Project Management: Risk, Communication, and Quality Analysis Report

This project report delves into project management practices, focusing on risk management, communication, and quality assurance within a construction context. It begins by critically evaluating the risk management process, emphasizing risk identification, analysis, and the development of a risk register to address stakeholder concerns and potential environmental impacts. The report then examines the significance of project communication, proposing a communication plan to ensure effective information flow. Furthermore, it assesses the quality management process, outlining a strategy for continuous quality improvement. The report also highlights the importance of technological advancements, such as IoT, BIM, and data analytics, in enhancing the performance of the construction sector. The report draws on various academic sources to support its analysis and recommendations, providing a comprehensive overview of key project management elements.

Project management in
practice

Table of Contents
Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Critically evaluate the risk management process and develop a risk register to identify
perform a risk analysis for dealing with reckon stakeholders and possible environmental
impact.....................................................................................................................................1
Importance of project communication and develop communication plan for the project......4
Evaluate the quality management process and develop a quality management strategy for the
project that ensure QMS includes details of measure to promote continuous quality
improvement...........................................................................................................................6
To improve the performance of the construction sector technology is very important are such
as.............................................................................................................................................7
CONCLUSION................................................................................................................................8
REFRENCES...................................................................................................................................9

INTRODUCTION
Management practices covers the working methods and innovations that higher authority
use to improve the effectiveness of work systems. Common management practice includes the
overall scenario that involves the empowering staff, training staff, introducing staff member’s
schemes foe improving quality and introducing different forms of innovation which helps to
accomplish aims and objectives for the organization. it involves the social procedures that
includes the collaboration of humans and material resources by the function of planning,
organising, staffing, leading and controlling in context to acquired stated objectives Bouranta,
and et.al 2019). This report determines the strategic reports to evaluate the risk management
process and develop at a risk register and associated matrices of both identify and perform a risk
analysis foe dealing with project stakeholders and possible environmental impact and also
include the evaluation need and importance of project communication to develop a
communication plan for the reckon. Analyse the quality management process and develop a
quality management strategy for the project. It includes the details of measures to promote
continuous quality improvement. In last to improve the performance of the construction sector,
innovation is important and include the various technologies to gain prominence in the
construction industry such as, internet of things, building information modelling, big data
analytics, robotics and automation and various other.
MAIN BODY
Critically evaluate the risk management process and develop a risk register to identify perform a
risk analysis for dealing with reckon stakeholders and possible environmental impact.
Risk management covers the identification evaluation and prioritization of risk followed by
coordinated and economical application of resources to minimize, monitor and control the
probability and impact the unfortunate event and increase the realization of opportunities. It
assessing and controlling threats to an organization capital and earnings. These threats or risk
stem for a wide variety of sources, involving financial uncertainty, legal liabilities, strategic
management errors accident and natural disaster. It is very important term to applied to a logical
and systematic methods of establishing in the context of evaluating, treating, monitoring and
communication risk associated with an activity, function or process in a way that will enable
organization to reduce the losses and enhance the opportunities (Chege and Wang 2020).
1

Management is the practice of handling and organising reckons and people and good managers
may adjust a particular employees work load or task list to assist them perform at their highest
potential. It includes the various principle to work in sequence manner and more work at the
most fundamental level include a discipline that consists set of five general functions, planning,
organising, staffing, leading and controlling. These functions are very helpful and are part of
body of practices and theories how to become a successful manager in the organization. human
resource is responsible management practice that includes the resourcing ad integration, this
organization makes every effort to attract and hire the most highly skilled employees or people in
the industry (Danese Lion and Vinelli 2019) It is very essential to acquiring group goals that
arranges the factors of production, assembles and organizes the resource that integrates the
resources in ethical manner to accomplish aims and objectives. It direct groups efforts towards
achievement of pre-determined goals. It simply management in practice includes the
performance management that is working in continue manner to develop their employees,
establish clear goals and provide the continue feedback throughout the year
To create a risk management plan register first of all, define the approach by the risk
management plan, utilization of risk management plan to create risk register and identify risk
events and the potential impact of those risk. Analyse, prioritize and assign risk plan the risk
responses, monitor and adjust accordingly. Effective risk management is very important for the
success of a high project built and operated by the department of energy, therefore the one kind
of project that characterize much for its mission. To increase the risk management efforts, the
department asked to NRC to prepare a conclusion of most effective practiced that is used by
leading founder of organizations. Project managers with a basic understanding of the project
owner risk management role and effective oversight of those risk management activities
delegated to contractors. Risk identification is performed responsibility of founder that is the first
participant in the reckon, and also identified the sooner plans that can be made or mitigate or
mange them. To assigning the risk identification process to contractor or a project manager that
is rarely successful and may be consider a way to acquire the appearance of risk identification
without actually doing it. It is very essential that all project management personal receives the
specific training and development program which is very essential to give their best in the
organization and manage all the situations which is enhance the skills and abilities. It also
involves the risk management methodology (de Araújo and Verbano 2020). Mostly training
2

