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\title{Implementation of Risk Management in IOCL Tender Driven Project -A Case Study}
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             \author[1]{Viraj  Sant}

             \author[2]{Dr. D.N.  Raut}

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\date{\small \em Received: 12 December 2018 Accepted: 5 January 2019 Published: 15 January 2019}

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\begin{abstract}
        


The paper is about understanding the current process in automation execution process and application of project management practices to it. The project is of automation of more than 6000 sites across the India for IOCL. The current model is waterfall model. After the study it is observed that there is lack of project management and project planning in the project. This affects the timeline and cost of project. The main objective is to introduce PM. Since agile practices are excellent for communication management and project controlling, the report proposes agile approach for current process. Since there are limitations for complete agile implementation, a mix approach, combining agile and waterfall can be used. Along with agile there are many other trends which can be applied to improve project efficiency. Report suggests visual project management, emotional intelligence as a tool for the project. Paper focuses on process and tools for implementation of risk management. It also checks the effectiveness of risk management plan.

\end{abstract}


\keywords{project management (PM), risk management, visual project management.}

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\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
BC company provides equipment and services for forecourt management. Company provides automation solution through which all equipment on fuel station and communicate with each other and push the real time data on host. This study is about the implementation of risk management for execution project in the service field. It mostly refers on how to implement risk management process and where to implement it.\par
Lack of scope change management, poor communication, poor data handling, planning and prioritization of activities are the important observations of study. Since project is carried out across India and managed from several locations, stakeholder management is also important in the project. Current practices lag in terms of risk management. The purpose is to ensure that all the risks (process, system, people, external events, and financial risk) are managed effectively so that the company mission and vision are not affected and all company Key Performance Indicators (KPI) (Quality, Cost, Delivery, Accountability, and Continuous Improvement) are achieved.\par
Methods like training, brainstorming, checklist, survey and risk score matrix are used to determine the results. These methods are initially obtained from literature review that has been conducted in the early stage of the study. Lastly, this study also will measure the] effectiveness of the implementation of risk management process. 
\section[{II.}]{II.} 
\section[{Literature Review}]{Literature Review}\par
Vandersluis, Chris studied Application agile methodology to non-software enterprise projects. He said, Agile thinking was never designed to be restricted to just software development \hyperref[b3]{[4]}. Priyam Dhani and Dr. Tanu Sharma studied HISTORY, MODELS AND MEASURES of emotional intelligence. This paper sought to review the literature on emotional by discussing the history of EI to the different theories and measures of EI. Lavanya, N. \& Malarvizhi presented paper on risk management. This paper presents the structured Risk Management process followed at Nokia Siemens Networks that helps avoid crisis situations and incorporate learning from past mistakes \hyperref[b1]{[2]} C. WU and S. H. HSIEH studied Visual Project Management based on questionnaires and industry interviews, the research in this paper prototypes a visual project management information system (VisPMIS) for effectively solving project related problems such as information and system integration among different project participants and engineering application systems. 
\section[{III.}]{III.} 
\section[{Risk Management Process}]{Risk Management Process}\par
Risk management is a process of identifying risk, planning responses to those risks, and monitoring them throughout the project life cycle. On the other hand, a risk management plan is a document which documents the detailed plan to identify risks, analyze the risks, developing responses, and how to manage the responses. It describes how the risk management activities will be carried out in the project. \hyperref[b0]{[1]} Steps in a risk management plan are as follows:\par
? Plan Risk Management Plan Risk Management is the process of defining how to conduct risk management activities for a project. The key benefit of this process is that it ensures that the degree, type, and visibility of risk management are proportionate to both risks and the importance of the project to the organization and other stakeholders. Team meeting was carried out to create this plan. Risk management plan is a component of the project management plan that describes how risk management activities will be structured and performed 
\section[{? Identify Risks}]{? Identify Risks}\par
Identify Risks is the process of identifying individual project risks as well as sources of overall project risk and documenting their characteristics. The key benefit of this process is the documentation of existing individual project risks and the sources of overall project risk. It also brings together information, so the project team can respond appropriately to identified risks. 
