Project Risk Management Plan

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The function of the risk management plan is to determine any occasion or condition that may occur which could have a positive or unfavorable affect on the job. Dangers management is the procedure of recognizing, assessing, reacting to, tracking, and reporting risks. The Risks Management Plan will define how dangers associated with the Baderman Island Casino Hotel project will be recognized, examined, and handled. The strategy will outline how dangers management activities will be carried out, tape-recorded, and kept an eye on throughout the job.

The strategy will also supply a design template and practices for recording and prioritizing risks. The risks management strategy has been created by the job supervisor during the preparation stage of the Baderman Island Casino-Hotel job and the intended audience is the job group, job sponsors, and management. Executive Summary

Baderman Island has actually recently been approached with an offer to construct the Silver’s Casino-Hotel on the grounds of the resort. With a downturn in the hospitality market, unpredictable gas rates and existing economic uncertainties, the Board of Directors and operational leaders believe the proposal could benefit the island.

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The casino will bring jobs to the city, together with increasing incomes for the surrounding organisations. Together with jobs and increasing income, the casino-hotel will bring video gaming along with a blend of destinations and home entertainment for the visitors to the island (University of Phoenix, 2014). Job Summary

The hotel-casino will take 30 months to complete, beginning in November 2014, and will cost roughly $40 million to construct. Additional cost for roads and ferryboats for transferring materials, construction devices, and employees to and from the island will be approximately two million dollars.

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The schedule for the roads and transportation will take 3 months with the roadways requiring to be completed prior to building and construction of the hotel-casino. Budget and time are obvious constraints, however the team also needs to consider the restraints the natural resources and botanical gardens will place on the task. The quality of deal with the roadways and building and construction will require to satisfy the standards of the island resort without disruption to the existing activities and guest experiences. Risks Management Strategy and Process

Determining project risks and responses to those risks are done by following risk management procedures. Risks management procedures include quantitative risks management, risks and control assessment, and project auditing. These procedures help the project team and stakeholders stay up to date on the latest developments with the project and help them to adhere to the risk management principles (eHow, 2014). Quantitative risks management helps project manager identify risks in short-term project or long-term initiative. Statistical skills and math expertise are applied to build control tools and methodologies. These tools identify, measure, and monitor operational, financial, and technological risks in a project. Once the risks have been identified the risks and control assessment is used to determine the level at which the risks may impact the project. The risks are categorized in levels that will reflect the likelihood of the risks occurring and the severity of its impact on the project. To manage the risks as the project is in progress audits will be conducted. Audits will identify any area where corrections or adjustments may need to be made. Risk Identification

Every project has risk and the proposed casino-hotel project is no different. The risk identification process must be comprehensive to avoid emergence of a risk at a later time when it could threaten the success of the project (Cooper, Grey, Raymond, & Walker, 2005). To identify possible risks to the Baderman Island Casino-Hotel, the process was structured and used key elements to examine possible risk systematically in each area of the project. This was done during a brainstorming session which included the following individuals: Renaldo Hinderer, CEO Baderman Island Resort

Neida Durerso, Melancon Hotel GM
Jame Tokar, Melancon Hotel Convention Center GM
Kristoper Riffle, BA. The Tenney @ Night GM
Amberly Wendolski, The Baderman Island Café
Perla Musgraves, Mayor of Kelsey
Naoma Kinoshita, Sr. Botanist, William C. Martin Botanical Gardens Bao Weyrauch, CPA, Finance Manager, Boardman Management Group Ashly Yeamas, Manager Pepicello Fairways
Dagmar Sephus, President Kelsey Ferry Company
Cedrick McBroome, Director of Business Development, Patten-Fuller Community Hospital Tony Gonyer, Warden of Kelsey Prison
Craig McClary, Ph.D, Principal, Kelsey High School
A facilitator was appointed to conduct the brainstorming workshop and to review the procurement. The selected brainstorming team was briefed on the purpose of the workshop and the outcomes that were desired (Cooper, Grey, Raymond, & Walker, 2005). Risk were identified in the risk brainstorming workshop, then ranked, and prioritized. Each risk was assessed and given a qualitative and quantitative measurements to determine where they rank in priority, with one being the highest risk and seven being the lowest risk (see appendix B). Project Risks Monitoring: Watch Lists

During a construction project such as the Baderman Island Casino-Hotel all risks must be monitored daily to ensure the impact is minimal. To monitor the project risks a watch lists has been developed. The watch list contain all the risks that are extreme or high (see appendix A). The progress and effectiveness of risks treatment actions will be reviewed, and adjustments to the Risks Action Plan will be made as needed (Cooper, Grey, Raymond, & Walker, 2005). As effective risks treatment has been completed the corresponding risks will reassessed, reclassified, or removed from the watch list. Likewise, as low or medium risks change in status and become more important or newly identified risks, will be added to the watch list. Project Risks Reporting: Milestone Progress

Project risks reporting provides a summary of risks, the status treatment actions, and an indication of trends in the incidence of risks in the project (Cooper, Grey, Raymond, & Walker, 2005). To report the progress of the Baderman Island Casino-Hotel project and its risks a Milestone Progress report will be used. This will give the project manager and stakeholders an update on how the project is progressing. The report will match the achievements to the planned milestones. The achievements and milestones can be charted to give a visual to see progressing on time or if it is behind schedule (Simon Wallace, 2007). A project manager can also analyze the dates for milestones to determine a variance and projection for milestones (Simon Wallace, 2007). If the project gets off track for any reason this will allow the project manager to make adjustments to get back on track and to determine how much impact a risks has had on a project.

Baderman Island Resort has a very lucrative opportunity that could bring jobs and revenue to the island. Building a Silvers Casino-Hotel may pose some risks for the resort, but will be beneficial once the project is complete. The project team has identified all possible risks to the project and has put together a project risk management plan that will mitigate the risks. Monitoring and tracking the risks will help the project stay on track. Reporting of the progress of the project will be done throughout the project so that the key stakeholders and management can stay abreast of the project. With the approval of the project the team can get to work and have the Casino-hotel up and running by 2015 for guest to enjoy.

Cooper, D.F., Grey, S., Raymond, G, & Walker, P. (2005). Project risk management guidelines. Retrieved from The University of Phoenix eBook Collection database. eHow. (2014). Qualitative risk assessment tools. Retrieved from Simon Wallace. (2007). Risk Management: Assessing risks at the start of a project. Retrieved from University of Phoenix. (2014). Baderman Island Resort Casino Proposal. Retrieved from University of Phoenix, PM584 website.

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Project Risk Management Plan. (2016, May 10). Retrieved from

Project Risk Management Plan

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