Nickelodeon Project Case Study

     
UDN 594 PROCUREMENT AND DELIVERY STRATEGIES
Faculty of Built Environment and Engineering
Nickelodeon Project Case Study

Executive Summary
Nickelodeon joint venture partners have received a procurement plan from the Live Haven Contractors to be used in guiding the temporal construction of the camp project. The best approach applicable is the Design and Construct (D&C) approach, for it considers all functional and simple environments that affect the operation of the project and makes sure that the owners requirements are achieved met within the stipulated cost, hazard restraints and time limits.
The report is comprises comprised
of five seven sections.  starting with tThe introduction that deals with the procurement definition and stipulates its the aims,  and objectives of the project and the best strategies to helpfor realize realizing the procurement of the camp. The secondNext section deals with the scope of the project that and involves justifyingies the requirements, constraints and assumptions. An analysis of the procurement plan, is then provided baseding on LHCs experience and other educational lessons, is provided in the third section. The analysis tools evident discussed in this part section include a lifecycle that eases the management and controlling of the project, stakeholders, supply chains and lastly risk analysis.
It is evident from appendix Appendix 1 that when you utilise the importance and interest matrix, all stakeholders do participate in the project procurement process. The appropriate product supply method from the original place location to the site of the project site will be determined by the supply chain analysis. The risk register showing shows the main and secondary risks and secondary risks that can may be faced in the future (See Appendix 5). The third and fourth phases sections provide discuss the best tools and criteria to that can be be usedd the to achieve a perfect executable procurement plan. Based on its criteria weight, D& C is the perfect choice basing on its criteria weight (See Table 3). LastlyIn the fifth section,, the procurement processes cycle is summarised;  and the recommendations favouring proper procurement methods are presented in the sixth section; and conclusions are discussed in the seventh, and final, section.    
Table of Contents
1. Introduction ４
1.1 Aim ４
1.2 Objective ４
1.3 Strategy ５
2.0 Project Scope ５
2.1 Summary of Supplied Data and Assumptions ５
2.2 Requirements and Constraints ６
3. Project Procurement Plan Analysis ６
3.1 Lifecycle Analysis ７
3.2 Stakeholder Analysis ８
3.3 Supply Chain Analysis １０
3.4 Risk Analysis １０
4. Procurement Method Selection １１
4.1 Overview of Procurement Methods １１
4.2 Selection Criteria １２
4.3 Selected Procurement Method １３
5. Procurement Processes Cycle １７
6. Recommendations １７
7. Conclusions １８
8. References １９
9. Appendices ２２


