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Case: Office Build-Out Project The TSA recently mandated a change to the passenger screening process. In order to accommodate this mandate, a small-hub airport needed

Case: Office Build-Out Project

The TSA recently mandated a change to the passenger screening process. In order to accommodate this mandate, a small-hub airport needed to perform an internal build-out to reconstruct the physical space where staff is located in order to create the required space. This small-hub airport serves commercial air traffic and has 52 employees and a $30 million operating budget.

The internal build-out is determined to be an operating project using internal maintenance staff. The changes require minor demolition of existing walls and the build-out of two offices with access to the passenger concourse. Scope includes replacement of ceiling tiles, flooring, walls, power lines, data cables, and HVAC adjustments. The area affected is approximately 400 square feet.

The maintenance operating budget is $8 million, and this project is one of many in the year that will be performed to maintain functional operations for the staff at the airport. A project of this scope should not exceed $12,000 in material costs and should not involve more than 3 weeks of construction time. The work effort is approximately two full-time resources for the 3 weeks, although the resources will be different talent and expertise throughout the project.

Internal resources used include the maintenance manager, superintendent, electrician, HVAC, carpentry, and general maintenance staff. The maintenance manager assumed the role of project manager for this project.

The project constraints for this office build-out are determined by schedule and budget.

The maintenance manager determined that the project was relatively low risk based on the experience of the resources assigned to the project and the scope identified for the build-out. He decided to use a probabilityimpact matrix with the project team to identify and rank the risks. The maintenance manager conducted a project kickoff session in which the team brainstormed a list of risks, and then ranked and prioritized the risks using the probability impact matrix in order to determine if more project risk management might be needed.

The project kickoff session included the team of internal resources used to perform the project activities. During the discussion, the maintenance manager described the scope of the project, and the whole group reflected on past experiences with the customer as well as the type of work to identify preventative risks and reactive impacts.

The following risks were identified:

Customer slow in making decisions about design, which affects the schedule. Competing priorities for the project work team will affect schedule and budget. Unforeseen conditions found in demolition affect the scope and may cause redesign. Need for permits to perform construction activities may affect the schedule. Long lead time for selected materials causes a delay in the start of the project. The following probability and impact scores were applied:

Risk Description Summary

Probability

Value

Impact

Value

Customer slow in making decisions about design, which affects schedule.

4

4

Competing priorities for project work team will affect schedule and budget.

4

2

Unforeseen conditions found in demolition affect the scope and may cause redesign.

2

4

Need for permits to perform construction activities may affect schedule.

2

1

Long lead time for selected materials causes a delay in the start of the project.

1

2

The risks were plotted on the P-I matrix according to their values, and a discussion was held to analyze the overall results.

Question:

Develop a comprehensive list of risks for the given case and assign probability and impact scores similar to the given example.

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