Risk Response Planning...12

Risk Risk MonitorinMonitoring g and and ControlControl ...1313 Appendices...15

Appendices...15

Appendix A: Sample Risk List...16

Technical Risks...16

External External RisksRisks ...1717 Environmental Risks...17

Environmental Risks...17

Organizational Risks...18

Project Project ManagemeManagement nt RisksRisks ...1818 Right of Way Risks...19

Right of Way Risks...19

Constructio Construction n RisksRisks ... 1919 Regulatory Risks...19

Regulatory Risks...19

Appendix B: Sample Risk Management Plan Spreadsheet...20

Appendix Appendix C: C: Risk Risk ProbabilProbability ity RankingRanking ...23.23 Appendix Appendix D: D: ReferencesReferences ... 2525 Glossary Glossary ...27....27 Acronyms...29 Acronyms...29 Index ...31 Index ...31

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C o n t e n t s C o n t e n t s

Project Risk Management HandbookHandbook viivii

Figures

Figure

Figure 1. 1. Risk Risk management management process process flowcharflowchart...t... 44 Figure

Figure 2. 2. Risk Risk management management plan plan spreadsheet spreadsheet samplesample ... 2121 Figure

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Project Risk Management HandbookHandbook 11

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This chapter defines: This chapter defines:



 Project risk and risk Project risk and risk managementmanagement 

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W h y

W h y R i s k R i s k M a n a g e m e n t ? M a n a g e m e n t ? O v e r v i e wO v e r v i e w

Why Risk Management?

The Capital Project Risk Management Process, described in this handbook, The Capital Project Risk Management Process, described in this handbook, is intended to result in

is intended to result in the effective management of project risks andthe effective management of project risks and opportunities. The project manager, project sponsor, and

opportunities. The project manager, project sponsor, and project teamproject team members jointly develop a written plan that enables them to identify, members jointly develop a written plan that enables them to identify, assess, quantify, prepare a response to,

assess, quantify, prepare a response to, monitor, and control capital projectmonitor, and control capital project risks.

risks.

Definition

Definition Project risk Project riskis an uncertain event or condition that, if it occurs, has ais an uncertain event or condition that, if it occurs, has a positive or a negative effect on a

positive or a negative effect on a project objective. A risk has a cause project objective. A risk has a cause and, if and, if it occurs, a consequence.

it occurs, a consequence.11 Risk management

Risk management is the systematic process of is the systematic process of planning for, identifying,planning for, identifying, analyzing, responding to, and monitoring project risk. It involves analyzing, responding to, and monitoring project risk. It involves processes, tools, and techniques that will

processes, tools, and techniques that will help the project managerhelp the project manager maximize the probability and consequences of positive events and maximize the probability and consequences of positive events and

minimize the probability and consequences of adverse events. Project risk minimize the probability and consequences of adverse events. Project risk management is most effective when first performed early in the life

management is most effective when first performed early in the life of theof the project and is a

project and is a continuing responsibility throughoucontinuing responsibility throughout the project.t the project.

Objective

Objective The project risk management process helps project sponsors and projectThe project risk management process helps project sponsors and project teams to make informed decisions

teams to make informed decisions regarding project alternatives. Riskregarding project alternatives. Risk management encourage

management encourages the s the project team to take appropriate measures toproject team to take appropriate measures to minimize:

minimize:



 Adverse impacts to project scope, cost, and scheduleAdverse impacts to project scope, cost, and schedule 

 Management by crisisManagement by crisis

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This chapter describes process tasks, their outputs, and key responsibilities This chapter describes process tasks, their outputs, and key responsibilities of project participants.

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F l o w

F l o w P r o c e s s P r o c e s s O v e r v i e wO v e r v i e w

Flow

The project team completes the risk management plan before the project The project team completes the risk management plan before the project initiation document (PID) component ends. The team updates the plan in initiation document (PID) component ends. The team updates the plan in each subsequent lifecycle component and continues to monitor and each subsequent lifecycle component and continues to monitor and control risks throughout the life of the project.

control risks throughout the life of the project.

What type of What type of environmental document environmental document

is expected? is expected?

STEP 1: Risk Management Planning STEP 1: Risk Management Planning

The PDT members assign project

The PDT members assign project team membersteam members to create a project risk management plan. to create a project risk management plan.

STEP 2: Risk

STEP 2: Risk IdentificationIdentification

The assigned project team members identify risks The assigned project team members identify risks

and create a project risk list through and create a project risk list through brainstorming, interviews, and sample risk lists. brainstorming, interviews, and sample risk lists.

STEP 3: Qualitative Risk Analysis STEP 3: Qualitative Risk Analysis

The assigned project team members assess the The assigned project team members assess the importance of the identified risks and probability importance of the identified risks and probability

of occurrence. of occurrence.

STEP 4: Quantitative Risk Analysis STEP 4: Quantitative Risk Analysis

The Value Analysis team, assisted by an expert, The Value Analysis team, assisted by an expert, develops statistical data on the probability and develops statistical data on the probability and

impact of major risks. impact of major risks.

STEP 5: Risk Response Plan STEP 5: Risk Response Plan

For each identified risk, the PDT decides whether to For each identified risk, the PDT decides whether to avoid the risk, mitigate the risk, or accept the risk. avoid the risk, mitigate the risk, or accept the risk.

STEP 6: Risk Monitoring and Control STEP 6: Risk Monitoring and Control

Risk monitoring and control is an ongoing process Risk monitoring and control is an ongoing process for the life of the project. Assigned team members for the life of the project. Assigned team members monitor the risks as the project matures, new risks monitor the risks as the project matures, new risks

develop, or anticipated risks di

develop, or anticipated risks di sappear.sappear.

Risk management plan is optional Risk management plan is optional

Project has Project has only a only a Categorical Categorical Exemption or Exemption or Categorical Categorical Exclusion Exclusion Project has environmental

Project has environmental document (ND, FONSI, EIS, or EIR) document (ND, FONSI, EIS, or EIR)

Is Value Analysis Is Value Analysis required for the required for the

project? project? Yes Yes No No Figure 1.