1. Introduction
The Nickelodeon Mine Project is for a nickel mine located approximately 1000km inland in the country of Kumahatata, which is an African country. The project is aimed at enabling Kumahatata to obtain an opportunity to increase its income. This project is done hand- in- hand with the government and the locals citizens of the area. It integrates both groups of members in order toto achieve economic growth and enable the communitys growth.
To achieve all thesethese objectives, the government awarded the contract to Live haven Haven Contractors to carter and supervise the construction process and build the mine at the site of their choosing. The site is toshould be suitable,  and with no hazardous effects on the local community. The Pprrocurement process involves the company's strategy to fulfillfulfil its objective of satisfying the client.
1.1 Aim
The mission of live Live haven Haven Contractors is to improve and promote client satisfaction. This can be achieved by ensuring that all of the services and activities involved in a project are encouraged by the community.
1.2 Objective
Provide the proper proposal of procurement procedure to execute the project.
Ensure all stakeholders are involved in the procurement processes.
Identify responsibilities and roles to facilitate the projects execution.  
Monitor risk, safety and quality regulations during the projects life cycle through regular updates.
Ensure the that implementation meets the Kumahatata governments policies.
1.3 Strategy
In order for Live haven Haven Contractors (LHC)  to accomplish the objectives set above, a framework for the mostan appropriate procurement which ensuresing that client needs are met needs to be critically evaluatedset critically. Therefore, the strategy addresses important project aspects such as risk, quality, cost, time, safety and environment. The strategy  that may include the following elements:
coordinating with the locals on their opinions;
identify identifying the materials and quantities needed and the quantity and be advisedreceiving advice on the best places to acquire them materials safely;
Use using the best procurement method to acquire products;.
Assign assigning responsibilities, roles and authorities for all participants and ensure ensuring everyone is given a role they are able to execute promptly; and.
Setting setting targets for the various groups and the project as a whole.        
2.0 Project Scope
2.1 Summary of Supplied Data and Assumptions
From The data collected, it has been known shown that the project will be done last forfor two and a half years. This timeframe is due to the challenges gotten posed from the climate of the area, the infrastructure and the transport system. The locals also need basic education on the project, what is required of them and their roles.  Therefore, it is necessary to have direct contact with the locals at all times to provide all theseinformation and encouragemente them. To do this, various centerscentres for customer service will be constructed in the village and a few people will be employed to carry out the activities. Accommodation is needed, but the locals may provide thesethis.  Because the camp will use tribal land owned by the elders of a local village, it presents some advantages for those people and the Kumahatata community as well. This will require the Live haven Haven Contractors to,
Rent rent land at a low cost in return for employing local people.;
Do offer local education and empowerment opportunities within a short period of time of (up to 3 months) to allow time for the other major activities. ;
Increase increase working rates as the bad weather sets in to ensure completion on time and overcome the weather challenges and ensure that the project is completed on time; . Ththis is because the work may be done for short hours. ;
Improve improve infrastructure for easy in- and- out passage of raw materials and products.
2.2 Requirements and Constraints
The requirements and constraints of any project are identified during the project definition phase. For this project, communication with partners and other stakeholders has clarified some restraints that should be monitored and reviewed often to avoid serious issues. The potential constraints and requirements are: Timetime, budget, quality, availability of resources and skills, policies,  and external factors such as environment and community.
3. Project Procurement Plan Analysis
Experts agree that a procurement method that suits one project might not be appropriate for other projects. This section will present several techniques of for procurement method analysis to determine which features may affect the implementation of the temporary camp. Researchers provide numerous methodologies, such as SWOT (strength, weaknesses, opportunities and threats), to analyzeanalyse the procurement strategy. In this partsection, the tools of procurement analysis tools that will be discussed are life cycle, stakeholder, supply chain, and risk analysis.
3.1 Lifecycle Analysis
Using a project complexity assessment to identify the project type can help define the broad project life cycle approach. The situation of design and construction for of the temporary camp project, which includes residential and office units, has led Live haven Haven Contractors to utilize the WHOW matrix to classify the project. Given the level of complexity, Live haven Haven Contractors classifies the project as type Type A of on the WHOW matrix because what the objectives are and how to achieve these objectives are obvious. It is known that Type A projects have little reclusiveness or non-linearity in the concept and design / planning phases”.
Based on that, a life cycle analysis of this project is important to ensure that the needs of both the Nickelodeon project and the Kumahatata people are met. Several life cycle models share common features that progress through various stages to study the products and services units. For example, Komninos (2002) identifies five stages in a products life cycle: development, introduction, growth, saturation and decline.
While a product life cycle focuses on the long-term impacts of products, a project life cycle demonstrates only the application processes of application of a certain project. Table 1 illustrates potential activities in the life cycle, and which will enable the project partners and the Kumahatata government and people to consider possible challenges and create relevant solutions for them.

Stages of life cycle
Type of processes of temporary camp implementation

Starting the  project
Need


Design idea (concept)

Organization and preparing
Preliminary Designdesign


Detailed Design design and Developmentdevelopment

Carrying out the work
Construction


Operational use and maintenance/ bench marking

Closing the project
Handover


Maintenance/ one- year as project guaranty


Table 1: Design and construction life life cycle of for design and construct the temporary construction camp
In order to address the projects objectives, requirements, and lower risks, the waterfall technique is recommended for the project.
3.2 Stakeholder Analysis
Stakeholders play an important practical role in the achievement or failure of any project through their involvement in its processes. Therefore, Live haven Haven Contractors identifies the stakeholders, who will potentially participate in this project, through dialogue, defining key stakeholders, determining their needs and expectations, and assessing their influence and priorities. The merits of addressing the stakeholders are numerous:.
Avoid future potential issues or risks.
Likely reduce the projects life cycle and cost with early stakeholder communication.
Fully understand the expectations of the projects outcome.
Protect the environment and sustainability of the community.
The projects success is based on cost, time and quality. Pinto (1996, p. 166) has saidstated that in order to better manage the project, the stakeholders have been listed according to the criteria. Table 2 shows the interest and impact of those stakeholders against demands. Utilising the Stakeholder Interest and Impact Matrix (See see Appendix 1) can easily help to apply the strategy of stakeholder management.
ID
Stakeholders
Cost
Time
Quality

