East Timor Solar Risk Management Project Plan

This risk management project plan outlines the strategies for successful implementation of the East Timor Solar Project. It includes stakeholder involvement and management, risk identification, analysis, response, and monitoring. The plan also highlights the key stakeholders involved in the project and the potential risks that could impact the project's performance and execution. The risk matrix is used to evaluate the impact and probability of each risk factor. The plan concludes with the execution phase and the importance of monitoring the project's progress.

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East Timor Solar Risk Management Project Plan
Name
Institution Affiliation
State/City
Date

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Introduction
Risk management comprises both integrative and systematic mechanisms which work to
make sure that a project is successfully implemented. Accordingly, project managers, as well
as administrators, require to have knowledge and skills to ascertain, analyse and answer back
to the risk factors related to the lifecycle of the project. Therefore, the risk management
procedure entails establishing a solution to probable risks that a project is likely to experience
(Cooper et al., 2014). The ATA East Timor solar project is a key project which is of
advantage to the nation’s residents at large. Thus, with regard to the significance of the
project, it is imperious to advance a risk administration plan by considering development
within each project phase so that to achieve effective implementation. The key point of
consideration under the ATA East Timor project shall be the involvement of stakeholders and
management the project undertaking. Also, the evaluation involves an effective evaluation of
risk features on the projects performance and execution.
Stakeholder Involvement and Management
The process of involving and managing stakeholders is a core part of any risk management
strategy (Begg, 2018, p.385). Regarding the ATA East Timor Solar project, it will include
some stakeholders who will play various roles towards the implementation of the project.
Moreover, as a result of the variant responsibilities towards the project, these shareholders
can speed up or slow down the project execution. The wide-ranging project shareholders will
discuss how various project phases shall be carried out. Before the kicking off of the project,
it is important to integrate a variation manager because of the cultural temperament of ATA
East Timor. Therefore, the solar project looks forward to benefiting the inhabitants of the
region. Thus it is vivacious to communicate any changes which are likely to impact the way
of life of the inhabitants of the place (Larson, and Gray, 2015). Indeed, including a

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transformation manager at the start of the project will make sure there is corporation from the
inhabitants of the place to its accomplishment. Additionally, it is significant to be conversant
with the main stakeholders as well as that have minimal interests in the project.
In this case of East Timor Solar project, the key shareholders are Google Company, the
government, Alternative Technology Association (ATA) and the inhabitants of East Timor.
Nonetheless, the shareholders can take on minor roles which include small-scale solar
projects in the region and the local authority. So that to make sure that the project kick-off
runs smoothly, it is crucial to make sure there is regular communication among the
shareholder's web (Edelenbos et al., 2017, p.47). Consequently, constant communications
throughout the different project phases will help to ensure that stakeholders are able to
operate on the same page to successfully attain the project goals. Ultimately, such promotions
are likely to attract larger shareholder groups which will advance interest in the circulation of
power to residents of East Timor. Approximately, over 30% of the region inhabitants are not
supplied with power. Therefore, this will demand more stakeholders to join in the effort to
ensure complete energy needs of the inhabitants.
Risk Identification
The East Timor Solar project experiences various risks under its different stages which have
to be addressed before execution. Certainly, addressing the probable risks aspects depends on
the understanding risk level in the project. To be in the position to realise the way in which to
perform a risk management process, it is important to be aware of the impacts of every phase
in the project lifecycle (Hopkin, 2018). The initial stage under the risk management
progression is to classify and analyse the possible threats comparative to the project (Kerzner,
and Kerzner, 2017). According to the provided evidence on the progression of the project, a