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P r o c e s s

P r o c e s s O v e r v i e w O v e r v i e w T a s k s T a s k s a n d a n d O u t p u t sO u t p u t s

Tasks and Outputs

This matrix shows the two main process tasks,

This matrix shows the two main process tasks, the four subtasks, and all of the four subtasks, and all of the deliverables associated with project risk

the deliverables associated with project risk management.management.

Process

Process Tasks Tasks Task Task Outputs Outputs (deliverables)(deliverables) Risk

Risk management management planning planning Risk Risk management management planplan Risk

Risk identification identification Project Project risk risk list list Qualitative

Qualitative risk risk analysis analysis Prioritized Prioritized list list of of risks risks classified classified as as high, high, moderate,moderate, or low.

or low. Quantitative risk analysis

Quantitative risk analysis (Only if the project (Only if the project includes Value Analysis) includes Value Analysis)

An analysis of the project’s

An analysis of the project’s likelihood of achievinglikelihood of achieving its cost and time objectives

its cost and time objectives Risk

Risk response response planning planning Risk Risk response response plan, plan, including including one one or or more more of of thethe following: residual risks, secondary risks, change following: residual risks, secondary risks, change control, contingency reserve (amounts of time or control, contingency reserve (amounts of time or budget needed), and inputs to a revised project budget needed), and inputs to a revised project plan

plan Risk

Risk monitoring monitoring and and control control Workaround Workaround plans, plans, corrective corrective actions, actions, project project change requests (PCR), and updates to t change requests (PCR), and updates to t he riskhe risk response plan and to risk identification checklists response plan and to risk identification checklists for future projects

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K e y

K e y R e s p o n s i b i l i t i e s R e s p o n s i b i l i t i e s P r o c e s s P r o c e s s O v e r v i e wO v e r v i e w

Key Responsibilities

This matrix shows the six process

This matrix shows the six process tasks and the responsibilities of thetasks and the responsibilities of the project manager and stakeholders.

project manager and stakeholders.

Role Role Process Tasks Process Tasks Sponsor District Sponsor District Division Chief Division Chief for Program for Program and Project and Project Management Management Project Project Manager Manager Assistant Assistant Project Project Manager/ Manager/ Project Project Management Management Support Unit Support Unit Functional Functional Manager Manager Task Task Manager Manager Risk management Risk management planning planning S S S S R R S S S S SS Risk

Risk identification identification S S S S A A S S R R RR

Qualitative risk Qualitative risk analysis analysis R S R S S S SS Quantitative risk Quantitative risk analysis (Performed analysis (Performed only as part of Value only as part of Value Analysis) Analysis) A S A S R R RR Risk response Risk response planning planning S S S S R, R, A A SS

Risk monitoring and Risk monitoring and control control R R R R R, R, A A S S R R RR Legend: Legend:   R = responsibleR = responsible   S = supportS = support   A = approveA = approve

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T EP S

This chapter identifies and explains the six tasks

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R i s k

R i s k M a n a g e m e n t M a n a g e m e n t P l a n n i n g P l a n n i n g P r o c e s s P r o c e s s S t e p sS t e p s

Risk Management Planning

Before starting project Before starting project studies, the project

studies, the project manager establishes a manager establishes a PDT in accordance with PDT in accordance with Department policy. For Department policy. For

details, see the “PDT details, see the “PDT Formation” sub-section of Formation” sub-section of

the

theProject DevelopmentProject Development Procedures Manual Procedures Manual..

As part of

As part of workplan development, project development team (PDT)workplan development, project development team (PDT) members assign project team

members assign project team members to create a project risk managmembers to create a project risk managementement plan.

plan.

At this point, the assigned

At this point, the assigned project team members begin to create the riskproject team members begin to create the risk management plan. The risk management plan identifies and establishes in management plan. The risk management plan identifies and establishes in the project plan the activities of risk

the project plan the activities of risk management for the project.management for the project. If the project will undergo a

If the project will undergo a value analysis (VA), the VA team assists value analysis (VA), the VA team assists inin preparing the risk management plan. If the risk management plan is preparing the risk management plan. If the risk management plan is prepared with a VA study, the

prepared with a VA study, the risk management plan is included in the VArisk management plan is included in the VA study report.

study report.

To prepare the risk management plan, the assigned project team members To prepare the risk management plan, the assigned project team members use a spreadsheet that shows the

use a spreadsheet that shows the risks and responses in an risks and responses in an abbreviatedabbreviated form. For a sample of

form. For a sample of what this spreadsheet might contain, see “what this spreadsheet might contain, see “AppendixAppendix B: Sample Risk Management Plan Spreadsheet

B: Sample Risk Management Plan Spreadsheet” on page” on page 20.20. An electronicAn electronic version of the sample spreadsheet is available on

version of the sample spreadsheet is available on the project managementthe project management guidance Web site at

guidance Web site at

http://www.dot.ca.gov/hq/projmgmt/guidance.htm http://www.dot.ca.gov/hq/projmgmt/guidance.htm

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P r o c e s s

P r o c e s s S t e p s S t e p s R i s k R i s k I d e n t i f i c a t i o nI d e n t i f i c a t i o n

Risk Identification

Risk identification involves identifying potential project risks and Risk identification involves identifying potential project risks and documenting their characteristics. Risk identification results in a documenting their characteristics. Risk identification results in a deliverable — the project risk list.

deliverable — the project risk list.

The assigned team members identify the

The assigned team members identify the potential risks and potential risks and opportunities,opportunities, using:

using:



 The sample risk list provided on The sample risk list provided on pagepage 1616 

 Their own knowledge of the projectTheir own knowledge of the project



 Consultation with others who have significant knowledge of theConsultation with others who have significant knowledge of the

project or its

project or its environmentenvironment

Techniques for Techniques for identifying risks and identifying risks and opportunities are taught in opportunities are taught in the Department’s Value the Department’s Value Analysis courses. Analysis courses.

