The changing environment of project management makes it necessary to excel at risk management and effective planning of projects as these two factors may make or break a given project. Be it running a multi-million dollar project or working on a social drive such as creating a park, the main thing is to know and implement the correct strategies. This article explores the seven essential sub-processes of Risk Management outlined in PMI’s Project Management Body of Knowledge (PMBOK) 5th Edition and applies that understanding through a practical Work Breakdown Structure (WBS) for building a 52-acre park in Southfield, Michigan.
According to PMI (2013), the six risk management sub-processes include:
Plan Risk Management: Defines how risk management will be structured for the forecast. This includes roles, budget, and timing.
Risk Identification: This entails listing of possible risks that may affect jut outputs. The sources are schedule, scope, cost and stakeholders.
Carry out Qualitative Risk Analysis: ranking risks based on probability and impact, form techniques such as risk matrices and experienced opinion.
Conduct Quantitative Risk Analysis: A numerical evaluation of the likelihood and impact of risks that uses data-intensive methods to estimate likelihood and impact of risks (i.e., Monte carlo simulations).
Responses to Risk Plans: Formulates plans to maximize the responses and reduce the threats using mitigation, transfer, acceptance, or avoidance.
Control Risks: Tracks risks, monitors residual risks, and performance evaluation of the risk processes.
Among these, the Plan Risk Responses phase stands out as the most important. This sub-process transitions theory into action by ensuring teams have concrete plans to mitigate or seize risks when they arise. Without a response strategy, even well-identified risks can derail progress (PMI, 2013).
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The proposed WBS for the 52-acre park development includes a comprehensive four-level hierarchy, addressing every critical area of the jut:
Level 2: Planning and Design
Level 3: Feasibility Studies
Level 4: Site Surveys
Level 4: Environmental Impact Assessment
Level 3: Architectural Designs
Level 4: Pavilion and Restroom Layouts
Level 4: Recreational and Trail Mapping
Level 2: Site Development
Level 3: Land Clearing and Grading
Level 4: Road Access Prep
Level 4: Trail Foundation Work
Level 3: Utility Installation
Level 4: Water Lines & Faucets
Level 4: Electrical for Lighting
Level 2: Construction
Level 3: Structures and Amenities
Level 4: Pavilion & Restrooms
Level 4: Slides, Swings, and Playgrounds
Level 3: Sports Facilities
Level 4: Baseball & Tennis Courts (Lighted)
Level 4: Volleyball Area
Level 2: Finalization & Opening
Level 3: Inspections & Safety Checks
Level 3: Landscaping & Signage
Grand Opening & Community event (level 3)
Risk management and extrapolate planning works hand in hand. Are you a learner or a professional wanting to hone your project management abilities or keen on a personalized academic service? Rely on StudyCreek to get an operative resource or DissertationHive to receive a personalized text.
SAMPLE QUESTION.
1. Identify and describe each of the sub-processes that make up what is called ‘Risk Management’ in the PMI’s Project Management Body of Knowledge (PMBOK) 5th edition. Which of the sub-processes do you think is the most important and why?
2. Develop a work breakdown structure (WBS) for a project to build a new park in Southfield, Mi. The WBS should have at a minimum 4 levels and should cover all areas associated with designing, building and opening a new park. The park will sit on 52 acres and will have a pavilion, restrooms, lighted baseball diamond, lighted tennis courts, slides, swings, nature trail, volleyball nets, small kids play area, parking lot, limited road access, lighting, drinking faucets, exercise trail, and walking paths in the woods.
ANSWER
Title: 7 Critical Steps in Project Risk Management and a Work Breakdown Structure for Park Development
Name:
Course: Project Management in Human Resource Management
Instructor: [Instructors Name]
July 2, 2025
Introduction
There is an extended list of knowledge areas associated with project management and risk management is one of the most important of them. In the case of human resource (HR) students, it is important to learn how to evaluate, control and limit risk as a way of becoming efficient managers and partners in any project milieu. The Project Management Body of Knowledge (PMBOK) 5th edition suggests that the process of risk management should have six detailed sub-processes that aim at equipping teams with threats as well as opportunities (PMI, 2013). Also, the creation of any project like a 52-acre park in Southfield, Michigan, will include careful planning using such tool as a Work Breakdown Structure (WBS).
This paper identifies and explains the sub-processes of risk management and presents a comprehensive WBS for a park development project, with practical relevance for HR students pursuing project management knowledge.
