PROJMGNT 1002 Project Risk Management

PROJMGNT 1002 Project Risk Management

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PROJMGNT 1002 Project Risk Management

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PROJMGNT 1002 Project Risk Management

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Course Code: PROJMGNT1002
University: The University Of Adelaide is not sponsored or endorsed by this college or university

Country: Australia


There are various forms of multifaceted projects that mainly deal with the aspect of management of oil refineries and the operation done during nuclear power. This paper mainly focuses on the aspect of incident based on BP Deepwater Horizon.


1. Introduction
The control and fast response is a form of approach that would be undertaken when an individual or a particular body would be dealing with complex projects. The project complexity would mainly include the various forms of uncertainty that would occur during the project outcomes (Jones & Jones, 2013). There are various forms of multifaceted projects that mainly deal with the aspect of management of oil refineries and the operation done during nuclear power. This paper mainly focuses on the aspect of incident based on BP Deepwater Horizon. It also focuses on the implications of the case and discusses about the control and the method of approach based on the incident.  
2. Discussion 
The report focuses on the case study based on BP Deepwater Horizon. The case study dealt with the factor of negligence. The engineers within the ship were very much aware of the fact that the cement base was not in the proper form (De Wolf, 2013).
One of the most important attributes of “control-and-fast response” is that this form of approach would help in playing a major role within the operations management within some of the complex projects or case studies such as the BP Deepwater Horizon. The mindfulness within the projects would mainly specify the security management in order to extract the best form of results. This approach is also meant to refine the existing system of case study with the help of proper form of monitoring and gaining newer form of experiences and bring innovative ideas based on expectations for the purpose of mitigating uncertainties within the complex case studies. The use of mindfulness within this case study would also include the development of soft skills within the individuals, which would be helpful for them in order to impose actions against any form of unsolicited situations (Harrington & Dunne, 2015). The use of soft skills would also be a major help for handling of such kinds of delicate operations in order to achieve resilience. The use of mindfulness policy would also be able to indicate policies during such cases of failure within the systems. The use of this policy would also be helpful for modifying routines that would be deviated within critical form of situations. This would hence create new form of changes within the operations of complex project (Carvalho & Rabechini Junior, 2015).  
The primary differences within the control and response over the complex project management along with the policy of mindfulness would be crucial for two major reasons. They would be helpful in generating effective policies and knowledge for the purpose of avoiding various deviations, which can become a factor of constraint for achieving the project goals. The mindfulness would also act as an alert tool for various individuals who would be partners within the project for delivering necessary form of actions against various situations based on emergency during the project development phases (Hyde & LaPrad, 2015).
Based on the mentioned case study of BP Deepwater Horizon, the method of control and fast response would be applied for proper outcomes. This approach would mainly reflect on the attribute of mindfulness. The use of mindfulness could had been of a major help for engineers who were on shore as they could report about the incident top the higher authorities in order to implement faster actions. After the proper knowledge of the incident, the management team would had taken actions based on the incident and could provide recommendations on modifying the entire infrastructure (Locatelli, Mancini & Romano, 2014).   
There were various uncertain factors within the environment of the BP Deepwater Horizon case study (Starbird et al., 2015). The issues based on the incident were not addressed properly by the management team. The engineers within the ship were aware of the lack within the infrastructure of cement base. Despite of being aware of the incident, the engineers had not informed the higher level of management. This would imply about the absence of the attribute based on mindfulness. The approach of control and fast response could be helpful for engineers in order to take necessary form of actions that would be in relation with construction of the base of cement (Brauer, 2016). Hence, the implementation of this approach would help in improvising the entire operation of BP Deepwater Horizon case study.
Based on the discussion from the above case study, it could be concluded that the approach of control and fast response could be considered as an important approach for the purpose of management of within the project. There are other form of attributes that would also be responsible for the appropriate form of conduction within complex projects. In the case study of BP Deepwater Horizon, the approach has been implemented in order to gain proper form of outcomes. The discussion on the concerned case study has been done by mentioning the proper details along with the implication of the mentioned attribute. Hence, it could be concluded that the proper form of approach would had been a major factor in avoiding the incident.  
Brauer, R. L. (2016). Safety and health for engineers. John Wiley & Sons.
Carvalho, M. M. D., & Rabechini Junior, R. (2015). Impact of risk management on project performance: the importance of soft skills. International Journal of Production Research, 53(2), 321-340.
De Wolf, D. (2013). Crisis communication failures: The BP case study. International Journal of Advances in Management and Economics, 2(2), 48-56.
Harrington, A., & Dunne, J. D. (2015). When mindfulness is therapy: Ethical qualms, historical perspectives. American Psychologist, 70(7), 621.
Hyde, A. M., & LaPrad, J. G. (2015). Mindfulness, democracy, and education. Democracy and Education, 23(2), 2.
Jones, G. R., & Jones, G. R. (2013). Organizational theory, design, and change. Upper Saddle River, NJ: Pearson.
Locatelli, G., Mancini, M., & Romano, E. (2014). Systems engineering to improve the governance in complex project environments. International Journal of Project Management, 32(8), 1395-1410.
Starbird, K., Dailey, D., Walker, A. H., Leschine, T. M., Pavia, R., & Bostrom, A. (2015). Social media, public participation, and the 2010 BP Deepwater Horizon oil spill. Human and Ecological Risk Assessment: An International Journal, 21(3), 605-630.

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