The team considers: The team considers:



 Risks — what might go wrongRisks — what might go wrong 

 Opportunities — better methods of achieving the Opportunities — better methods of achieving the project’s purposeproject’s purpose

and need and need



 Triggers — symptoms and warning signs that indicate whether eachTriggers — symptoms and warning signs that indicate whether each

risk is likely to occur risk is likely to occur

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Q u a l i t a t i v e

Q u a l i t a t i v e R i s k R i s k A n a l y s i s A n a l y s i s P r o c e s s P r o c e s s S t e p sS t e p s

Qualitative Risk Analysis

Qualitative risk analysis assesses the importance of the identified risks Qualitative risk analysis assesses the importance of the identified risks andand develops prioritized lists of these risks for

develops prioritized lists of these risks for further analysis or directfurther analysis or direct mitigation. The team assesses each identified risk for its

mitigation. The team assesses each identified risk for its probability of probability of occurring and its impact on project objectives. Sometimes experts or occurring and its impact on project objectives. Sometimes experts or functional units assess the risks in

functional units assess the risks in their respective fields and share thesetheir respective fields and share these assessments with the team.

assessments with the team.

Team members sort the identified risks into high, moderate, and low Team members sort the identified risks into high, moderate, and low riskrisk categories for each project objective (time, cost, scope). They rank

categories for each project objective (time, cost, scope). They rank risks byrisks by degrees of probability and impact, and include their assessment rationale. degrees of probability and impact, and include their assessment rationale. For more information and a sample, see “

For more information and a sample, see “Appendix C: Risk Appendix C: Risk ProbabilityProbability Ranking”

Ranking” on pageon page 23.23.

Team members revisit qualitative risk analysis

Team members revisit qualitative risk analysis during the project’s lifecycle.during the project’s lifecycle. When the team repeats qualitative analysis for individual risks, trends may When the team repeats qualitative analysis for individual risks, trends may emerge in the results. These trends can

emerge in the results. These trends can indicate the need for more or lessindicate the need for more or less risk management action on particular risks, or whether a risk

risk management action on particular risks, or whether a risk mitigationmitigation plan is working.

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P r o c e s s

P r o c e s s S t e p s S t e p s Q u a n t i t a t i v e Q u a n t i t a t i v e R i s k R i s k A n a l y s i sA n a l y s i s

Quantitative Risk Analysis

Quantitativ

Quantitative risk analysis is e risk analysis is a way of a way of numerically estimating thenumerically estimating the probability that a project will meet its cost

probability that a project will meet its cost and time objectives.and time objectives. Quantitativ

Quantitative analysis is e analysis is based on a simultaneous evaluation of the impactbased on a simultaneous evaluation of the impact of all identified and quantified risks. The

of all identified and quantified risks. The result is a probability distributionresult is a probability distribution of the project’s cost and completion date based on

of the project’s cost and completion date based on the risks in the project.the risks in the project. Quantitativ

Quantitative risk e risk analysis involves statistical techniques that analysis involves statistical techniques that are mostare most easily used with specialized software. The Department has specialists easily used with specialized software. The Department has specialists trained in these techniques and equipped with the necessary

trained in these techniques and equipped with the necessary software. Asoftware. A specialist is assigned to assist

specialist is assigned to assist each value analysis team. The team provideseach value analysis team. The team provides the specialist with the data needed to

the specialist with the data needed to perform the analysis.perform the analysis.

When to Use When to Use Quantitative Quantitative Analysis Analysis

The Department does not require quantitative analysis

The Department does not require quantitative analysis for projects;for projects; however, it strongly recommends that projects requiring VA, or those however, it strongly recommends that projects requiring VA, or those projects with an extremely high risk identified from the qualitative projects with an extremely high risk identified from the qualitative analysis, undergo quantitative risk analysis.

analysis, undergo quantitative risk analysis.

Deputy District Directors for Project and Program Management are Deputy District Directors for Project and Program Management are responsible for identifying which of their projects will undergo VA

responsible for identifying which of their projects will undergo VA duringduring the following fiscal year, and

the following fiscal year, and for submitting a list of these projects to for submitting a list of these projects to thethe District VA Coordinator. Project managers must arrange for appropriate District VA Coordinator. Project managers must arrange for appropriate resources through the functional mangers, consultants, and design

resources through the functional mangers, consultants, and design centers,centers, and must include VA in the project schedules.

and must include VA in the project schedules. For more information about implement

For more information about implementing VA, see the ing VA, see the following Web site.following Web site. http://www.dot.ca.gov/hq/oppd/pdpm/chap_htm/chapt19/chapt19. http://www.dot.ca.gov/hq/oppd/pdpm/chap_htm/chapt19/chapt19. htm

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R i s k

R i s k R e s p o n s e R e s p o n s e P l a n n i n g P l a n n i n g P r o c e s s P r o c e s s S t e p sS t e p s

Risk Response Planning

Risk response planning focuses on

Risk response planning focuses on the high-risk items evaluated in thethe high-risk items evaluated in the qualitative and/or quantitative risk analysis. It identifies and

qualitative and/or quantitative risk analysis. It identifies and assigns partiesassigns parties to take responsibility for each risk

to take responsibility for each risk response. This process ensures that eachresponse. This process ensures that each risk requiring a response has an

risk requiring a response has an owner.owner.

The project manager and the PDT identify which strategy is

The project manager and the PDT identify which strategy is best for eachbest for each risk, and then design specific

risk, and then design specific actions to implement that strategy. Theseactions to implement that strategy. These strategies and actions include:

strategies and actions include:



 AvoidanceAvoidance. The team changes the project plan . The team changes the project plan to eliminate the riskto eliminate the risk or to protect the project objectives from its impact. The team might or to protect the project objectives from its impact. The team might achieve this by changing scope, adding

achieve this by changing scope, adding time, or adding resourcestime, or adding resources (thus relaxing the so-called “triple constraint”). These changes may (thus relaxing the so-called “triple constraint”). These changes may require a PCR.

require a PCR.



