read the Case-7.1 “Alaska Fly-Fishing Expedition.” from Chapter 7 “Managing Risk” given in your textbook –
Project Management: The Managerial Process 8th edition by Larson and
Gray page no: 241 also refer to specific concepts you have learned from
the chapter to support your answers. Answer the questions asked in case
study as deliverables where you should consider the milestones and technical
requirements. Also refer to the figures from textbook mentioned in the case
study. Answers to the deliverables should be within 500 Words limitFinal PDF to printer
Chapter 7 Managing Risk 241
Case 7.1
Alaska Fly-Fishing Expedition*
You are sitting around the fire at a lodge in Dillingham, Alaska, discussing a fishing expedition you are planning with your colleagues at Great Alaska Adventures
(GAA). Earlier in the day you received a fax from the president of BlueNote, Inc.
The president wants to reward her top management team by taking them on an allexpense-paid fly-fishing adventure in Alaska. She would like GAA to organize and
lead the expedition.
You have just finished a preliminary scope statement for the project (which follows). You are now brainstorming potential risks associated with the project.
1. Brainstorm potential risks associated with this project. Try to come up with at least
five different risks.
2. Use a risk assessment form similar to Figure 7.6 to analyze identified risks.
3. Develop a risk response matrix similar to Figure 7.8 to outline how you would deal
with each of the risks.
To organize and lead a five-day fly-fishing expedition down the Tikchik River system
in Alaska from June 21 to 25 at a cost not to exceed $45,000.
∙ Provide air transportation from Dillingham, Alaska, to Base I and from Base II
back to Dillingham.
∙ Provide river transportation consisting of two eight-person drift boats with outboard motors.
∙ Provide three meals a day for the five days spent on the river.
∙ Provide four hours of fly-fishing instruction.
∙ Provide overnight accommodations at the Dillingham lodge plus three four-person
tents with cots, bedding, and lanterns.
∙ Provide four experienced river guides who are also fly fishermen.
∙ Provide fishing licenses for all guests.
Contract signed January 22.
Guests arrive in Dillingham June 20.
Depart by plane to Base Camp I June 21.
Depart by plane from Base Camp II to Dillingham June 25.
*This case was prepared with the assistance of Stuart Morigeau.
08/05/19 06:00 PM
Final PDF to printer
242 Chapter 7 Managing Risk
Fly-in air transportation to and from base camps.
Boat transportation within the Tikchik River system.
Digital cellular communication devices.
Camps and fishing conforming to state of Alaska requirements.
Guests are responsible for travel arrangements to and from Dillingham, Alaska.
Guests are responsible for their own fly-fishing equipment and clothing.
Local air transportation to and from base camps will be outsourced.
Tour guides are not responsible for the number of king salmon caught by guests.
The president of BlueNote, Inc. reviews.
Case 7.2
Silver Fiddle Construction
You are the president of Silver Fiddle Construction (SFC), which specializes in building high-quality, customized homes in the Grand Junction, Colorado, area. You have
just been hired by the Czopeks to build their dream home. You operate as a general
contractor and employ only a part-time bookkeeper. You subcontract work to local
trade professionals. Housing construction in Grand Junction is booming. You are tentatively scheduled to complete 11 houses this year. You have promised the Czopeks
that the final costs will range from $450,000 to $500,000 and that it will take five
months to complete the house once groundbreaking has begun. The Czopeks are willing to have the project delayed in order to save costs.
You have just finished a preliminary scope statement for the project (which follows). You are now brainstorming potential risks associated with the project.
1. Identify potential risks associated with this project. Try to come up with at least
five different risks.
2. Use a risk assessment form similar to Figure 7.6 to analyze identified risks.
3. Develop a risk response matrix similar to Figure 7.8 to outline how you would deal
with each of the risks.
To construct a high-quality, custom home within five months at a cost not to exceed
∙ A 2,500-square-foot, 2½-bath, 3-bedroom, finished home.