\section[{? Analyze Risks}]{? Analyze Risks}\par
In order to handle the risk, its prioritization must be done. Quantitative and qualitative analysis is done for all identifies risks. 
\section[{? Planning the Responses}]{? Planning the Responses}\par
Plan Risk Responses is the process of developing options, selecting strategies, and agreeing on actions to address overall project risk exposure, as well as to treat individual project risks. The key benefit of this process is that it identifies appropriate ways to address overall project risk and individual project risks. This process also allocates resources and inserts activities into project documents and the project management plan as needed. 
\section[{? Monitor and Control the Risks}]{? Monitor and Control the Risks}\par
In order to maintain the established process proper monitoring of plan is required.\par
Tools may be used -1) Interview-Discussion with expertise and understanding the current scenario through their vision is always helpful. Interview can be taken within the team or expert from outside the team. 
\section[{2) Brain storming-It is a group creativity technique by}]{2) Brain storming-It is a group creativity technique by}\par
which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its members.\par
3) Root cause analysis-Root cause analysis is an approach for identifying the underlying causes of an incident so that the most effective solutions can be identified and implemented. It's typically used when something goes badly but can also be used when something goes well. Within an organization, problem solving, incident investigation, and root cause analysis are all fundamentally connected by three basic questions: ? What's the problem?\par
? Why did it happen? ? What will be done to prevent it from happening again? 4) SWOT analysis-SWOT matrix is a strategic planning technique used to help a person or organization identify strengths, weaknesses, opportunities, and threats related to business competition or project planning. Users of a SWOT analysis often ask and answer questions to generate meaningful information for each category to make the tool useful and identify their competitive advantage. SWOT has been described as the tried-and-true tool of strategic analysis.\par
? Strengths: characteristics of the business or project that give it an advantage over others.\par
? Weaknesses: characteristics of the business that place the business or project at a disadvantage relative to others.\par
? Opportunities: elements in the environment that the business or project could exploit to its advantage.\par
? Threats: elements in the environment that could cause trouble for the business or project IV. 
\section[{Case Study}]{Case Study}\par
The proposed plan is implemented in the project. Few steps are changed based on project requirements are team discussion. 
\section[{Project risk Plan}]{Project risk Plan}\par
Following areas are covered and planned in project management plan.\par
Risk strategy: Identify and Prioritize the risk and attempt the highest affecting risk. Methodology: A risk register will be created and maintained by the risk management team. Regular meetings will be conducted to plan and mitigate the risk. Roles and responsibilities: During the planning meeting following responsibilities are defined -1. Risk management team members -Director, Project manager, Zonal heads, Cross functional team representatives. 2. Decision making -Risk team 3. Budget approval -Director 4. Data collection -Zonal heads 5. Document maintenance and risk mitigation tracker -Project manager Funding: No separate fund is needed as it is a parallel activity. If fund is needed for risk mitigation plan, it will be approved by director.\par
Timing: For this project risk register is reviewed and updated during project planning phase. It will be quarterly reviewed with management.\par
Risk categories: Provide a means for grouping individual project risks. A common way to structure risk categories is with a risk breakdown structure (RBS), which is a hierarchical representation of potential sources of risk An RBS helps the project team consider the full range of sources from which individual project risks may arise. Pl 
\section[{Table 1: Risk categories}]{Table 1: Risk categories}\par
Definitions of risk probability and impacts: Definitions of risk probability and impact levels are specific to the project context and reflect the risk appetite and thresholds of the organization and key stakeholders. The project may generate specific definitions of probability and impact levels or it may start with general definitions provided by the organization. The number of levels reflects the degree of detail required for the Project Risk Management process, with more levels used for a more detailed risk approach (typically five levels), and fewer for a simple process (usually three). Table provides definitions of probability and impacts against three project objectives. These scales can be used to evaluate both threats and opportunities by interpreting the impact definitions as negative for threats (delay, additional cost, and performance shortfall) and positive for opportunities (reduced time or cost, and performance enhancement) \hyperref[b4]{[5]}. 
\section[{Table 2: Definition of probability and impact}]{Table 2: Definition of probability and impact}\par
