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75 Table 8.4. Example implementation framework. Performance Implementation Steps Responsible Party Project Improvement and Performance Development Phase Opportunity/Action (Tools) Measurement (Steps) Risk Identification Red Flag Items Develop tool Program or party Planning Develop appropriate tools to application approach for responsible for support the identification of documenting identified risks implementation with risks performance measurement Planning Risk Assessment/Analysis Contingency Percentage Program or party Develop tools that provide Prepare guidance for selecting responsible for for a contingency estimate contingency values consistent implementation with with planning phase performance measurement Planning All Steps Training Develop training Program or party modules to incorporate risk responsible for identification and risk implementation with assessment/analysis for performance contingency applications for measurement planning Continue with Continue with Continue with implementation Continue with Programming Phase... opportunity/actions from steps from tools... assignment of methods... responsibilities and measures agement process. A short statement might be provided to sary resources to develop the implementation framework de- focus the step for the particular project phase of interest. The scribed in Table 8.4. The first decision is the type of structure third column identifies the tools that might be used in this that will be used and the resource dedicated to the risk man- project phase in support of the risk management step. Col- agement approach under this structure. Once the structure is umn four provides for the assignment of responsible parties in place, the resources used to implement risk management for managing implementation of the steps and tools. Column will need to focus on policies, training, procedural develop- four should also include performance measures to guide ment, and eventually development of tools. whether the tool is working as intended. While Table 8.4 focuses on specific risk management is- 8.6 Summary sues, an integrated implementation plan must consider the interaction between the risk management process and other This chapter illustrates a purposeful approach to integrat- project management processes such as cost estimating and ing and implementing the concepts and content found in this cost management. Both of these processes use inputs and out- Guidebook. The framework proposed in the final section of puts of the risk management process. The risk management the chapter is one method for creating a strategic path for- process also provides information to these two processes. ward with the goal of controlling project costs through risk There may be other processes that are influenced by the use management. Agencies can develop other approaches that of risk management. The user of the Guidebook is encour- use the steps and tools presented in this Guidebook. A sys- aged to make an assessment of those related process that are tematic approach to risk management is essential to aid in impacted by implementing risk management. controlling costs. The use of expert consultants in this area is Further, to successfully implement risk management, or- encouraged, especially when the more sophisticated tools are ganization structures must be in place to provide the neces- implemented in support of certain risk management steps.