Risk assessor Flashcards
(14 cards)
AIRMIC (2010), explains the risk management process. Explore its suitability for PM.
The risk management process from AIRMIC (2010) is well suited for project management, because it gives a clear and structured way to deal with uncertainty.
Projects are often complex, time limited, and have limited resources, so managing risk is essential.
What are the steps in AIRMIC´s process?
Identifying risks that could stop the project from reaching its goals
Analysing and evaluating risks to understand how serious they are
Treating risks using strategies like Tolerate, Treat, Transfer, or Terminate
Monitoring and reviewing, so risks are followed up throughout the project
Communicating with stakeholders, which supports trust and clear decisions
Why is AIRMIC suitable for PM?
In project management, this helps teams plan better, respond to changes quickly, and avoid surprises.
It also improves decision-making, especially in international or high-risk projects.
AIRMIC’s risk process is flexible and works well in project management.
It helps project managers stay in control and increase the chances of success.
In using the Gantt Chart as a planning tool, Geraldi and Lechter (2012) allude to several risks. Summarise these risks and relate to your project.
There are 6 risks, and has to follow these principles in order to effectively support management in making resource allocation decisions:
Time-focused
Objective
Deterministic
Analytic
Accountable
Sequential
Time focused
Gantt charts can make teams focus too much on deadlines instead of value or learning.
In our project, this could lead to rushing the health workshops rather than adjusting them to student needs
Objective
Gantt charts assume the plan is correct from the start.
But in our project, participant numbers or school schedules could change, so we had to be flexible
Deterministic
It assumes everything can be predicted in advance.
But our school-based intervention could have uncertainties like illness, cancellations or scheduling problems, meaning the plan have to be adjusted along the way
Analytic
Gantt charts break down tasks separately.
This could make it seem like workshop 1 and workshop 2 are unrelated, even though they are part of one learning process
Accountable
Tasks are assigned clearly, which may lead to blame if delays happen.
In our group project, it is therefore a good idea to focus more on teamwork and shared responsibility.
Sequential
Gantt charts assume tasks happen in a fixed order.
But in our case, feedback from the first workshop might influence the second one → meaning we need a flexible, not strictly linear, process.
Conclusion –> while the Gantt chart can help us structure the project, its important to stay flexible
Contrast Sartorius’ (1991) use of the term “assumptions” in an LFA with the way AIRMIC (2010) uses the term “risks”.
They are similar because:
Both assumptions (LFA) and risks (AIRMIC) are about uncertainty and things that can affect the project.
LFA (assumptions)
Uses the word assumptions to describe outside factors that must be true for the project to succeed, but which the project team can’t control.
For example: “We assume that the government will continue to support the project.”
AIRMIC (risk)
In contrast, AIRMIC (2010) uses the word risk to mean any uncertainty that could affect the project, both good or bad.
→ Risks are something the project team actively manages, by identifying, analysing, and responding to them
What is the main difference between “assumptions” in an LFA with the way AIRMIC (2010) uses the term “risks”?
Assumptions in LFA are things we hope will happen, but we can’t influence them.
Risks in AIRMIC are things we expect could happen, and we try to manage them