1
Joint Venture of Triple N Nickel Co. and Double G Gold Co (Owner and funding)
Y
Y
Y

2
Triple N Nickel Co (client project manager).
Y
Y
Y

3
Designers and engineering team
-
Y
Y

4
Managers and team of construction
-
Y
Y

5
Consultant (the Green Mine)
Y
Y
Y

6
The government of Kumahatata
-
Y
-

7
The local community/ local people (tribal)
-
Y
-

8
Subcontractors and suppliers
Y
-
-

9
People who will use the camp
-
Y
-

  Table 2: Interest and influence of stakeholders
3.3 Supply Chain Analysis
The development of products or services can be implemented throughout the supply chain, making it vital to observe the relationship between the buyer (owners/clients) and the seller (suppliers/contractors). The commodity transfers from the point of origin to the point of consumption throughout a range of supply chains must be known. The supply chain should create a mutual relationship of trust between the owner and the contractor to reduce the costs and time as well asand increase benefits such as quality, accuracy and development of innovative concepts. Moreover, t The procurement method analysis will examine the proper type of supply chains to ensure that environment issues are managed effectively.
For this project, the supply chain will involve all stakeholders in an environmentally sound manner to guarantee that all strategic possibilities are considered. Because the project must be executed quickly, guaranteeing the delivery of material components on time is vital. According to Davis (2008), Relationship based procurement leads to mutual benefit in business-to-business construction dealings and provide benefits over traditionally fragmented supply chains both within projects and across projects.
3.4 Risk Analysis
Risk, both known and unknown, can passively or actively affect the organizations objectives if it occurs. By analyzing tThe stakeholders, the local people and their culture and, as mentioned above, the What and How objectives and How should be analysed in order toto achieve these organizations objectives,. Accordingly, the consultants have undertaken a systematic process of identifying, analyzinganalysing and responding to project risks in order to mitigate or avoid the effects of unexpected events through the Risk Management Plan (RMP). The RMP comprises five stages, which are: establishing the context, ; identifying the risks, ; and analyzeanalysing, evaluate evaluating and treating the risks, including reviewing them at each phase of the project life cycle through the documentation of the register (See see Figure 1 below) below.


Figure 1: the stages of RMP
4. Procurement Method Selection

4.1 Overview of Procurement Methods
An efficient and effective procurement strategy has long been recognized as a key consideration of an enterprises success or failure. It plays a major role in identifying and forming contractual relationships between all parties involved in the projects processes. Various categories of procurement methods have variant names and descriptions. However, not all procurement methods are appropriate for particular project types, as client objectives and priorities invariably differ. In addition, the classification of a suitable procurement strategy for any project may be extremely complex and relies on certain criteria. Therefore, each procurement method should be evaluated to determine its merits and drawbacks for a particular project. For example, Engineering Procurement and Construction Management (EPCM) and Engineering, Procurement and Construction (EPC) are two types of procurement methods  that have considerable differences. While EPCM manages the construction and services provided by other parties and holds the owner responsible for more risk, EPC places the responsibility for everything, including hazards, on the contractor
4.2 Selection Criteria
Selecting the procurement strategy can be affected negatively or positively depending on the chosen criteria. Clients should take into account the factors that produce an optimal balance to meet the procurement objectives and do not influence the success of the projects outcomes. Therefore, some authors have identified numerous elements that can assist owners and organizations in appropriately selecting the an appropriate procurement method. Chan and Yung (2000), for instance, suggest certainty of cost, flexibility for changes, responsibilities and familiarity of with the procurement system as vital criteria. Other researchers have presented other elements, such as external factors (economic, political and social), clients resources, and project characteristics (Rowlinson 1999; Morledge et al. 2006). Most corporations determine the criteria and  tailored  it to meet the projects requirements, especially the time, cost and quality. In this project, the criterion criteria was were selected based on the projects requirements and the clients priorities, as shown in Table 3, against the predictable appropriate procurement methods.  
4.3 Selected Procurement Method
The best procurement strategy aligns with the key objectives and constraints of the project, deals most appropriately with the identified risks, and determines the level of complexity of the project. It is commonly believed that engagement of construction expertise in designing will improve constructability.
According to the results shown in the table below, the D&C method is the best match for executing the temporary camp. It is an effective procurement strategy that addressing addresses the need to meet the defined time, cost and quality parameters. This type of procurement can be adapted to emphasise the importance of earlier early completion and suits the relatively simple technical requirements of the temporary camp. Turner (1990) has mentionednoted that D&C is the better method when the building is functional and simple.









