Project Risk Management Guide: Part I: Guidance For WSDOT Projects Part II: Guidelines For CRA-CEVP Workshops

Project Risk
Management Guide
Part I: Guidance for WSDOT Projects
Part II: Guidelines for CRA-CEVP® Workshops
February 2018
Engineering and Regional Operations

Development Division, Design Office, SAEO
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8 www.wsdot.wa.gov/publications/manuals
Foreword
The future is uncertain. It is certain that these three questions will be asked about our projects:
(1) How much will it cost? (2) How long will it take? And, of course - Why? (Why that much and
why that long?)
These questions, posed in the future tense, seek to predict an What gets us in
uncertain future. Because the future is uncertain, the fundamental trouble is not what
answer to these questions is that an estimate is best expressed not we don’t know. It’s
as a single number, but a range. To determine an estimate range for what we know for
sure that just ain’t so.
both cost and schedule, risk and uncertainty must be measured.
~ Mark Twain
Inaccurate cost estimating has vexed transportation projects for
years. A noted study by B. Flyvbjerg on the results of transportation project estimating found
that, for the past 70 years, the cost of transportation projects has been consistently
underestimated in many parts of the world, including the U.S.
Estimates have two components: the base cost component and the risk (or uncertainty)
component. Base cost is defined as the likely cost of the planned project if no significant
problems occur. Once the base cost is established, a list of uncertainties is created of both
opportunities and threats, called a “risk register.” The risk assessment replaces general and
vaguely defined contingency with explicitly defined risk events and with the probability of
occurrence and the consequences of each potential risk event. Scope control is necessary for
project management and estimating. Cost estimates are reviewed and validated, and a base
cost for the project is determined.
Project risk management is a scalable activity and should be commensurate with the size and
complexity of the project under consideration. Less complicated projects may utilize qualitative
analyses. Larger, more complex projects may wish to use more robust analytical techniques
such as Monte Carlo simulation models.
The guidance in this manual has been developed by the Strategic Analysis and Estimating Office
(SAEO) in alignment with the goals of the Statewide Program Management Group. This
document would not have been possible without the contributions of dozens of key WSDOT
people who participated in the development and review of these guidelines. Credit is also due
to many of the consultant partners, academics, and others who continually advance the cause
of project risk management in the transportation industry.
WSDOT Project Risk Management Guide Page i

February 2018
Foreword
Page ii WSDOT Project Risk Management Guide

February 2018
Comment Form
Your feedback and input are appreciated.
From: Date:
Phone:
To: WSDOT Headquarters

Development Division, Design Office
Attn: Strategic Analysis and Estimating Office
Mailstop 47330 – PO Box 47330
Olympia, WA 98501-7330
Subject: Comments about the Project Risk Management Guide
Comment (marked copies attached):
Preserve this original for future use. Submit copies only.
WSDOT Project Risk Management Guide Page iii

February 2018
Comment Form
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February 2018
Contents
Foreword….. ............................................................................................................................................. i
Comment Form ...................................................................................................................................... iii
List of Exhibits .......................................................................................................................................viii

Chapter 1 Project Risk Management Planning .................................................................................... 1-1
1-1 Project Risk Management Overview ......................................................................... 1-1
1-2 Benefits of Risk Management ................................................................................... 1-2
1-3 Project Risk Management Process ............................................................................ 1-3
1-4 Smart Effort = Less Risk ............................................................................................ 1-4
1-5 Statement of Policy .................................................................................................. 1-6
1-6 Project Risk Management Planning........................................................................... 1-6
1-7 How to Plan for Project Risk Management .............................................................. 1-10
Chapter 2 Risk Identification .............................................................................................................. 2-1
2-1 Risk Identification during Project Development ........................................................ 2-1
2-2 Risk Identification: Inputs, Tools and Techniques, Outputs ....................................... 2-1
2-3 Identifying Risk Events .............................................................................................. 2-3
Chapter 3 Qualitative Risk Analysis .................................................................................................... 3-1
3-1 General .................................................................................................................... 3-1
3-2 How to Perform Qualitative Risk Analysis ................................................................. 3-2
Chapter 4 Quantitative Risk Analysis .................................................................................................. 4-1
4-1 General .................................................................................................................... 4-1
4-2 How to Perform Quantitative Risk Analysis ............................................................... 4-3
4-3 Reporting results of the Quantitative Risk Analysis ................................................... 4-9
Chapter 5 Risk Responses................................................................................................................... 5-1
5-1 Taking Action............................................................................................................ 5-1
5-2 Risk Response Tools and Techniques ........................................................................ 5-6
Chapter 6 Risk Monitoring and Control .............................................................................................. 6-1
6-1 General .................................................................................................................... 6-1
Chapter 7 Project Risk Management Plan Template ........................................................................... 7-1
7-1 General .................................................................................................................... 7-1
7-2 Project Risk Management Plan ................................................................................. 7-1
7-3 Project Risk Management Process ............................................................................ 7-3
7-4 Second Pillar of Risk Management (Respond, Monitor, and Control) ........................ 7-7
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February 2018
Contents

