Risk Management: East Timor Solar Project

This report depicts the importance of using the concept of risk management approach for the successful identification, assessment, planning and control of the factors that may interrupt the success rather progress of East Timor Solar project. The set of risks associated to the project are identified here. Not only this but also the way through which the risks can be resolved also elaborated in this report.

Running head: RISK MANAGEMENT
Risk Management: East Timor Solar project
Name of the student:
Name of the university:

1RISK MANAGEMENT
Introduction
This report depicts the importance of using the concept of risk management approach for
the successful identification, assessment, planning and control of the factors that may interrupt
the success rather progress of East Timor Solar project. The set of risks associated to the project
are identified here. Not only this but also the way through which the risks can be resolved also
elaborated in this report.
Risk management plan
The risk management plan that will be developed for the ATA East Timor Solar project a
small not a profit and non- governmental organization, a risk management program is being
implemented. The phases that are considered for this project risk management include risk
identification, risk, probability, impact and risk execution approaches (Bahramara, Moghaddam
and Haghifam 2016). Each of these actions should be implemented properly to ensure that the
project is successful. The details of the risk management process are elaborated in the below
section:
Risk identification: Before the successful execution of the East Timor Solar Project the
risks set those will be faced by the organization are o be identified at the initiation phase. In
order to understand the potential risks of the project the potential risks factors should be
understood by the project manager (Brookes and Locatelli 2015). The risk management cycle is
comprises of four different phases such as risk identification, assessment, planning and risk
control. Regarding the development of the project different estimations and also different factors
are nominated that will be analyzed by the project manager in this phase.

2RISK MANAGEMENT
Some of the potential risk factors associated to this project include lack of historical
disposition; language as well as cultural barriers etc. Team engagement can be established with
the help of leadership and motivation from the project manager. The contractors of the project
are not properly engaged to the project with their assigned job roles. While working with the
ATA project it is also identified that, the contract party is capable in accountability as well as
transparency. The total time or duration estimated for the project is also not accurate from the
project operational perspectives (Adil and Ko 2016). As long time the project manager will take
that much additional cost will needed to be affords by the project team which is not at all
financially beneficial from the project aspect. Thus, it can be said that the actors those will
interrupt the general progress and on time completion of the project are the risk factors
associated to the project (Santos, Ferreira and Araújo 2016). With the on job training and
development program the technical risks can be mitigated rather completely resolved. In the
below section a risk matrix is prepared to show the negative impact of risks.
Risks names Probability Impact
Lac of support from the
government
Low High
Cultural gap Medium Low
Language clashes Low Low
Not capable of securing the
license timing for the project
completion
The contractors transparency
is lacking for the project
Medium Low

3RISK MANAGEMENT
Lack of support and
coordination from the project
community members
Low High
Less number of supporting
equipments
Medium Low
Proper installation of the solar
power in the accurate location
High Low
Lack of number of experts Medium High
From the risk matrix it can be said that the total ranking of any particular risk is partly
dependent on both the impact and the probability of the risks on the success of the project.
Risk analysis: In this phase the risks those have been identified by the project manager
will be analyzed accordingly based on their negative influence or impact. In other words it can
be said that implication and analysis of risks can reduce the impact of the risks from the project
success. The risks factors should definitely meet the justified resolution to resolve get resolved
completely (Kerzner and Kerzner 2017). The causative factors rather the root cause of the risks
are to be eliminated by the project manager to resolve the risks rather from further raise of the
risks. In this phase it is important to install the possibilities of the vandalism. Not only this but
the companies who are capable of afford and avail the solar power panel equipments, are needed
to be cooperated o the project for its future success. After identification of the risks these are
needed to be further mitigated by the project manager (Bahramara et al. 2016). Apart from this
resource analysis, stakeholder management are the other factors associated to the project success
much be analyzed by the project executives and the project team members.

4RISK MANAGEMENT
Contract with the government and also with the other key stakeholders can moderate the
risk factors. The ATA will also establish contract and terms along with the contractors to make
sure the accountability and the transparency of the business organization via a governmental
database (Frisari and Stadelmann 2015). However the company requires accepting the lower risk
factors that includes the cultural barriers, language gap etc. Thus the company should incorporate
successful mechanism through which the impact of the risk factor can be eliminated completely
from the solar power project.
Risk management planning: In this phase the risk management approaches are to be
planned by the project administration (Bahramara, Moghaddam and Haghifam 2016). The
possibilities of government support or the total contribution from the government can be planned
in this phase. In order to identify and install the necessary resources proper scrutiny on employee
engagement is required.
Risk response and monitoring phase: In order to understand the current condition of
the risks and whether they are rising again or not can be analyzed with the help of this factor. In
this phase the risks are to be monitored by the project team members. The project monitoring is
the responsibility of the project administration (Join et al. 2016). The East Timor has a different
terrain that may impede the accurate installation of the solar system. Thus, in this phase where
the project should have to be established is identified.
Conclusion
From the overall discussion it can be concluded that, it is the responsibility of the
management team to establish or recall the location the location where it will be established.
While installing the project it should have to be rescheduled to avoid excessive financial losses.

5RISK MANAGEMENT
However, after getting appreciation from the locals the installation should have to be done by the
project administrators. Proper improvement strategies are to be adopted by the project team
members to install the project in the friendly areas and simultaneously in the unfriendly terrains
also.

6RISK MANAGEMENT
References
Adil, A.M. and Ko, Y., 2016. Socio-technical evolution of Decentralized Energy Systems: A
critical review and implications for urban planning and policy. Renewable and Sustainable
Energy Reviews, 57, pp.1025-1037.
Ahmed, S., Elsholkami, M., Elkamel, A., Du, J., Ydstie, E.B. and Douglas, P.L., 2015. New
technology integration approach for energy planning with carbon emission
considerations. Energy Conversion and Management, 95, pp.170-180.
Bahramara, S., Moghaddam, M.P. and Haghifam, M.R., 2016. Optimal planning of hybrid
renewable energy systems using HOMER: A review. Renewable and Sustainable Energy
Reviews, 62, pp.609-620.
Brookes, N.J. and Locatelli, G., 2015. Power plants as megaprojects: Using empirics to shape
policy, planning, and construction management. Utilities Policy, 36, pp.57-66.
Frisari, G. and Stadelmann, M., 2015. De-risking concentrated solar power in emerging markets:
The role of policies and international finance institutions. Energy Policy, 82, pp.12-22.
Ho, W., Zheng, T., Yildiz, H. and Talluri, S., 2015. Supply chain risk management: a literature
review. International Journal of Production Research, 53(16), pp.5031-5069.
Join, C., Fliess, M., Voyant, C. and Chaxel, F., 2016. Solar energy production: Short-term
forecasting and risk management. arXiv preprint arXiv:1602.06295.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.

7RISK MANAGEMENT
Samper, M.E., Eldali, F.A. and Suryanarayanan, S., 2019. Risk assessment in planning high
penetrations of solar photovoltaic installations in distribution systems. International Journal of
Electrical Power & Energy Systems, 104, pp.724-733.
Santos, M.J., Ferreira, P. and Araújo, M., 2016. A methodology to incorporate risk and
uncertainty in electricity power planning. Energy, 115, pp.1400-1411.