program not cover the risk analysis techniques but include the managerial skills required to
interpret risk assessment. Owner lack the specific expertise and experience to identify all the risk
of a project without assistance, DOE project directors is responsible to ensure that all significant
risk are identified by the integrated project team. The actual identification of risk may have
carried out the representatives by contractors and through the internal and external consultants
and advisors (Figueiredo Pais and Mónico 2019) Methods of risk identification in project
management, stakeholders ready for the risk and high number of methods used in risk
identification. Comprehensive database of the events on past projects are very helpful, this
knowledge is frequently lies buried in people minds and access to it includes brainstorming
session with the help of project team or a significant subset of it. In the addition of technical
expertise and experience, personal contacts and group dynamics are keys to successful risk
identification. Project team are responsible to do interaction face to face that is required to boost
open communication and trust, that are essential to effective risk identification, with team,
subordinates and members will be reluctant to raise their risk concerns in a free forum. However
smaller, specialized groups can perform risk assessment and the risk analysis. Effective ongoing
risk identification requires input from the entire projects team and from the other outside it. Risk
identification is one reason early activation of IPT is important to project success. The risk
identification procedure on a project is typically one of the brain storming and daily basis rules
of apply: project is responsible for involved in the activity, potential risk identified by the
project team, no criticism of any suggestion is permitted, potential risk identified by anyone
should be recorded weather other members of groups consider it to be significant. In last all
potential risk identified by brainstorming should be documented and followed up by the
information and processing technology (Giermanowska Racław and Szawarska 2020)
The objective of Risk identification is to identify all measurable risk not to eliminate risk
from consideration or develop solution for mitigating risk and functions are carried out at the
time of risk assessment and its mitigation steps. Some of the documentation and materials that
should be used in risk identification as they become available involve these, sponsor mission
objectives, and strategy, and project goals acquire this strategy. Project justification and cost
effectiveness, performance and technical specifications, schedule and milestone, financing,
procurement, execution plan, benefits projection and cost estimate, environmental impact
3

statement (Hydle and Billington 2020). There are many ways to approach that required risk
identification that to be repeated as the source of information.
First of all, identify the root causes of risk that identify the undesirable events or things that can
go wrong and the identify the potential impact on the reckon of each such event.
To identify the important function of the project must perform aims and objectives that must
reach to be consider successful and identify all the possible modes through the function might
fail to perform. Approaches can work, but the reckons team may find it easier to identify all the
factors that are important to success and then worked backward to identify the things can go
wrong with each one.
4

REFRENCES
Books and journals
Bouranta, N., Psomas, E., Suárez-Barraza, M.F. and Jaca, C., 2019. The key factors of total
quality management in the service sector: a cross-cultural study. Benchmarking: An International
Journal.
Chege, S.M. and Wang, D., 2020. The influence of technology innovation on SME performance
through environmental sustainability practices in Kenya. Technology in Society, 60, p.101210.
Danese, P., Lion, A. and Vinelli, A., 2019. Drivers and enablers of supplier sustainability
practices: a survey-based analysis. International Journal of Production Research, 57(7), pp.2034-
2056.
de Araújo Lima, P.F., Crema, M. and Verbano, C., 2020. Risk management in SMEs: A
systematic literature review and future directions. European Management Journal, 38(1), pp.78-
94.
Figueiredo, E., Pais, L. and Mónico, L., 2019, September. The Perspective of Human Resource
Management Practices as Determinants of Knowledge Management Processes. In Proceedings of
the 20th European Conference on Knowledge Management (September 5, 2019) (pp. 336-343).
Giermanowska, E., Racław, M. and Szawarska, D., 2020. Good Practices in the Personnel
Management Process. In Employing People with Disabilities (pp. 97-137). Palgrave Pivot,
Cham.
Hydle, K.M. and Billington, M.G., 2020. Entrepreneurial practices of collaboration comprising
constellations. International Journal of Entrepreneurial Behavior & Research.
Kwayu, S., Abubakre, M. and Lal, B., 2021. The influence of informal social media practices on
knowledge sharing and work processes within organizations. International Journal of
Information Management, 58, p.102280.
Maassen, A. and Sostongs, C., 2020. The added value of European collaboration to improve the
uptake of best practices. European Journal of Public Health, 30(Supplement_5), pp.ckaa165-658.
Onofrei, G., Fynes, B., Nguyen, H. and Azadnia, A.H., 2020. Quality and lean practices
synergies. International Journal of Quality & Reliability Management.
Sheng, T.C., 2019. Principles and Practices of Monitoring. Monitoring and Evaluation of Soil
Conservation and Watershed Development Projects, p.13.
Stahl, G.D., 2020. “We Make Our Own Rules Here”: Democratic Communities, Corporate
Logics, and “No Excuses” Practices in a Charter School Management Organization. Journal of
Contemporary Ethnography, 49(2), pp.176-200.
5

Wallin, I., 2021. From co-production of knowledge to a participatory governance concept: a
research design focusing on knowledge practices in flood risk management and disaster risk
reduction (No. EGU21-15643). Copernicus Meetings.
Xie, Y., Zhao, Y. and Chen, Y., 2020, December. Green Supply Chain in Construction Sector,
Government Intervention, Partnerships and Green Practices. In International Conference on
Resource Sustainability-Sustainable Urbanisation in the BRI Era (pp. 93-106). Springer,
Singapore.
Yadav, R., Mittal, M.L. and Jain, R., 2019, September. Lean practices in software development
projects: A literature review. In AIP Conference Proceedings (Vol. 2148, No. 1, p. 030044). AIP
Publishing LLC.
6