Section A CRA-CEVP® Workshops ......................................................................................................A-1
A-1 Purpose ................................................................................................................... A-1
A-2 Workshop.............................................................................................................. A-12
A-3 Workshop Activities............................................................................................... A-12
A-4 QA/QC: All Have a Role.......................................................................................... A-19
A-5 Risk Response........................................................................................................ A-20
Section B Manager & Team – Typical Duties ...................................................................................... B-1
B-1 Description of Work .................................................................................................B-1
B-2 CEVP.........................................................................................................................B-2
B-3 Project Team Status Prior to CRA/CEVP® Workshop .................................................B-3
B-4 Project Team Responsibilities and Requirements......................................................B-4
Section C Risk Lead – Duties .............................................................................................................. C-1
C-1 Description of Work .................................................................................................C-1
Section D Cost Lead – Duties ............................................................................................................ D-1
D-1 Description of Work ................................................................................................ D-1
D-2 Base Cost Assessment ............................................................................................. D-3
Section E Subject Matter Experts – Duties ......................................................................................... E-1
E-1 Description of Work ................................................................................................. E-1
Section F CRA Coordinator – Duties (HQ/Region) .............................................................................. F-1
F-1 Description of Work ................................................................................................. F-1
F-2 CRA Coordinator “How-To” ...................................................................................... F-2
Section G Technical Notes for Risk Modelers .................................................................................... G-1
G-1 Guidance ................................................................................................................. G-1
Section H Common Assumptions ...................................................................................................... H-1
H-1 CRA, CEVP®, and Informal Workshops ..................................................................... H-1
H-2 Scope Change versus Scope Variations .................................................................... H-1
H-3 Design Criteria (general) .......................................................................................... H-2
H-4 Bridge Seismic Design Criteria.................................................................................. H-2
H-5 Inflation Rate Information & Market Conditions ...................................................... H-2
H-6 Construction Market Condition Risks ....................................................................... H-3
H-7 Right of Way Market Condition Risks ....................................................................... H-3
H-8 Preliminary Engineering Market Condition Risks ...................................................... H-3
H-9 Design-Build (DB) versus Design-Bid-Build (DBB)...................................................... H-3
H-10 Fuel Price Inflation................................................................................................... H-4
H-11 Project-Specific Assumptions ................................................................................... H-4
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Contents
List of Exhibits
Exhibit 1-1 Balanced Risk Management (Risk Tolerance) ..................................................................... 1-2
Exhibit 1-2 Relationship Between Risk and Objectives ......................................................................... 1-4
Exhibit 1-3 Levels of Risk-Based Estimating, in Support of Risk Management (E 1053) .........................1-6
Exhibit 1-4 General Comparison of a Few Typical Characteristics of CRA and CEVP® ............................1-7
Exhibit 1-5 Evolution of Project Knowledge Through Project Development.......................................... 1-8
Exhibit 1-6 Determine the Level of Risk Assessment .......................................................................... 1-11
Exhibit 1-7 Include Risk Management Milestones in the Project Schedule ......................................... 1-11
Exhibit 1-8 Simplified Workshop Timeline .........................................................................................1-12
Exhibit 1-9 Risk Management Schedule: With Workshop and Postworkshop Activities ......................1-13
Exhibit 2-1 Risk Identification .............................................................................................................. 2-4

Exhibit 2-2 Risk Identification Example (SMART) .................................................................................. 2-5
Exhibit 2-3 Risk Breakdown Structure (RBS) .........................................................................................2-6
Exhibit 2-4 Example Risk ID Sheet, Qualitative .....................................................................................2-7
Exhibit 3-1 Risk Assessment-Related Definitions .................................................................................. 3-3