 TransferenceTransference. The team transfers the financial impact of . The team transfers the financial impact of risk byrisk by

contracting out some aspect of the work. Transference reduces the contracting out some aspect of the work. Transference reduces the risk only if the

risk only if the contractor is more capable of taking steps to contractor is more capable of taking steps to reducereduce the risk and does so.

the risk and does so.



 MitigationMitigation. The team seeks to . The team seeks to reduce the probability orreduce the probability or

consequences of a risk event to

consequences of a risk event to an acceptable threshold. Theyan acceptable threshold. They accomplish this via many different means that are specific to accomplish this via many different means that are specific to thethe project and the risk. Mitigation steps, although costly and

project and the risk. Mitigation steps, although costly and time- time-consuming, may still be preferable to going forward with

consuming, may still be preferable to going forward with thethe unmitigated risk.

unmitigated risk.



 AcceptanceAcceptance. The project manager and the project team decide to. The project manager and the project team decide to

accept certain risks. They do not

accept certain risks. They do not change the project plan to deal change the project plan to deal withwith a risk, or identify any

a risk, or identify any response strategy other than agreeing toresponse strategy other than agreeing to address the risk if and when it occurs.

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P r o c e s s

P r o c e s s S t e p s S t e p s R i s k R i s k M o n i t o r i n g M o n i t o r i n g a n d a n d C o n t r o lC o n t r o l

Risk Monitoring and Control

Residual risks are Residual risks are left over from the previous left over from the previous lifecycle component. lifecycle component. Typically, they are not Typically, they are not high risks, but could high risks, but could become so under certain become so under certain conditions.

conditions.

Risk monitoring and control keeps track of

Risk monitoring and control keeps track of the identified risks, residualthe identified risks, residual risks, and new risks. It also ensures the execution of risk response plans, risks, and new risks. It also ensures the execution of risk response plans, and evaluates their effectiveness.

and evaluates their effectiveness. Risk monitoring and contr

Risk monitoring and control continues for the life of tol continues for the life of the project. The listhe project. The list of of project risks changes as the project matures, new risks

project risks changes as the project matures, new risks develop, ordevelop, or anticipated risks disappear.

anticipated risks disappear.

Periodic project risk reviews repeat the tasks of identification, analysis, and Periodic project risk reviews repeat the tasks of identification, analysis, and response planning (see previous tasks).

response planning (see previous tasks). The project manager regularlyThe project manager regularly schedules project risk reviews, and ensures that project risk is

schedules project risk reviews, and ensures that project risk is an agendaan agenda item at all PDT meetings. Risk ratings and

item at all PDT meetings. Risk ratings and prioritization commonlprioritization commonly changey change during the project lifecycle.

during the project lifecycle.

If an unanticipated risk emerges, or a risk’s

If an unanticipated risk emerges, or a risk’s impact is greater than expected,impact is greater than expected, the planned response may not be adequate. The project manager and the the planned response may not be adequate. The project manager and the PDT must perform additional response planning to control the risk. PDT must perform additional response planning to control the risk. Risk control involves:

Risk control involves:



 Choosing alternative response strategiesChoosing alternative response strategies 

 Implementing a contingency planImplementing a contingency plan 

 Taking corrective actionsTaking corrective actions 

 Re-planning the projectRe-planning the project

The functional manager assigned to each risk reports periodically to the The functional manager assigned to each risk reports periodically to the project manager and the risk team leader on the effectiveness of

project manager and the risk team leader on the effectiveness of the plan,the plan, any unanticipated effects, and any mid-course correction that the PDT any unanticipated effects, and any mid-course correction that the PDT must take to mitigate the risk.

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A

P P EN D I CES

P P END I CES

This chapter provides the

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A p p e n d i x

A p p e n d i x A : A : S a m p l e S a m p l e R i s k R i s k L i s t L i s t A p p e n d i c e sA p p e n d i c e s

Appendix A: Sample Risk List

The task of risk

The task of risk identification produces a project risk list. The project teamidentification produces a project risk list. The project team then puts the risks into

then puts the risks into categories and assigns each risk to categories and assigns each risk to a team member.a team member. The project team members may use this sample risk checklist to

The project team members may use this sample risk checklist to develop adevelop a specific project risk list. This list is not meant to be all-inclusive; it is just a specific project risk list. This list is not meant to be all-inclusive; it is just a guide. Team members add other risks

guide. Team members add other risks areas from previous project resultsareas from previous project results and as they arise

and as they arise during the project. Such sources might include:during the project. Such sources might include:



 Final project reportsFinal project reports 

 Risk response plansRisk response plans 

 Organized lessons learnedOrganized lessons learned 

 The experience of project stakeholders or others in the organizationThe experience of project stakeholders or others in the organization 

 Published information such as commercial databases or Published information such as commercial databases or academicacademic

studies studies

Technical Risks

Technical Risks  Design incompleteDesign incomplete 

 Right of Way analysis in Right of Way analysis in errorerror 

 EnvironmentEnvironmental analysis incomplete or al analysis incomplete or in errorin error 

 Unexpected geotechnical issuesUnexpected geotechnical issues



 Change requests because of errorsChange requests because of errors 

 Inaccurate assumptionInaccurate assumptions on technical issues s on technical issues in planning stagein planning stage



 Surveys late and/or surveys in errorSurveys late and/or surveys in error 

 Materials/geoteMaterials/geotechnical/foundation in chnical/foundation in errorerror 

 Structural designs incomplete or in Structural designs incomplete or in errorerror 

 Hazardous waste site analysis incomplete or in errorHazardous waste site analysis incomplete or in error 

 Need for design exceptionsNeed for design exceptions 

 Consultant design not up Consultant design not up to Department standardsto Department standards 

 Context sensitive solutionsContext sensitive solutions 

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A p p e n d i c e s

A p p e n d i c e s A p p e n d i x A p p e n d i x A : A : S a m p l e S a m p l e R i s k R i s k L i s tL i s t

External Risks

External Risks  Landowners unwilling to sellLandowners unwilling to sell 

 Priorities change on existing programPriorities change on existing program 

 Inconsistent cost, time, scope, and quality objectivesInconsistent cost, time, scope, and quality objectives 

