Schedule Risk Management - Construction Project Scheduling and Control - page 392

12. Arrange a meeting with a project manager for a local construction project. Before
the meeting, prepare your own list of risks that would have been identified in
the risk register if you were the project manager (PM) providing a risk analysis.
During the meeting with the PM, request a copy of the risk register. If such a
copy is not available, ask the PM for the risks considered at the planning stage for
the project and what management's response was.
13. In the previous question, compare your own risk register for the list given to you
by the PM. If you have any risks on your own list that do not exist on the PM's
list, ask the PM (in a professional manner) about them and whether they were
considered.
14. Choose two activities in the project chosen in question 12. Ask the PM about
the durations used in the CPM schedule for these two activities. Ask the PM if
these durations represent the “most likely” case. If so, ask for the durations for
the “optimistic” and “pessimistic” cases for each activity. Do you believe, consid-
ering the optimistic and pessimistic durations, that the most likely durations are
reasonable? Why or why not? If not, calculate the “expected duration” using the
PERT or three-point formula.
15. From the project chosen in question 12, separate your list of risks into those that
can be avoided, shifted, prevented, or accepted as unresolved. Explain how the
unresolved risks can be incorporated into the schedule with a mitigation plan.
16. From the project chosen in question 12, perform a risk analysis for one of the
routine schedule updates and identify any newly discovered risks.