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A novel way that a risk has been controlled in a project

A coherent and well-structured risk management strategy provides an approach to identifying managing and accessing risk. It helps factor in the process for assessment based on new actions and developments which are taken and updated regularly. A strategy for risk management can be implemented and developed by the smallest of projects or groups into a strategy that are complicated for organizations that have multi-site natures.

The Cleveland based Baldwin Water Works established in 1856 is a water treatment facility that is ranked among the 10 largest water treatment facilities in Cleveland, It comprises of four water treatment facilities which serves the residents with over 500 million gallons of water through its water treatment facilities. Due to its aging developments the facility needed drastic improvements and renovations. It is in this regard that the city in 1996 began a (PEP) plant enhancement program approximately at 750 million dollars as a way of guaranteeing the facilities were of high quality and cost effective.

They contracted construction and design teams’ which, had to address the challenge of renovation at the facilities construction at a resulting cost in the possible lowest water rates. They were also tasked with finding ways of minimizing costs of maintenance and future operations, while taking all possible future scenarios into account. In addition they had to find ways that they could keep the facility operational while the construction occurred. This presented a challenge since, it forced the construction workers to work extra during the months that the city needed the least water, while during the months that the demand was high they ensure no inconvenience of power outages occurred.

Maintenance of the historical structure during the buildings modernization was another issue they had to deal with since the project was occurring simultaneously that is the facilities modernization and restoration. The challenge was on the layout of the facilities that is since most of the construction occurring bordered the currently used water reservoir and this hindered the preparation and delivery of the materials on the site, this forced them to be moved far from the site due to the sensitive environment nature of the reservoir and it presented a challenge on the time sensitive project.

The innovative ways that the project team handled the above problems included implementing plans that involved prioritizing and mapping out issues in the facility that needed improvements. They achieved this through, the evaluations conducted by the facility planning consultants on the current identified scope of work and existing structures for the projects under the advice of the MWH. They also commissioned through the project teams professional designs that helped in providing detailed contract bid documents and designs.

In addition the involvement of Cleveland land commission as renovation experts on the water systems historic parts helped in effectively recognizing the first part of the project which, not only helped speed up the project but also saved the 1920 constructed historic land mark by emphasizing the need to preserve its architectural features.

The techniques implemented by the project management also helped mitigate and identify possible complications in relation to the projects modernization. The transitioned staff operations helped the plant become a modern PLC based system from the traditional manual mode operating system. To smoothen, this transition the team provided for the employees hands on assistance, and training classes

The results of this innovative risk management strategy were that the team not only managed to get a complete closure of the plant but they also managed to effectively remove all the valves and piping that needed replacing. Another implication on the project is that it took only four days compared to the originally stipulated 10 days on the contract due to the well-coordinated teams and detailed planning by the management. In addition they managed to guarantee the institution minimal risk on the project while saving it time and 2.8 million dollars on the project which they effectively allocated to other projects (PMI, 2009).

The main reasons for allocating risk assessments to an individuals during a project is that due to the dynamic and consistently changing nature of the risk there is need for constant monitoring and allocating the different aspects of the project will help prevent the risks involved. Mainly since through this the opportunities that these risks present won’t go to waste, another reason is that it helps create a sense of responsibility in the organisation and project since they have to be accountable for the progress, completion and success of the project.

There is a high possibility of individuals becoming specialists through the risk management experience since knowing in depth the issue allows them to come up with well mitigated action strategies. The allocation of individual responsibilities help guarantee that there is a continuous monitoring and reviewing of risks the main importance in this is that through the divided tasks the management can find within the plans an adequate risk management that can effectively cover the overall projects management and risk plan risk output since it has within it adequately defined and detailed responsibilities and roles for the teams to cater for any eventualities during the project activities.

In conclusion the assumption that allocating risks to individuals generates a low interest for the project since they are the ones to be held accounted if there is an occurrence of a potential threat in the project is false, since studies reveal that accountable people risk appetite and behaviour change in regards to their nature that is if they naturally love or avoid taking risks. This natural change can either be advantageous or disastrous to the project (Mark T. Edmead ,2007).Reference

PMI (2009) Baldwin Water Works: Reconstructing Cleveland’s Water System, Project Management Institute, case study. Print

Retrieved from T. Edmead (2007) Understanding the Risk Management Process, Control Solutions International, the Institute of Internal Auditors. Print

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