 Local communities pose objectionsLocal communities pose objections 

 Funding changes for fiscal yearFunding changes for fiscal year



 Political factors changePolitical factors change 

 Stakeholders request late changesStakeholders request late changes 

 New stakeholders emerge and demand new workNew stakeholders emerge and demand new work 

 Influential stakeholders request additional needs to serve their ownInfluential stakeholders request additional needs to serve their own

commercial purposes commercial purposes



 Threat of lawsuitsThreat of lawsuits 

 Stakeholders choose time and/or cost over qualityStakeholders choose time and/or cost over quality

Environmental Environmental Risks

Risks



 Permits or agency actions delayed or take longer Permits or agency actions delayed or take longer than expectedthan expected 

 New information required for permitsNew information required for permits 

 EnvironmentaEnvironmental l regulations changeregulations change 

 Water quality regulation changesWater quality regulation changes 

 Reviewing agency requires higher-level review than assumedReviewing agency requires higher-level review than assumed 

 Lack of specialized staff (biology, anthropology, archeology, etc.)Lack of specialized staff (biology, anthropology, archeology, etc.) 

 Historic site, endangered species, wetlands presentHistoric site, endangered species, wetlands present 

 EIS requiredEIS required 

 Controversy on environmental grounds expectedControversy on environmental grounds expected 

 EnvironmentaEnvironmental analysis on l analysis on new alignments is requirednew alignments is required 

 Formal NEPA/404 consultation is requiredFormal NEPA/404 consultation is required 

 Formal Section 7 consultation is requiredFormal Section 7 consultation is required 

 Section 106 issues expectedSection 106 issues expected



 Project in an area of high Project in an area of high sensitivity for paleontologysensitivity for paleontology 

 Section 4(f) resources affectedSection 4(f) resources affected



 Project in the Coastal ZoneProject in the Coastal Zone 

 Project on a Scenic HighwayProject on a Scenic Highway 

 Project near a Wild and Scenic RiverProject near a Wild and Scenic River 

(26)

A p p e n d i x

A p p e n d i x A : A : S a m p l e S a m p l e R i s k R i s k L i s t L i s t A p p e n d i c e sA p p e n d i c e s



 Project does not conform to the state implementation plan for airProject does not conform to the state implementation plan for air

quality at the program and plan level quality at the program and plan level



 Water quality issuesWater quality issues 

 Negative community impacts expectedNegative community impacts expected 

 Hazardous waste preliminary site investigation requiredHazardous waste preliminary site investigation required 

 Growth inducement issuesGrowth inducement issues 

 Cumulative impact issuesCumulative impact issues 

 Pressure to compress the environmental schedulePressure to compress the environmental schedule

Organizational Organizational Risks

Risks



 Inexperienced staff assignedInexperienced staff assigned 

 Losing critical staff at crucial point of Losing critical staff at crucial point of the projectthe project 

 Insufficient time to planInsufficient time to plan 

 Unanticipated project manger workloadUnanticipated project manger workload 

 Internal “red tape” causes delay getting approvals, decisionsInternal “red tape” causes delay getting approvals, decisions 

 Functional units not available, overloadedFunctional units not available, overloaded 

 Lack of understanding of Lack of understanding of complex internal funding procedurescomplex internal funding procedures 

 Not enough time to planNot enough time to plan 

 Priorities change on existing programPriorities change on existing program 

 New priority project inserted into New priority project inserted into programprogram 

 Inconsistent cost, time, scope and quality objectivesInconsistent cost, time, scope and quality objectives

Project Project

Management Risks Management Risks



 Project purpose and need is poorly definedProject purpose and need is poorly defined 

 Project scope definition is poor or Project scope definition is poor or incompleteincomplete 

 Project scope, schedule, objectives, cost, and deliverables are notProject scope, schedule, objectives, cost, and deliverables are not

clearly defined or understood clearly defined or understood



 No control over staff prioritiesNo control over staff priorities



 Too many projectsToo many projects 

 Consultant or contractor delaysConsultant or contractor delays 

 Estimating and/or scheduling errorsEstimating and/or scheduling errors 

 Unplanned work that must be Unplanned work that must be accommodatedaccommodated 

 CommunicatiCommunication breakdown with on breakdown with project teamproject team 

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A p p e n d i c e s

A p p e n d i c e s A p p e n d i x A p p e n d i x A : A : S a m p l e S a m p l e R i s k R i s k L i s tL i s t



 Lack of Lack of coordination/comcoordination/communicationmunication 

 Lack of upper management supportLack of upper management support 

 Change in key staffing throughout the projectChange in key staffing throughout the project 

 Inexperienced workforce/inadequate staff/resource Inexperienced workforce/inadequate staff/resource availabilityavailability 

 Local agency issuesLocal agency issues



 Public awareness/supportPublic awareness/support 

 AgreementsAgreements

Right of Way Risks

Right of Way Risks  Utility relocation may not happen in timeUtility relocation may not happen in time 

 Freeway agreementsFreeway agreements 

 Railroad involvementRailroad involvement 

 Objections to Right of Way appraisal takes more time and/or moneyObjections to Right of Way appraisal takes more time and/or money

Construction Risks

Construction Risks  Inaccurate contract time estimatesInaccurate contract time estimates 

 Permit work windowsPermit work windows 

 UtilityUtility 

 SurveysSurveys 

 Buried man-made objects/unidentified hazardous wasteBuried man-made objects/unidentified hazardous waste

Regulatory Risks

Regulatory Risks  Water quality regulations changeWater quality regulations change 

 New permits or New permits or new information requirednew information required 

(28)

A p p e n d i x

A p p e n d i x B : B : S a m p l e S a m p l e R i s k R i s k M a n a g e m e n t M a n a g e m e n t P l a n P l a n S p r e a d s h e e t S p r e a d s h e e t A p p e n d i c e sA p p e n d i c e s

Appendix B: Sample Risk Management Plan

Spreadsheet

Using the sample risk list

Using the sample risk list (Appendix A), the assigned project team members(Appendix A), the assigned project team members add their specific information to the risk

add their specific information to the risk management plan spreadsheet.management plan spreadsheet. The following illustration shows a sample Excel spreadsheet that represents The following illustration shows a sample Excel spreadsheet that represents one possibility for what a

one possibility for what a risk management plan spreadsheet mightrisk management plan spreadsheet might include.

include.