Criteria of client and project
Weighting (scale 1- 5)

Traditional
(Separated)
Design and construct
(Integrated)
Management
(Packaged)
Collaborative
(Relational)


w
p
w x p
p
w x p
p
w x p
p
w x p

Time
5
2
10
3
15
3
15
3
15

Quality
4
2
8
5
20
4
16
4
16

Cost
5
4
20
3
15
2
10
2
10

Complexity
3
5
15
4
12
3
9
3
9

Flexibility
4
2
8
5
20
4
16
4
16

Risk
4
2
8
4
16
4
16
3
12

Price competition
2
5
10
3
6
3
6
3
6

Responsibility
5
3
15
5
25
5
25
4
20

Scope
3
3
9
4
12
3
9
3
9

Total
35
28
103
36
141
31
122
29
113

Table 3: The weighting technique used to choose the best procurement method (1= Weak, 5=High)
This procurement method depends on determining the scope, quality and functionality requirements of the project before the contractor finalizes the design of the project, prepares construction documentation, and constructs the project. The D&C type method allocates the responsibilities of the projects risk to contractors earlier and reduces influence from the owner.
Criteria of client and project
Weight
Direct
competitiveCompetitive
Develop and construct
Novation


w
p
wxp
p
wxp
Pp
wxp
p
wxp

Time
5
5
25
5
25
3
15
2
10

Quality
3
3
9
4
12
5
15
4
12

Cost
5
3
15
3
15
4
20
3
15

Complexity
3
3
9
3
9
4
12
3
9

Flexibility
4
3
12
3
12
3
12
3
12

Risk
4
2
8
3
12
5
20
4
16

Price competition
2
2
4
2
4
3
6
2
4

Responsibility
5
4
20
4
20
4
20
4
20

Scope
3
3
9
3
9
4
12
3
9

Total
28
115
30
118
35
132
28
107

Table 4: The weighting tool used to choose the appropriate contract type (1= Weak, 5= High)
CRC for Construction Innovation (2009) also favorsfavours this type over the competitive contract when the scope and design are clear. Therefore, Live haven Haven Contractors advises the partners to utilize this type, as it best  which may suits this project. Moreover, the project is labeledlabelled type Type A for complexity, . and Dombkins (1997, p. 96) notes that Type A projects can be easily put to competitive tender for firm lump sum bids (See see Table 4)
Graphical presentation of Table 3 proving D & C to be the best alternative





The gGraph 1 above shows the criteria to be considered when selecting the procurement method that best meets by which the client needs are met in regards to all factors to be considered when selecting the best procurement method to be used. The pie c- chart above shows the totals from the four procurements methods being considered. As shown in this chart, Tthe Design & Construct procurement method is the best option for this project.

5. Procurement Processes Cycle
The uUsers can define the procurement cycle as the process used to take a project from its early planning phases to handover and occupation. There are commonly generally five stages of in a procurement cycle, : which are; definition of the requirements and boundaries of the project, analysis of sources, solicitation process, award cycle and contract administration processes until completing the project (Sergant 2011).
6. Recommendations
The Design and ConstructD&C method will be tailored to meet the desired requirements of both the project and the client, especially the critical nature of the schedule necessaries. This type of procurement will assist the owner of the Nickelodeon mine project in the timely implementation of the temporary camp and involve all stakeholders to eliminate potential risks as well asand provide cost certainty. In addition, it considers the regulatory and commercial issues of the Kumahatata National national and Local local Governmentsgovernments. While the lack of flexibility in changing the design is a constraint, D&C has numerous benefits.:
The contractor has the flexibility to incorporate innovations, potentially improving project outcomes and increasing value for money.
The contractor can begin construction before finalizing the detailed design to maintain minimize project time.
Accurate cost forecasts, based on current prices, can be made before design commences based on prices.
Instances of Ccontract claims due to errors and omissions in the design is are low.
The contractor has sole responsibility for design and construction.
The contractor can easily obtain authorized approvals.
7. Conclusions
The required aims, objectives and strategy of the Nickelodeon mine project have been identified and analyzedanalysed to select the proper procurement method in order to execute the temporary construction camp. The Green Mine Consultant has presented the most suitable potential procedure to select the best purchasing plan.
Important factors such as life cycle, stakeholders and supply chain have been analyzedanalysed to monitor the stakeholders reactions and the project requirements. Well-defined criteria relating to the project and the client can be used throughout the weighting mechanism to select the appropriate procurement and contract type.    
Design and Construct is the best method to for implementing this project because it suits the simple design and nature of the temporary camp and aligns with the constraints of cost, time, risk, community and quality constraints. In order to illustrate the procurement process cycle, these processes are summarized in five stages.
While there may be a perfect choice of one procurement method for one project, that method is likely not appropriate for other projects, even if they have the same type of construction. The consultant must consider the criteria of both clients and projects to determine to the proper procurement method.    