∙ A finished garage, insulated and sheetrocked.
lar38865_ch07_212-257.indd 242
08/05/19 06:00 PM
College of Administrative and Financial Sciences
Assignment 1
Project Management (MGT323)
Deadline:15 /10/2020 @ 23:59
Course Name: Project Management
Course Code:MGT323
Student’s Name: Mohammed Alharbi
Semester: I
Student’s ID Number: 160228158
Academic Year:2020-21, I Term
For Instructor’s Use only
Instructor’s Name:
Students’ Grade:
Marks Obtained/Out of 5
Level of Marks: High/Middle/Low
What factors and forces contributed to scope creep in this case?
(1.5 Marks)
1. Is this an example of good or bad scope creep? Explain. (1.5
2. How could scope creep have been better managed by the
Nelsons? (2 Marks)
1. Poor Requirements Analysis
Failure in proper requirement analysis occurs when customers do not know or
have a vague idea of what they want; this causes a customer to fail in planning and
identifying business requirements thus assuming to know what is needed. The failure of
early planning causes scope creep whereby the need for added costs and items emerge
(Larson & Larson, 2009).
The Nelsons initial objective was to set up a basic bathtub with a plastic frame
around the tub, however, through poor planning and requirement analysis, they ended up
spending more and buying more items for the installation of the tub. They incurred extra
costs for installing a cedar frame and tiles on the tub frame to match the cedar flooring
and decor in the room, installing a tile flooring in the whole room instead of their original
plan for a cheap laminated floor, lighting around the tub for Anne while reading, a bigger
water heater for the tab to cater for the whole family and lastly replaced the house furnace
which helped in heating the tab. All these added costs were not premeditated due to poor
requirement analysis.
Underestimation of the Project Scope
Not identifying the scope, features or complexity of a project leads to scope creep; one
should always investigate how extensive an activity is and explore to know its various
features, scrutinizing all possible knowledge before commencing it (Larson & Larson,
2009). The Nelsons should have considered all the diverse factors that came with
installing a tub (Jacuzzi) such as heater size, plumbing and other added personal features
that they desired such as lighting and flooring.
Poor Leadership
Poor leadership entails lack of vision or decisiveness by the manager, in that,
stakeholders and external factors can sway the original direction of the project (Larson &
Larson, 2009). The Nelsons firstly were the primary leaders as owners of the project and
managers; this was a mistake, they would have given full control to a professional
contractor who would have directed the project accordingly through planning, managing
and implementing the desired outcome.
2. The Nelsons project is an example of a bad or negative scope creep; the simple tub
project that was intended ended up being an expensive room renovation that had
significant and unplanned financial repercussions (Larson & Larson, 2009). Nelson
during the process expresses his financial frustration by first convincing himself that the
renovations would have a financial return while selling the house and at the end expresses
more distress for the final sophisticated turn out of a simple desire for a tub.
3. Nelson and Anne would have begun by setting their expectations correctly at the
beginning of the bathtub project through first identifying a capable and professional
contractor. This contractor would have laid out a full plan for the desired instalment
covering every variable and desire that the Nelsons had. The contractor would also have
outsourced for the best professionals for the different aspects of the job and drafted a
budget. With a plan and a budget, the Nelsons would have readily accepted and embraced
the process without unanticipated needs, and, if necessary, scope creeps that would be
positive and reasonably beneficial to the original objective.
Larson, R. & Larson, E. (2009). Top five causes of scope creep … and what to do about
them. Paper presented at PMI® Global Congress 2009—North America, Orlando,
FL. Newtown Square, PA: Project Management Institute.
Larson, E., & Gray, C. (2020). Chapter 4 “Defining the Project”. In E. Larson & C.
Gray, Project Management: The Managerial Process (8th ed., p. 132). New York:
McGraw-Hill Education.
FIGURE 7.6 Risk
Assessment Form
Risk Event
Impact Detection Difficulty
Interface problems
System freezing
User backlash
FIGURE 7.8 Risk Response Matrix
Risk Event
Contingency Plan
Who Is Responsible
Interface problems Mitigate: Test prototype
Work around
until help comes
Not solved
within 24 hours
System freezing
Mitigate: Test prototype
Reinstall OS
Still frozen after
one hour
User backlash
Prototype demonstration
Increase staff
Call from top
Mitigate: Select reliable vendor
Transfer: Warranty

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