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Hi everyone and welcome to Part B of
Session 5 in PMGT 823, Project Risk
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Management. In this part, we will
continue exploring the plan risk
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process with a focus on contingency
planning and risk documentation.
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Let's dive into it.
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In this part of Module 5, we will
explore how to prepare backup plans for
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uncertain situations and how to document
risk responses clearly within the
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project. Both of these are key to making
sure your plans are understood and
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successfully carried out.
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A contingent response strategy is a
backup plan that only gets activated if
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certain conditions happen.
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These strategies are useful when the
team expected enough warning to act in
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time. The condition that triggers the
response is known as a trigger.
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These strategies are also called
conditional responses.
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Triggers can include things like missed
deadlines, quality issues, or vendor
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delays. They help the team stay ready
without committing too many resources
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upfront.
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Contingency plans are common in projects
where there is uncertainty, but it can
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be anticipated.
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These plans help teams get ready for
possible disruptions by defining actions
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ahead of time.
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For example, a construction team might
prepare a backup supplier in case the
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primary vendor fails to deliver
materials on time.
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A software team may assign a backup
developer in case a key engineer leaves.
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a logistics company might plan a backup
route in case of road closures or other
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local disruptions. These examples show
how planning ahead helps teams stay on
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track even when surprises happen.
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this table shows some common project
triggers along with suggested
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plans each trigger represents a specific
situation that could lead to a risk
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like technology failures or a shortened
project timeline instead of just listing
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the possible outcomes this version
focuses on what the team can actually do
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response for example if a key technology
fails the team might use a backup
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option they have already tested or if
their schedule is compressed they can
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identify tasks to scratch crash, and
prepare extra resources in advance.
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These plans help the team stay ready
without overcommitting and ensure the
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project keeps moving even when things do
not go as expected.
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Both contingency and fallback plans are
reactive strategies used in uncertain
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situations. But what are the differences
between them?
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Well, a contingency plan is triggered
when a specific condition happens and
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answers the question, what if this
occurs?
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But a fallback plan is used when the
original response fails and answers what
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nothing goes as planned.
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Together, they provided layered
protection against risk and uncertainty.
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Both plans should clearly define
resources, timing, and the path for
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Sometimes when we respond to a risk, we
might unintentionally create new risks.
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These are called secondary risks, and
they happen as a direct result of the
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response itself.
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Some tweets may also remain even after
we have taken action.
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These are called residual risks, and
they reflect what is left over after the
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response is complete.
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Both secondary and residual risks should
be documented and accessed, like any
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other risk in the project.
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Once you define your response triggers
and new risks, you need to update the
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risk register and other related
documents.
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This helps the whole team stay aligned
and ensure everyone is working with the
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most current information.
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You should update the risk register with
details like strategies, triggers,
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fallback plans, and secondary risks, if
possible.
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The project schedule may also need
change to reflect contingency
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resource calendars or team assignments
should be adjusted if responsibilities
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shift.
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In this example, Daniel is leading a
hospital renovation project and sharing
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lessons learned with his team.
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Early on, they identified a risk of
delay in medical equipment delivery, so
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created a contingent response plan. The
trigger was missing the shipping
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confirmation, and the response was to
contact the backup supplier.
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They also had a fallback plan to borrow
emergency stock from a university
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warehouse in case the first plan failed.
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Fortunately, the main plan worked, but
knowing they had a fallback increased
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their confidence.
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Later, they discovered a secondary risk
when the backup supplier was unfamiliar
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with the hospital procedures.
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This caused delays and required extra
training, which they document as a new
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risk. Daniel explains how they updated
the risk register.
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project schedule, and resource
assignments to reflect all changes.
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He ends by saying not everything went
exactly as planned, but planning ahead
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keeping documents updated helped keep
things on track.
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And this brings us to the end of Part B.
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we have explored how to design
contingency and fallback plans and how
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project documents as new risks emerge if
you have any questions feel free to
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send an email or share them on the
discussion board thank you very much
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for watching this video and when you are
ready please continue to part c
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