PMBOK 5th edition outlines six sub-processes under Project Risk Management. Each plays a distinct role in supporting project success:
This sub-process establishes how risk management activities will be conducted.
It entails the specification of tools, templates, roles and tasks involved in being responsible, budget and time concerning risk-related activities (PMI, 2013). This applies to HR students as something similar to recruitment planning or sticking to the plans on engaging the employees–it is necessary to be clear and visionary.
It is a step in which the risk that could be faced in the project would be decided and recorded on its nature. Such methods are brainstorming, SWOT analysis, interviews, and checklists (Heldman, 2018). Proactive mitigation requires adequate identification, and these measures are compatible with workforce planning strategies.
In this sub-process, the risk is prioritized as per likelihood and impact. Its tools are expert judgment and probability-impact matrices. To the HR professionals, this constitutes a sort of assessing talent risks in succession planning or organizational restructuring (PMI, 2013).
Quantitative analysis is a more data-driven process as it applies numerical methods such as Monte Carlo simulations or decision tree analysis to evaluate how risk events might impact. Though this may not be possible in smaller HR projects, it is worth trying when a project is high stakes (Schwalbe, 2015).
This is perhaps, the most important sub-process. It also entails the formulation of alternatives and measures to optimize posibilities and minimize threats. The strategies are avoidance, mitigation, transfer and acceptance. HR-wise it can be compared to the reaction to the shortage of talent by launching recruitment campaigns or training.
The phase is about observing detected risks, putting up recovery programs in action, and assessing any remaining risks over the development phase of a project. The trick is regular check-ups, assessments, and responsive measures. Similarly, HR managers observe the employment engagement tactics, project managers will have to access the risk register on a regular basis (PMI, 2013).
Plan Risk Responses is the most critical one out of the six. Although identification and analysis are relevant, they are useless in case the organization fails to introduce effective responses. As it has been stressed by Schwalbe (2015), proactive planning has a direct impact on the outcomes of the project, its timeframes, and budgets. To HR professionals, this is equivalent to the necessity of substantial strategies in case of answering workforce alterations, conflicts, or engagement.
New structure and accountability is needed to develop a 52 acre public park. Work Breakdown Structure (WBS) is a division of project scope into manageable work. A four-level WBS that will include planning, designing, building, and park opening will be presented below.
Level 1: Southfield Park Project
Level 2: Planning and Design
Level 3: Feasibility and Site Assessment
Level 4: Environmental Impact Study
Level 4: Soil and Drainage Survey
Level 3: Design Development
Level 4: Pavilion and Restroom Design
Level 4: Playground and Sports Facility Layout
Level 4: Utility and Lighting Plans
Level 2: Site Development and Construction
Level 3: Land Clearing and Grading
Level 4: Tree Removal and Landscaping
Level 4: Drainage and Soil Preparation
Level 3: Utilities Installation
Level 4: Electrical Systems for Lighting
Level 4: Water Lines and Drinking Faucets
Level 2: Facility Construction
Level 3: Structures and Buildings
Level 4: Pavilion Construction
Level 4: Restroom Buildings
Level 3: Recreational Facilities
Level 4: Lighted Baseball Diamond
Level 4: Lighted Tennis Courts
Level 4: Volleyball Courts
Level 4: Kids’ Play Area (Slides and Swings)
Level 4: Exercise and Nature Trails
Level 2: Infrastructure and Opening
Level 3: Road Access and Parking
Level 4: Parking Lot Construction
Level 4: Limited Road Access
Level 3: Safety, Signage, and Launch
Level 4: Inspection and Permits
Level 4: Signage and Maps
Level 4: Grand Opening Event
Risk management process as laid out in the PMBOK is crucial to the understanding of project management and also in the process of working with other students when it comes to cross-functional teams in projects especially by HR students who would like to assume the project management role of the project.
The sub processes of risk management provide organized method of defining, analyzing and mitigating risks. Special place among them is occupied by Plan Risk Responses, as this gives practical measures to manage uncertainty. Equally so, a fine-grained WBS can help in providing the project such as the Southfield park to the community on time, to the set scope, and as per the expectations. Due to their expertise in these frameworks, HR professionals are capable of adding a large value in successful projects in any industry.
For personalized help in mastering risk management strategies or structuring your WBS, explore academic support at StudyCreek.com and DissertationHive.com.
Heldman, K. (2018). PMP® Project Management Professional Exam Study Guide (9th ed.). Wiley.
Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (5th ed.). PMI.
Schwalbe, K. (2015). Information Technology Project Management (8th ed.). Cengage Learning.
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