DOE OSTI2019
For every $1 billion invested in projects, $97 million is wasted due to poor project performance. That means 9.7% of money spent on projects is wasted due to poor risk and uncertainty management. High-risk projects, similar to those in waste remediation, have the most to lose. A solid quantitative risk management program is one of the keys to increasing the likelihood that a project will succeed. A quantitative risk program solves two major problems that challenge the effective management of risk and uncertainty: 1. Risks arise at all levels of an organization; however, not all organizational levels have an effective way to identify and resolve them. This can lead to risks that, even if identified, are not reported. 2. Decision-makers are often forced to operate solely on intuition when implementing mitigation strategies, not fully understanding the effects that certain decisions have on the program's cost and schedule. A quantitative risk program uses a risk register and builds it into the project/program integrated schedule to assess the impact of these risks, typically at the 80% confidence contingency level for specific milestones and/or project completion. Implementing a quantitative risk program drives a forward-thinking, proactive mentality to problem solving into all levels of the organization. A healthy risk program for regular reporting and communication ensures that all members of an organization are thinking about risks and using their communication channels to resolve them. It gives a method of communication and incentive for all levels in the organization and helps to ensure that risks will be reported and resolved. Pacific Northwest National Laboratory (PNNL) has developed tools and methods that provide a level of realism for analyzing different scenarios and estimating contingency that does not exist in the standard industry risk tool kit. These tools and methods provide decision-makers with actionable, quantitatively based information to guide their decision making. The first tool is a probabilistic branching risk model for mitigation strategies. Current quantitative risk analysis tools in the industry simulate two cases: fully mitigated and un-mitigated. In the fully mitigated case, the user assumes that every planned mitigation activity is successful. In the un-mitigated case, the user assumes that none are successful. The truth lies between these two extremes. The PNNL team has developed a probabilistic risk model for mitigation scenarios that includes a probability that a mitigation activity will succeed and a probability that a mitigation action will be funded. These probabilities are elicited from subject matter experts and ensure that the contingency calculations at the specified confidence are approaching reality. The second tool developed at PNNL is the Risk Box, which is a tool that integrates with different scenarios in the risk register. For example, say the user is faced with two different and mutually exclusive mitigation actions to reduce a risk. The Risk Box methodology performs the contingency calculations and then displays them on a time-phased graph that shows how each scenario reduces the risk contingency needed on the project/program. This graph then provides quantitative information to show decision-makers which mitigation action provides the greatest reduction (cost and schedule) in risk contingency for the program. Implementing these and other tools within a structured risk program increases the likelihood that a project will come in on schedule and budget, ensures that all personnel are proactively thinking about problems and resolutions, creates communication channels for all members to submit and resolve potential problems, produces a prioritized list of risk rankings to focus leadership on issues that may cause the biggest problems, and implements processes that drive updates to the risk program as the risk profile changes. PNNL has been developing these methods and using them on projects for over 20 years. They have been successfully applied on waste management projects, high-tech research and development projects, and construction projects, and they continue to be used on a number of U.S. Department of Energy projects today. (authors)
12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