An electronic version of this sample spreadsheet is

An electronic version of this sample spreadsheet is available on the projectavailable on the project management guidance Web site at

management guidance Web site at

http://www.dot.ca.gov/hq/projmgmt/guidance.htm http://www.dot.ca.gov/hq/projmgmt/guidance.htm

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A p p e n d i c e s

A p p e n d i c e s A p p e n d i x A p p e n d i x B : B : S a m p l e S a m p l e R i s k R i s k M a n a g e m e n t M a n a g e m e n t P l a n P l a n S p r e a d s h e e tS p r e a d s h e e t

Project Risk Management Handbook

Project Risk Management Handbook 2121 Figure 2.

(30)

(31)

A p p e n d i c e s

A p p e n d i c e s A p p e n d i x A p p e n d i x C : C : R i s k R i s k P r o b a b i l i t y P r o b a b i l i t y R a n k i n gR a n k i n g

Appendix C: Risk Probability Ranking

Using established methods and tools, qualitative risk analysis assesses Using established methods and tools, qualitative risk analysis assesses thethe probability and the consequences of each identified risk to

probability and the consequences of each identified risk to determine itsdetermine its overall importance. Using these tools helps to correct biases

overall importance. Using these tools helps to correct biases that are oftenthat are often presented in a project plan. In

presented in a project plan. In particular, careful and objective definitionsparticular, careful and objective definitions of different levels of probability and impact are the keys to the credibility of of different levels of probability and impact are the keys to the credibility of the results.

the results.



 To rank risks by probability and impact:To rank risks by probability and impact:

For more information For more information about risk probability about risk probability ranking, see chapter 11 of ranking, see chapter 11 of the PMBOK.

the PMBOK.

Step 1

Step 1: Set up a : Set up a matrix to match a percentage (probability of risk) to amatrix to match a percentage (probability of risk) to a ranking number. Department project managers often use the matrix ranking number. Department project managers often use the matrix shown below, but they can

shown below, but they can set up a different matrix if it set up a different matrix if it would better suitwould better suit the project.

the project.

Risk Probability Ranking Risk Probability Ranking Ranking

Ranking Probability of Probability of Risk Risk EventEvent

5 80–99% 5 80–99% 4 60–79% 4 60–79% 3 40–59% 3 40–59% 2 20–39% 2 20–39% 1 1–19% 1 1–19% Step 2

Step 2: Set up a matrix to match the objective (time, cost, and scope) to a: Set up a matrix to match the objective (time, cost, and scope) to a defined impact. Department project managers often use the

defined impact. Department project managers often use the impactimpact numbers shown in the matrix below, but they can

numbers shown in the matrix below, but they can choose others if it wouldchoose others if it would better suit the project.

better suit the project.

Evaluating Impact of a Risk on

Evaluating Impact of a Risk on Major Project ObjectivesMajor Project Objectives Impact Impact 1 1 2 2 4 4 8 8 1616 Time Insignificant Time Insignificant schedule schedule slippage slippage Delivery plan Delivery plan milestone delay milestone delay within quarter within quarter Delivery plan Delivery plan milestone delay of milestone delay of one quarter one quarter

Delivery plan Delivery plan milestone delay of milestone delay of more than one more than one quarter quarter Delivery plan Delivery plan milestone delay milestone delay outside fiscal outside fiscal year year Cost Insignificant Cost Insignificant cost increase cost increase <5%

<5% cost cost increase increase 5–10% 5–10% cost cost increase increase 10–20% cost 10–20% cost increase increase >20% cost >20% cost increase increase O O b b j j e e c c t t i i v v e e

Scope

Scope Scope decreaseScope decrease is barely is barely noticeable noticeable Changes in Changes in project limits or project limits or features with <5% features with <5% cost increase cost increase Changes in project Changes in project limits or features limits or features with 5–10% cost with 5–10% cost increase increase

Sponsor does not Sponsor does not agree that scope agree that scope meets the purpose meets the purpose and need

and need

Scope does not Scope does not meet purpose meet purpose and need and need

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A p p e n d i x

A p p e n d i x C : C : R i s k R i s k P r o b a b i l i t y P r o b a b i l i t y R a n k i n g R a n k i n g A p p e n d i c e sA p p e n d i c e s

Step 3

Step 3: Combine the data from the two : Combine the data from the two previous steps. Each risk appears inprevious steps. Each risk appears in its own probability and impact (PxI) matrix.

its own probability and impact (PxI) matrix. The PDT uses a PxI matrix to combine each

The PDT uses a PxI matrix to combine each risk’s probability and impact.risk’s probability and impact. These matrices establish whether each risk is high,

These matrices establish whether each risk is high, moderate, or low. Themoderate, or low. The risks can then be displayed by high, moderate, and low groupings for each risks can then be displayed by high, moderate, and low groupings for each of the three objectives (time, cost, and scope).

of the three objectives (time, cost, and scope). Department projectDepartment project managers often use the PxI matrix shown below, but they

managers often use the PxI matrix shown below, but they can set up acan set up a different matrix and assign different scores if it

different matrix and assign different scores if it would better suit thewould better suit the project.

project.

Time, Cost, and Scope

Time, Cost, and Scope ObjectivesObjectives Large Aversion to High & Very High Impacts Large Aversion to High & Very High Impacts Probability Probability 5 5 5 5 10 10 20 20 40 40 8080 4 4 44 8 8 16 16 32 32 6464 3 3 3 3 6 6 12 12 24 24 4848 2 2 2 2 4 4 8 8 16 16 3232 1 1 1 1 2 2 4 4 8 8 1616 1 1 2 2 4 4 8 8 1616 Impact Impact Figure 3.