8. References
Baily, P.J.H., Farmer, D, Crocker, B, Jessop, D, and Jones, D Chartered Institute of Purchasing & & Supply (2008), Procurement principles and management, Financial Times Prentice Hall, Harlow.
Bresnen, M., Edelman, L., Newell, S., Scarbrough, H., and Swan, J. (2003)., ‘Social practices and the management of knowledge in project environments’., International Journal of Project Management, vol. 21, pp. 157-166.
Burke, R. (2007)., Introduction to project management: one small step for project manager,. Burke Publishing, .
Chan, A.P.C. & Yung, E.H.K. (2000,) Procurement selection model for Hong Kong. , Hong Kong: Monograph published by the Dept. of Building and Real Estate, The Hong Kong Polytechnic University, Hong Kong.
Dombkins, D. (1997,) ‘PROJAM: The management of complex projects and programs’., Doctoral PhD thesis., Deakin UniversityMiller, .
Miller, G., Furneaux, C.W., Davis, P., Love, P. & O'Donnell, A. 2009, Built environment procurement practice: Impediments impediments to innovation and opportunities for changes, Curtin University of Technology.
Mortledge, R., Smith, A., Kashiwagi, D.T. (2006)., Building Procurementprocurement. , Blackwell, Oxford, UK.
NEDO.National Economic Development Office 1985., Think about Buildingbuilding: A a successful business customers guide to using the construction industry. , National Economic Development AgencyN.E.D.O., London
New South Wales Government (2005)., Procurement Methodology Guidelines for Construction. , February, NSW Government, Sydney, Australia.
CRC for Construction Innovation 2009, capital Capital works procurement: the selection of a building procurement method,  2009CRC for Construction Innovation, Brisbane. CRC for Construction Innovation

Davis, P.R. (2008)., Relationship approach to construction supply chains. Industrial Management and Data Systems (In Press).
Dobie, C. 2007, A handbook of project management: a complete guide for beginners to professionals, Allen & Unwin, Crows Nest, N.S.W
Ioannis komninosKomninos. 2002., Product life cycle management., Urenio - —Urban and Regional Innovation Research Unit. , <http://www.urenio.org>
Loots, P and Henchie, N. 2007., EPC and EPCM contracts: risk issues and allocation. , Worlds Apart, viewed 12 October 2011, .
            <www.mayerbrown.com/London/article.asp?id=3995&nid=1562>. (Accessed on 12 October 2011)
Love, P.E.D., Skitmore, R.M., and Earl, G. (1998)., ‘Selecting an appropriate procurement method for a building project’. , Construction Management and Economics, vol. 16, pp. 221-223.
Masterman J.W.E. (2002), Introduction to Building Procurement Systems. , Spon Press, London; , New York.: Spon Press
New South Wales Government (2005). Procurement Methodology Guidelines for Construction. February, NSW Government, Sydney, Australia
New South Wales Government (2008)., Contracts used for construction projects. July,, NSW Government, Sydney, Australia.
New South Wales Government (2008). , Procurement Method selection. July, NSW Government, Sydney, Australia.
Olander, Stefan.S (2006). , ‘External Stakeholder Analysis in Construction Project Management’., PhD P (1-9).Dissertation, Construction Management, Lund University, Lund, Sweden. ISBN 91-85257-95-8
Pinto, J. K. (1996)., Power and Politics in Project Management. , Sylva, North Carolina: Project Management Institute, Sylva, North Carolina.
Project Management Institute, Inc. (2008).,  A guide to the project management body of knowledge (PMBOK GUIDE). ), 4th edn., U.S.A.: Project Management Institute, USA.
Rowlinson, S. (1999)., ‘Selection criteria’., Inin. Rowlinson, S., and McDermott, P. (eds.), Procurement Systems: A Guide to Best Practice in Construction. , E & F Spon, London, pp. 276-299.
Sargeant, R. (2011)., ‘UDN594 Procurement and Delivery Strategies: Week 1 Project Procurement Management,. Brisbane : QUT, Brisbane.
Standards Australia, (2009), AS/NZS 4360:2004 Risk Management. , viewed on 11 October 2011, <www.saiglobal.com.ezp02.library.qut.edu.au/online/autologin.asp>. (Accessed on 11 October 2011)
The Department of Treasury and Finance. 2006., Guidelines on tender evaluation using weighted Criteria for building works and services. , Tasmania Governmernt,
           viewed on 10 October 2011,  <www.purchasing.tas.gov.au/buyingforgovernment/getpage.jsp>. (Accessed on 10 October 2011)
9. Appendices