Exhibit 3-2 Probability Impact Matrix (5 x 5) ........................................................................................3-4
Exhibit 3-3 Probability Impact Matrix (Double 4 x 4) ............................................................................ 3-5
Exhibit 3-4 Simplified Risk Management Plan Spreadsheet with 2 x 2 Probability Impact Matrix .......... 3-6
Exhibit 3-5 Simplified Risk Management Plan Spreadsheet, 5 x 5 Probability Impact Matrix................. 3-7
Exhibit 4-1 Levels of Risk-Based Estimating, in Support of Risk Management ....................................... 4-1
Exhibit 4-2 CPMS Data Requirements .................................................................................................. 4-3
Exhibit 4-3 Workshop Process for CRA or CEVP®.................................................................................. 4-5
Exhibit 4-4 SHAMPU Process in 3 Levels of Detail ............................................................................... 4-6
Exhibit 4-5 Creating a Probabilistic Estimate ........................................................................................4-7
Exhibit 4-6 Regions of an Estimate....................................................................................................... 4-7
Exhibit 4-7 Risk Management: A Part of Project Management .............................................................4-8
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Contents
Exhibit 5-1 Risk Management & Planning Spreadsheet ........................................................................ 5-4

Exhibit 5-2 RMP Spreadsheet: Response..............................................................................................5-5
Exhibit 5-3 Simple Response Matrix..................................................................................................... 5-6
Exhibit 5-4 Typical Risk Response Planning Chart for Threats – Risk Response Planning: Selecting
the Right Strategy (Piney, 2002) .........................................................................................5-7
Exhibit 5-5 Typical Risk Response Planning Chart for Opportunities – Risk Response Planning:
Selecting the Right Strategy (Piney, 2002) .......................................................................... 5-8
Exhibit 5-6 Risk ID Sheet ......................................................................................................................5-9
Exhibit 6-1 Risk Management Plan Spreadsheet .................................................................................. 6-3

Exhibit 6-2 Second Pillar of Risk Management .....................................................................................6-4
Exhibit 6-3 Risk Management Plan Spreadsheet (Completed) ..............................................................6-5
Exhibit 6-4 Total Estimated Cost Impacts of Top 5 Risks for the Example Project ................................. 6-6
Exhibit 6-5 Performance Measure of Risk Management for This Project .............................................. 6-7
Exhibit 7-1 Project Risk Management Plan Template ........................................................................... 7-2

Exhibit 7-2 Project Risk Management Plan Duties ................................................................................ 7-4
Exhibit 7-3 How to Use a Risk Breakdown Structure (Example) ............................................................7-6
Exhibit 7-4 Project Risk Management Performance Template..............................................................7-9
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Contents

Exhibit A-1 Pre-Workshop, Workshop, and Reporting Activities ......................................................... A-5
Exhibit A-2 Workshop Team (Typical Participants) .............................................................................. A-6
Exhibit A-3 Pre-Workshop: Determine Need, Process & Assemble Project
Information ...................................................................................................................... A-7
Exhibit A-4 Workshop Report Guide/Checklist .................................................................................. A-16
Exhibit A-5 Report Writing Responsibility.......................................................................................... A-17
Exhibit A-6 Workshop Report ........................................................................................................... A-18
Exhibit A-7 Cost and Risk QC Checklist .............................................................................................. A-19
Exhibit B-1 Timing of Workshops ........................................................................................................ B-1
Exhibit C-1 Flowchart Examples .......................................................................................................... C-2
Exhibit G-1 Combination of Base Variability and Market Conditions .................................................... G-1
Exhibit G-2 Capturing Base Market Condition Uncertainty .................................................................. G-2
Exhibit G-3 Capturing Base Schedule Uncertainty................................................................................ G-3
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Contents
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February 2018
Part I:
Guidance for WSDOT Projects
Chapter 1 Project Risk Management Planning

Chapter 2 Risk Identification
Chapter 3 Qualitative Risk Analysis
Chapter 4 Quantitative Risk Analysis
Chapter 5 Risk Response
Chapter 6 Risk Monitoring and Control
Chapter 7 Project Risk Management Plan-Example
Risk Analysis
Current Status ❶ Risk
❷ Risk ❸ Qualitative
Project Management Plan Management Identification
Scope, Schedule, Estimate Planning ❹ Quantitative
pre-response
Update analysis
Project Management Plan
❻ Risk Implement Risk ❺ Risk Response