Figure 3. Sample PxI Sample PxI matrixmatrix

Some Department project managers use a

Some Department project managers use a PxI matrix based on PxI matrix based on narrativenarrative probabilities and impacts (very low, low, moderate, high, very

probabilities and impacts (very low, low, moderate, high, very high) ratherhigh) rather than numerical ones. For a sample of this type of matrix, see “

than numerical ones. For a sample of this type of matrix, see “Appendix B:Appendix B: Sample Risk Management Plan Spreadsheet

Sample Risk Management Plan Spreadsheet” on page” on page 2020.. Translate Score Translate Score to Risk Rank to Risk Rank Score Risk Score Risk 1 1 – – 6 6 LowLow 7 7 – – 14 14 ModerateModerate 15 15 – – ++ ++ HighHigh

(33)

A p p e n d i c e s

A p p e n d i c e s A p p e n d i x A p p e n d i x D : D : R e f e r e n c e sR e f e r e n c e s

Appendix D: References

For more information about risk and

For more information about risk and risk management, see:risk management, see:



 Chapter 11 of Chapter 11 of A Guide to Project A Guide to Project Management Body of KnowledgeManagement Body of Knowledge

(PMBOK® Guide), 2000 Edition (PMBOK® Guide), 2000 Edition



 Chapter 11 of theChapter 11 of theGovernment Extension to a Government Extension to a Guide to the Project Guide to the Project Management Body of Knowledge

Management Body of Knowledge, 2000 Edition, 2000 Edition



 DepartmentDepartment Guide to Capital Project Work Breakdown StructureGuide to Capital Project Work Breakdown Structure,, Release 5.1

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(35)

G

LOSS A R Y

LOS S AR Y

Contingency Contingency Reserve Reserve

The amount of money or time needed above the estimate to

The amount of money or time needed above the estimate to reduce the riskreduce the risk of overruns of project objectives to a level acceptable to

of overruns of project objectives to a level acceptable to the organization.the organization. Decision Tree

Decision Tree A diagram used to select the A diagram used to select the best course of action in uncertain situations.best course of action in uncertain situations. Environmental

Environmental Document Document

The National Environmental Policy Act (NEPA) and the California The National Environmental Policy Act (NEPA) and the California Environmental Quality Act (CEQA)

Environmental Quality Act (CEQA) require certain environmentalrequire certain environmental

documentation for transportation projects. Types of documents include a documentation for transportation projects. Types of documents include a negative declaration (ND) finding of no significant impact (FONSI), or negative declaration (ND) finding of no significant impact (FONSI), or anan environmental impact study (EIS)/environmental impact report (EIR). environmental impact study (EIS)/environmental impact report (EIR). Impact

Impact Effect or consequence.Effect or consequence. Milestone

Milestone A significant event in the project, usually completion of A significant event in the project, usually completion of a majora major deliverable.

deliverable. Mitigation

Mitigation The act of alleviating a harmful circumstance. Risk mitigation seeks toThe act of alleviating a harmful circumstance. Risk mitigation seeks to reduce the probability and/or impact of a risk

reduce the probability and/or impact of a risk to below an acceptableto below an acceptable threshold.

threshold. Probability

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G l o s s a r y G l o s s a r y Project Change Project Change Request Request

Any significant changes to the scope,

Any significant changes to the scope, cost, or schedule of a cost, or schedule of a programmedprogrammed project (STIP, SHOPP, or TCRP) or special program project (toll seismic project (STIP, SHOPP, or TCRP) or special program project (toll seismic retrofit, soundwall) require a revision

retrofit, soundwall) require a revision to the delivery to the delivery commitmentcommitment..22

Project Project

Development Team Development Team

An interdisciplinary team, composed of key members of the project team An interdisciplinary team, composed of key members of the project team as well as

as well as external stakeholders, that acts as a steering committee inexternal stakeholders, that acts as a steering committee in directing the course of studies required to evaluate the various project directing the course of studies required to evaluate the various project alternatives during the early components of the project lifecycle. alternatives during the early components of the project lifecycle. Project Initiation

Project Initiation Document

Document

Concept approval document for candidate projects that contains: Concept approval document for candidate projects that contains:



 A defined project scopeA defined project scope 

 A reliable capital and support cost estimate for each A reliable capital and support cost estimate for each alternativealternative

solution solution



 A project schedule (workplan) for A project schedule (workplan) for the alternative recommended forthe alternative recommended for

programming the project programming the project

Project Objective

Project Objective A particular goal of a A particular goal of a project. All projects have these four objectives:project. All projects have these four objectives:

  ScopeScope   ScheduleSchedule   CostCost   QualityQuality Risk Officer

Risk Officer A person other than the project manager assigned to monitor andA person other than the project manager assigned to monitor and maintain the project risk management plan.

maintain the project risk management plan. Scope

Scope Encompasses the work that must be done to Encompasses the work that must be done to deliver a product with thedeliver a product with the specified features and functions.

specified features and functions. Value Analysis

Value Analysis A multi-disciplined team systematically applies recognized techniques to:A multi-disciplined team systematically applies recognized techniques to:



 Identify the function of a product or Identify the function of a product or serviceservice 

 Establish a worth for that functionEstablish a worth for that function 

 Generate alternatives through the use of Generate alternatives through the use of creative thinkingcreative thinking



 Reliably provide the needed functions at the lowest overall costReliably provide the needed functions at the lowest overall cost

The term is often interchanged with Value Engineering. The term is often interchanged with Value Engineering.

Value Analysis Team

Value Analysis Team A team that performs value A team that performs value engineering.engineering. Workplan

Workplan A resourced schedule. The workplan identifies the project-specific WBSA resourced schedule. The workplan identifies the project-specific WBS elements and defines the cost, timeline, and requirements for each. The elements and defines the cost, timeline, and requirements for each. The current workplan guides the day-to-day operations

current workplan guides the day-to-day operations of project executionof project execution and project control.

and project control.

