The subsequent analysis of the differences or variances and the action taken are a vital part of the control mechanism.
III. Internal Risks. These risks have a great impact on the project and its success, but they can be easily eliminated and avoided. To achieve the task requires clear definition, good planning, clear roles and responsibilities, appropriate resources and regular reviews as the project proceeds.
IV. Quality Risks. There is even evidence that, despite the formal utilization of quantified cost-benefit approaches, the practical implementation of safety and quality may be achieved by informal means. A new or changed design can be costly, as it may need new tools, or new layout of works and employees may have to be retrained (Crouhy et al 2000). Quality policy must be formulated in terms a designer can understand and act upon.
V Resource Risks (Baseline schedule is closely connected with the efficiency levels which are driven by the normal productivity that can be expected from the type of person or equipment allocated to each activity, and the efficient allocation of the person or equipment is driven by the project schedule)
High cost of raw materials in future (needs additional changes in design)
New (innovative) materials appeared in 3-4 years
VI Schedule Risks. Breakdown is not chronological and does not involve itself in worrying about what has to be done, it merely breaks down the objective of the project into some sensible and convenient groups (Frame, 2002). Also, it is important to note that within each department managers will find a hierarchy translated into a part of the project schedule structure.