Risks management analysis during Development stage of the Channel Term Paper

Risks management analysis during Development stage of the Channel Tunnel Project, Including management of environmental risks du - Term Paper Example (Yan-juan, Ding-li, & Jian-jun, 2009 p2). This is then followed by the assessment of the influence of the excavation on underground strata structures, and how such excavation might lead to their deformation. To reduce the probability of these risks, the Construction, Design and Management Regulations have been developed to aid the monitoring and avoidance of the risks. The necessary controls are then implemented immediately, to prevent the occurrence of the risks (Aritua, 2011 p304). When all that information is collected, a program detailing the nature of the strata and how it might be influenced by the excavation of the tunnel is developed (ProQuest, 2012 p2). The details of the settlement and deformation of the strata are recorded, and a scheme to control the occurrence of the deformation of the strata then generated (Yan-juan, Ding-li, & Jian-jun, 2009 p3). The monitoring and current control strategies are then established, to ensure that the influences of the excavation are cons tantly monitored and Consistent management of the site and the assessment of the structures is done on a real-time basis, and any necessary control and rectification implemented. The risks that were poorly identified were the risks to do with site investigation, which forms the basis for providing adequate information regarding what type of products can be undertaken on the area. This resulted to the establishment of risk registers for tunneling that details every aspect of the site, to ensure that all ground risks have been assessed, and the appropriate features registered, to inform the nature of the most viable project (ProQuest, 2012 p1). Environmental Risk Management during the project life cycle The project life cycle consists of four main stages namely the identification, definition, implementation and the closure stage (Lycett, 2004 p292). However, there are various environmental risks factors that are associated with these stages of the project lifecycle, which contributes to the complexity of the project. The competition for contractors was identified as the major environmental risk, since the construction companies with critical resources and the ability to mobiles are always in constant competition (Aritua, 2011 p310). The organizational structure and the project team coordination is yet another environmental risk factor that was identified, that contributes to the complexity of the project, if not adequately addressed. Social complexity is yet another environmental risk factor, which is contributed by the various actors in the project, and their diverse interests, who may include the politicians and the surrounding communities. Their conflict of interest serves to delay the implementation of the project (Clifton, 2011 p47). However, the reputational risk was poorly assessed. This risk emanates from the direct relationship between the project and the end-users, as well as the stakeholders, since the reputation of a project, is considered a vulnerab le asset, which depends on the project environment to have it sustained (Eisner, 2000 p12). The environmental risks were assessed through assessing the interaction between the project, the people and the organizations, in terms of aspects such as politics and ambiguity, which serves to complicate the