 
Appendix 1: the The importance and interest matrix

The matrix is made of four boxes that show and clarify the importance of the project stakeholders baseding on how the contractorscontractors have classified the stakeholders. Box D shows the stakeholders with low power but a high interest level; it is for this that they should be kept informed by the project manager. On the other hand, box C contains shows stakeholders with less interest and low power; these stakeholders should be observed and informed on of general information with little attempt by the project manager. The vital stakeholders to the projects success are in box B; they have both a high level of power and of interest. The project manager has to involve them totally completely in decision making to ensure their satisfaction. The final stakeholders are in box A, ; they have the power but lack the interest. ; iIt is not necessary for them to help in decision making throughout the project lifecycle, though they may be accountable in the execution stage. The contractor ought toshould increase their importance for them to be satisfied.


                   Appendix 2: WHOW MATRIX/ Type A


Appendix 3: the The life cycle of a project






Appendix 4: The structure of D&C in the project






ID
Risk descriptionDescription
Risk Category
Description of Cause
Description of Impact/Opportunity
Likelihood Rating
Impact Rating
Qualitative Evaluation
(Overall Risk Rating)
Risk Ownership
Preventative Action

Risk Treatment
(Strategies)
Secondary Risk

1
Construction
Project Management
 Local people and communities are complaining about the projects effect on the environment.
- Builds a negative company image.
- Funds will be spent to curb the effect on environment.



0.7



0.10


M
0.07


Engineering  Manager
- Use environmentally friendly mechanism and materials.
- Work area’s cleanliness should be paramount.
Mitigate
Nil

2
Cost
Project management
- If exceeds the limited budget.
- construction materials prices have been inflated
-Decrease in profits due to high variable cost.

0.3

0.80

H


Project Manager
A contingency plan to should be included in project budget and should adapt to the changing needs of the project.
Avoid/ Mitigate
Nil

3
Environment
External
Unexpected underground conditions for underground at sites.
-It can influence on schedule.


0.5


0.20

M
0.10

Engineering Manager
- Making primarily soil tests more than once during the  early stages of the project.
- Use specified equipments for each excavating task.  
Acceptance/ transfer
Adjust schedule to meet the existing changes.

4
Safety and security
External
Materials, equipments and the sites safety and security not guaranteed
- Materials and equipments may be stolen or losinglost.




0.1


0.10

L
0.01

HSE Engineer
- Procedure and rules of Plan Safety Management in both internal and external sites should apply throughout the insurance.
- Assign some local people as to securities security and use security systems, e.g. alarm.  
transferTransfer
Providing the insurance services and security by thethrough a third party may be inadequate to fitfor the project.  

5
Time
Project management
Delays  in delivering the materials of to camp
-Affect the project schedule negatively of other project packages.
-Increase the cost.
0.9
0.80
0.72
Project managerManager
Select the best supply chain having with multiple types of deliveries and that is monitored timely to provide the materials in a timely fashion.
Avoid/ Mitigate
Influence on satisfaction of all stakeholders


Appendix 4: Risk register of the temporary construction camp










                                           Appendix 5: Risk Impact impact Matrix matrix                                  Appendix 6: Legend and of management actions required