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number of the likely risk aspects which could obstruct the schedule of the project include
historical disposition, cultural and language barrier.
Moreover, another impact found is the involvement of the service provider within the project.
As a result, the project manager should ensure the contracted party is in a position to execute
responsibility as well as transparency while operating with ATA. Additionally a key risk is
related to the period of the certifying and the time that shall be taken by the Australian
connecting experts staying in East Timor. Hence, risk documentation targets to evaluate
features which are likely to impede the scheduling of the project from the time of kicking off
to completion. The risk matrix illustrated below has incorporated the risk features according
to the impact they can cause to the plan.
Impact H Deficiency of
government
cooperation
Lack of cooperation
from area inhabitants
Shortage of
installation
experts
M Language barrier Absence of
transparency from the
contractor
Inability to
secure a license
in time
Cultural conflict Inconveniences from
installation experts
Fixing solar
power in places
with power
projects
L M H
Probability
Table 1: Risk Matrix

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Impact
 High – Risks which have more potential to massively impact the project performance
plan, and costs
 Medium – Risk which has a slight influence on performance, cost and project
schedule
 Low – Risk which has minimal effect on project schedule, cost, and performance.
Probability
 High – Over 75% chances of happening
 Medium – range between 25% and 74% chance of happening
 Low – Less than 25% chance of happening
Risk Analysis
When handling the risk factors, the project manager should do away with the causative
elements. During this phase, it is significant to create the probability of destruction of the
installation. It is at this point the project should understand the firm that it should provide the
solar panel resources required for fixing and the associated expenses (Epstein, 2018). Also, it
is during this phase that the project should involve key stakeholders particularly government
organisations. The project is supposed to be verified regarding security provisions. The
follow-up step will be how to mitigate moderate risks factors. Regarding transparency and
accountability, ATA should come with terms and conditions between it and the contractor.
ATA shall then have to accept low-risk factors such as inconveniences related to the language
barrier, installation, and climate. So, the project has to include all these mechanisms to face
low risks with fewer effects.
Execution

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During the execution stage, ATA will keep track of the management contribution possibility
to safeguard the connection process and provide security to the project workforces in East
Timor. Similarly, this stage shall involve contacting organisations and institutions which
could be involved in securing the license required for completion of the project (Hillson,
2017). Therefore, ATA will be required to send its personnel to the region to interact with the
local community residents with the assistance of a translator.
Risk Response and Monitoring
During the project progressing, the project management and administrators should put in
place the mechanisms to monitor the project’s progress. East Timor has different terrains
which could interfere with proper installation. Thus, during this phase, the management shall
be required to develop those parts of the region to recall the project for rescheduling the
setting up on a later date (Shrivastava, and Rathod, 2017). Additionally, it is imperative to be
conversant with the appreciation level from the inhabitants of the place with completed
installations. Therefore, through the recalls, ATA shall have to involve enhanced strategies to
communicate to its stakeholders the order on how to accomplish the installations in regions
which ragged terrains.

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Bibliography
Begg, C., 2018. Power, responsibility, and justice: a review of local stakeholder participation
in European flood risk management. Local Environment, 23(4), pp.383-397.
Cooper, D., Bosnich, P., Grey, S., Purdy, G., Raymond, G., Walker, P., & Wood, M.
(2014). Project Risk Management Guidelines: Managing Risk with ISO 31000 and IEC
62198. Wiley Global Education.
Edelenbos, J., Van Buuren, A., Roth, D. and Winnubst, M., 2017. Stakeholder initiatives in
flood risk management: exploring the role and impact of bottom-up initiatives in three ‘Room
for the River’projects in the Netherlands. Journal of environmental planning and
management, 60(1), pp.47-66.
Hillson, D., 2017. Managing risk in projects. Routledge.
Hopkin, P., 2018. Fundamentals of risk management: understanding, evaluating and
implementing effective risk management. Kogan Page Publishers.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Larson, E.W. and Gray, C.F., 2015. A Guide to the Project Management Body of Knowledge:
PMBOK (®) Guide. Project Management Institute.
Shrivastava, S.V. and Rathod, U., 2017. A risk management framework for distributed agile
projects. Information and software technology, 85, pp.1-15.

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