Results of Response Plan
Monitoring post-response
response actions analysis
and Control TAKE ACTION!
1-1 Project Risk Management Overview

This document provides information to Project Managers, project teams, and staff
involved directly or indirectly with project risk management. It provides:
Uniformity in project risk management activities.
Techniques and tools for project risk management.
Data requirements for risk analysis input and output.
The project risk management role in overall project management.
Guidance on how to proactively respond to risks.
Project teams can more effectively establish and fulfill expectations by understanding
the risk. Assessing project risk informs decision-making during project development and
delivery. These decisions contribute to public safety and clarify project expectations.
Estimating the cost of transportation projects is fundamental to project design and
development. In recognition of the importance of cost estimating, these guidelines
provide consistent practices across the agency to enhance methods for meeting this
responsibility. These guidelines were developed by the Strategic Analysis and
Estimating Office (SAEO), with contributions from a number of specialists in cost
estimating and project development.
Estimators must be shielded from pressures to produce
No construction project is risk
estimates that match preconceived notions of what a free. Risk can be managed,
project should cost. Estimates are an objective opinion minimized, shared, transferred,
of cost based on project scope, project schedule, and or accepted. It cannot be
bidding environment. Risk based estimating is a vital ignored.
component of project risk management that benefits ~ Sir Michael Latham, 1994
the projects we deliver. The backbone of risk based
estimating is a sound base cost estimate.
WSDOT Project Risk Management Guide Page 1-1

February 2018
Project Risk Management Planning Chapter 1
1-2 Benefits of Risk Management

Project risk management delivers a number of values to the project, including:
Recognizes uncertainty and provides forecasts of possible outcomes.
Produces better business outcomes through more informed decision making.
Has a positive influence on creative thinking and innovation.
Creates opportunities for improved project monitoring and control.
Can aide in addressing concerns with respect to overhead and time.
Contributes to project success.
Project risk management is an integral component of project management and is found
at the heart of WSDOT’s project management processes.
Risk management is also a key component of project cost estimating and scheduling,
as noted in National Cooperative Highway Research Program (NCHRP) Report 574.
Exhibit 1-1 portrays balanced project risk management through project development
and balanced risk management.
With effective risk management as an integral and required part of project
management, we can not only predict possible future outcomes, we can take action
to shift the odds in favor of project success.
Exhibit 1-1 Balanced Risk Management (Risk Tolerance)
Risk-seeking behavior in an organization Risk-aversion behavior in an organization

is characterized by: is characterized by:
• Paying too little attention to risk management • Over-allocation of resources on risk management
• Not allocating resources for risk management • Low return on investment for risk management
• Surprise at bad news • Money spent on low-priority risks
• Missing opportunities • Tedious processes
Balanced project risk management

is characterized by:
• Efficient processes that match the organization’s tolerance for risk
C
• A proactive approach to management of projects and risks
• Effective allocation of resources for risk management
• Well-managed projects with few surprises
Investment in Tolerance
• Taking advantage of opportunities
risk for
• Dealing with threats effectively management risk
1-3 Project Risk Management Process

Risk management, as an integral part of project management, occurs on a daily basis.
With proactive risk management, we look at projects in a comprehensive manner and
assess and document risks and uncertainty. The steps for risk management are provided
below.
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February 2018
1-3.1 Risk Management Steps

WSDOT recognizes the following steps of project risk management:
1. Risk Management Risk management planning is the systematic process of deciding

Planning how to approach, plan, and execute risk management activities
throughout the life of a project. It is intended to maximize the
beneficial outcome of the opportunities and minimize or eliminate
the consequences of adverse risk events.
2. Identify Risk Risk identification involves determining and documenting which risks
Events can affect the project. It may be a simple risk assessment organized
by the project team, or an outcome of a formal risk assessment
process such as the Cost Estimate Validation Process, CEVP®.
3. Qualitative Risk Qualitative risk analysis involves Project teams assessing identified
Analysis risks for probability of occurrence and impact on project objectives.
Teams may elicit assistance from subject matter experts or functional
units to assess the risks in their respective fields. Risks are measured
by their “quality” in words rather than quantified in numbers.
4. Quantitative Risk Quantitative risk analysis is a way of numerically estimating the

