Communication Gap

Lack of Interest by
Top Management

Having Various
Reporting format for
Different
Stakeholders

Lack of Interest by
Key Stakeholders

Lack of Proper
Evaluation System of
Contractors

NO ' Risk Champion;

from the Top
Executives

Choosing ' Lowest

Bidder' Contractor

No Alignment
Between Corporate
Risk Management
and Project Risk
Management

Relying More on
Subcontractor
Improper
construction
sequence

No Risk Policy

Contractor's
approach for using
Risk management for
' Change Order'
Unclear Scope
No Risk Coordinator
Lack of Project
Manager's Interest
Unrealistic Data
Unrealistic Schedule
MIs-alignment
Between
Procurement &
Shipment Tracking
Sheet and Schedule
Misalignment
Between Resource
Tracking Sheet and
The Schedule

Why Project Risk

Management Fails

Having Different
schedule for Different
Stakeholders

Tight Schedule
Incomplete
Stakeholder Analysis
Improper Stakeholder
Management

Poor Data Analysis

Poor Risk
Identification

Padding during Three

Point Estimates

Poor Risk Analysis

Not Considering Issue

Management

Poor Schedule Risk

Analysis

Not Allocating Budget

& Resources for Risk
Management

Poor Cost Risk

Analysis

No Vendor Analysis
Poorly defined
Project Constraints &
Assumptions
No Risk Management
Plan
No Project
Management
Documents

Project Manager
without Authority
Secondary Risk

Poor Interface
Management

Poor Schedule & Cost

Risk Analyses
Improper
Management of
Change
Poor Risk Controls
Not Using Lesson
Learned

No Procurement and
Logistics Plan
Not Catering Time for
FAT and SAT
Unavailability of
Resources in Time

Demotivated Team

Community Risk

Conflicts

Security Risk

No Team Work

HSE Risks

Considering Only
Threats not The
Opportunities

Delay in Approvals

Accepting Deadlines
without proper
Analysis
Unapproved Schedule
Even During project
Execution

Not Considering Risk

Analysis During 'Gate
Approvals'
Appointing Project
Manager Late