2

2 _{Project Change Requests, memo dated September 21, 2002,}_{Project Change Requests, memo dated September 21, 2002, Number 006}_{Number 006}

http://pm.dot.ca.gov/ProjectOffice/ProcessGuidance_Directives/Guidance_DirectivesHome.asp http://pm.dot.ca.gov/ProjectOffice/ProcessGuidance_Directives/Guidance_DirectivesHome.asp

(37)

A

CR ON YM S

CEQA

CEQA California Environmental Quality ActCalifornia Environmental Quality Act EIR

EIR EnvironmentaEnvironmental Impact l Impact ReportReport EIS

EIS EnvironmentaEnvironmental l Impact StudyImpact Study FONSI

FONSI Finding of No Significant ImpactFinding of No Significant Impact ND

ND Negative DeclarationNegative Declaration NEPA

NEPA National Environmental Policy ActNational Environmental Policy Act PCR

PCR Project Change RequestProject Change Request PDT

PDT Project Development TeamProject Development Team PID

PID Project Initiation DocumentProject Initiation Document PMBOK

PMBOK Project Management Body of KnowledgeProject Management Body of Knowledge PSR

PSR Project Study ReportProject Study Report PxI

PxI Probability and ImpactProbability and Impact SHOPP

(38)

A c r o n y m s A c r o n y m s

STIP

STIP State Transportation Improvement ProgramState Transportation Improvement Program TCRP

TCRP Traffic Congestion Relief ProgramTraffic Congestion Relief Program VA

VA Value AnalysisValue Analysis WBS

(39)

I

II

N D EX

N DEX

A

acceptance...12 acceptance...12 assessment... assessment... 10, 10, 2323 avoidance avoidance ... 1212

C

D

degrees

degrees of of riskrisk ... 1010 deliverables...

deliverables... 5, 5, 9, 9, 2727 deputy district director for project and

deputy district director for project and

program management...11 program management...11

district division chief for program and district division chief for program and

project

project managementmanagement ...6...6 district VA

district VA coordinatorcoordinator ...11...11

E

environmental risks...17 environmental risks...17 expert...

expert...SeeSeespecialist.specialist. external risks...17 external risks...17

F

flowchart, ri

flowchart, risk management sk management processprocess ...4...4 functional

functional managermanager ... 6, 6, 11, 11, 1313 functional unit...10, 18 functional unit...10, 18 funding...17, 18 funding...17, 18

II

identifying r

identifying riskisk ...5, 6, 9, ...5, 6, 9, 13, 1613, 16 impact...10, 11, 12, 13, 23, 24, 27 impact...10, 11, 12, 13, 23, 24, 27

(40)

I n d e x I n d e x

L

lifecycle lifecycle ...4, 10, ...4, 10, 13, 13, 2828 list...

list...SeeSeerisk list.risk list.

M

mitigation

mitigation ...10, 12, ...10, 12, 13, 2713, 27 monit

monitorinoring g riskrisk ... 5, 5, 6, 6, 1313

N

numer

numeric analysisic analysis ...SeeSeequantitative analysis.quantitative analysis.

O

objec

objectivestives .. 2, 5, 10, 11, 122, 5, 10, 11, 12, 17, 18, 23, 24, 27, 17, 18, 23, 24, 27, 28, 28 organizational

organizational risksrisks ... 1818 outputs outputs ... 55

P

PCR...5, 12, 16, 28 PCR...5, 12, 16, 28 PDT...8, 12, 13, 24, 28 PDT...8, 12, 13, 24, 28 PID... PID... 4, 4, 2828 probability...10, 11, 12, 23, 27 probability...10, 11, 12, 23, 27 probability

probability and iand impact mpact matrixmatrix ... 2424 project

project change rchange requestequest ...SeeSeePCR.PCR. project

project development development teamteam ...SeeSeePDT.PDT. project initiation document...

project initiation document...SeeSeePID.PID. project

project management management risksrisks ... 1818 project

project management management support support unitunit ... 66 proj

project manageect managerr ... 2, 6, 8, 2, 6, 8, 11, 12, 1311, 12, 13 project

project sponsor...sponsor... 2, 6, 2, 6, 2323 proj

project teamect team ... 2, 4, 8, 12, 16, 18, 202, 4, 8, 12, 16, 18, 20

PxI matrix...24

Q

qualitative qualitative analysis...analysis... 5, 6, 5, 6, 1010 quantitative quantitative analysisanalysis ... 5, 5, 6, 6, 1111

R

ranking ranking risk prisk probabilityrobability ...23...23

references...25

regulatory regulatory risksrisks ...19...19

residual residual risksrisks ... 5, 5, 1313 response response plan...plan... 5, 8, 5, 8, 13, 1613, 16 response response planningplanning ... 5, 5, 6, 12, 6, 12, 1313 responsibilities...6

responsibilities...6

right of way risks...19

risk risk categories...10, 16 categories...10, 16 definition...2 definition...2 degrees...10 degrees...10 identification...5, 6, 9, 13, 16 identification...5, 6, 9, 13, 16 list list... 5, 5, 9, 9, 13, 13, 1616 manag management planement plan ... 4, 5, 4, 5, 8, 208, 20 management management planning...planning... 5, 6, 5, 6, 8, 208, 20 management process flowchart...4

management process flowchart...4

monitoring monitoring and contand controllingrolling ... 5, 6, 5, 6, 1313 qualitative qualitative analysisanalysis... 5, 6, 5, 6, 1010 quantitative quantitative analysisanalysis ... 5, 5, 6, 6, 1111 response response planningplanning... 5, 6, 5, 6, 12, 1312, 13 roles roles ...6...6

S

secondary risks...5 secondary risks...5 specialist specialist ... 10, 10, 1111 sponsor sponsor ... 2, 2, 6, 6, 2323 spreadsheet, spreadsheet, risk marisk management nagement planplan ... 8, 208, 20 stakeholder stakeholder ... 6, 6, 16, 16, 1717

T

task manager...6 task manager...6 tasks tasks ... 5, 5, 6, 6, 1313 technical technical risksrisks ...16...16

transference transference ...12...12

trends...10

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I n d e x I n d e x

V

value an

value analysisalysis ... 5, 6, 5, 6, 8, 9, 8, 9, 11, 2811, 28

W

workplan