Probability and impact matrix: Risk is defined in two dimensions: the uncertainty dimension (assessed as probability of occurrence), and the effect dimension (assessed as impact on objectives. The effect on objectives is relatively simple to estimate, as it involves a simple exercise in imagining the situation where the risk happens. Prioritization rules may be specified by the organization in advance of the project and be included in organizational process assets, or they may be tailored to specific project. Opportunities and threats are represented in a common probability and impact matrix using positive definitions of impact for opportunities and negative impact definitions for threats. Descriptive terms (such as very high, high, medium, low, and very low) or numeric values can be used for probability and impact. Where numeric values are used, these can be multiplied to give a probability-impact score for each risk, which allows the relative priority of individual risks to be evaluated within each priority level. 
\section[{Figure 1: Probability impact matrix}]{Figure 1: Probability impact matrix}\par
Reporting formats: Reporting formats define how the outcomes of the Project Risk Management process will be documented, analyzed, and communicated. This section of the risk management plan describes the content and format of the risk register and the risk report, as well as any other required outputs from the Project Risk Management processes.\par
Tracking: A tracker is developed in which all key information related to risk can be record and track. The document consists of risk description, owner, risk mitigation.  
\section[{Risk identification}]{Risk identification}\par
This process is performed throughout the project. Following tools are used in the project.\par
? Document review-The tender is reviewed and studied. As the project is tender driven, it is necessary to review the tender. There is may clause related to payment and service which may create 2) Brain storming-A brain storming session is done during a 3-day workshop conducted for automation. All state heads, regional head, head office team were part of this session. Based on quaternary, a list of risk is prepared. 3) Root cause analysis-Consider the following example of RCA done for delay in material delivery.   
\section[{Risk identification output}]{Risk identification output}\par
As output of risk identification following risks are recorded in risk register:Table 3: Risk identification 3. Quantitative \& Qualitative Risk analysis\par
As a result of quantitative and qualitative analysis, probability and impact are assigned to identifies risks.  
\section[{Results and Discussion}]{Results and Discussion}\par
The impact or effectiveness of applied risk management plan will be evaluated in 2 ways.\par
? A checklist will be prepared and circulated among key stake holders to check whether all risks are captured or not.\par
Table  {\ref 6}: Checklist for risk management implementation\par
From the above, it is transformed into a pie chart. Risk treatment plan is in progress. ? Another way of measuring effectiveness is by checking whether mitigation plan is effective or not.\par
A key performance index is identified which are affecting a particular risk. The impact of risk mitigation plan is measured on that KPI.\par
Table  {\ref 7}: Checklist for risk management implementation \hyperref[b5]{[6]} Among the 12 points mentioned first 9 points are considered, as remaining point will take some time for implementation.  The process followed in the system had many gaps. There was failing in terms of timeline and cost because of poor planning, lack of risk management, poor communication. For smooth execution, process need to be modified. Project management is lacking in execution. As the scope is not going to vary once tender is accepted and there are so many structured things in Agile, it is difficult to implement agile in this project. Since agile and execution project have many differences like lead time, cost of equipment. the method can't be applied directly. Visual Project Management helps in data handling and tracking. 
\section[{Criteria}]{Criteria} 
\section[{VI.}]{VI.} 
\section[{Conclusion}]{Conclusion}\par
ABC company is growing faster in automation business. In order to meet the project targets company is implementing Risk Management plan for the automation project. It can be further expanded to complete service department.\par
Many problems in project can be avoid or reduced by proper implementation of risk management plan. Many problems in the project can be avoided or addressed in early stage with the help of risk management. A risk management plan is created, and risk analysis is done for the project.\par
The effectiveness of implemented process is also analyzed. For most of the components, the implemented plan is effective. Risk management may not avoid the problem completely, but it can reduce the impact of problem.\begin{figure}[htbp]
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\caption{\label{fig_2}Figure 3 :}\end{figure}
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\noindent\textbf{4}\includegraphics[]{image-5.png}
\caption{\label{fig_3}Figure 4 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{5}\includegraphics[]{image-6.png}
\caption{\label{fig_4}Figure 5 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{6}\includegraphics[]{image-7.png}
\caption{\label{fig_5}Figure 6 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{4} \par 
\begin{longtable}{P{0.85\textwidth}}
Implementation\end{longtable} \par
  {\small\itshape [Note: A]} 
\caption{\label{tab_0}Table 4 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{5} \par 
\begin{longtable}{}
\end{longtable} \par
 
\caption{\label{tab_1}Table 5 :}\end{figure}
 			\footnote{© 2019 Global Journals} 		 		\backmatter  			  				\begin{bibitemlist}{1}
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\end{document}