Analysis probability that a project will meet its cost and time objectives.
Quantitative analysis is based on a simultaneous evaluation of
the impacts of all identified and quantified risks.
5. Risk Response Risk response involves developing options and determining actions to
reduce threats or enhance opportunities to project objectives. Actions
are identified and assigned to parties that take responsibility for the
risk response. This process ensures each risk requiring a response has
an “owner.” The Project Manager and the project team identify a
strategy that is best for each risk, and then select specific actions to
implement that strategy.
6. Risk Monitoring & Risk monitoring and control tracks identified risks, monitors residual
Control risks, and identifies new risks—ensuring the execution of risk plans
and evaluating their effectiveness in reducing risk. Risk monitoring
and control is an ongoing process for the life of the project.
More details on the steps above are found throughout this document. Understand that
project risk management is an art and a science involving careful consideration and
thought about the project and the associated uncertainties and risks.
Much of project risk management relies on sound engineering judgment and knowing
where to focus energy and resources. Knowing when to engage appropriate expertise is
vital to good project risk management.
Exhibit 1-2 provides a helpful comparison between risk and objectives for various types
of risk management. For this document we are interested in project risk management.

February 2018
Exhibit 1-2 Relationship between Risk and Objectives
Type of Risk
Description Sample Objectives
Management
Generic Risk: Any uncertainty that, if it
occurs, would affect one or more ----------------
objectives.
Project Risk Project Risk: Any uncertainty Time, cost, performance,
Management that, if it occurs, would affect quality, scope, client
one or more project objectives. satisfaction.
Business Risk Business Risk: Any uncertainty that, Profitability, market share,
Management if it occurs, would affect one or competitiveness, Internal Rate
more business objectives. of Return (IRR), reputation,
repeat work, share price.
Safety Risk Safety Risk: Any uncertainty that, if Low accident rate, minimal lost
Management it occurs, would affect one or more days, reduced insurance
safety objectives. premiums, regulatory
compliance.
Technical Risk Technical Risk: Any uncertainty Performance, functionality,
Management that, if it occurs, would affect one reliability, maintainability.
or more technical objectives.
Security Risk Security Risk: Any uncertainty that, Information security, physical
Management if it occurs, would affect one or security, asset security,
more security objectives. personnel security.
Credit: David Hillson, Effective Opportunity Management for Projects
1-4 Smart Effort = Less Risk

1-4.1 Taking Action
The power of risk management is fully realized when a Project Manager takes action to
respond to identified risks based on the risk analysis. Directed effort toward risks that
can have significant impact to project objectives improves the odds of project success.
1-4.1.1 Inputs
The project scope, schedule, and estimate package should include the most
current versions of the following items:
Project Summary
Detailed Scope of Work (commensurate with the level of development)
Project Cost Estimate (with Basis of Estimate completed)
o PE cost estimate
o ROW cost estimate
o Construction cost estimate
Previous Risk Analyses (if applicable)
Project Schedule

February 2018
o Overall project schedule

o Detailed construction schedule (commensurate to level of development)
QA/QC Status
Additional Information (as necessary)
1-4.1.2 Techniques and Tools
WSDOT provides a number of techniques and tools to assist in project risk
management. These tools and techniques provide scalability and flexibility so that
project teams can match the tool with the specific needs of their projects. Often,
the appropriate tool is determined by the size and complexity of the project. These
tools include:
• Project Management Guide
o Project Management Plan (fundamental for all projects)
o A qualitative risk matrix for smaller, simpler projects
o Risk planning, risk assessment, and risk management are integral
elements of project management
Risk Management Plan spreadsheet template (found on SAEO website)
Self-modeling tool for quantitative risk analysis
CRA workshops for all projects between $25M and $100M
CEVP® workshops for all projects over $100M
1-4.1.3 Output
Capital Program Management System (CPMS) data requirements per Policy
Statement 2047. Project teams must provide specific data to the region program
management office for inclusion in CPMS and the Transportation Executive
Information System (TEIS). The required data is:
1. Project scheduling data for the following milestone dates:
Project definition completion date
Date for the beginning of preliminary engineering
Completion date for the environmental document
Start date for the acquisition of right of way
Date of right of way certification
Project advertisement date
Date project is operationally complete (substantially complete)
2. Estimated project cost data (in Current Year Dollars, CY$):
Date of estimate basis (e.g., “2018 $”)
Design cost estimate
Right of way cost estimate
Construction cost estimate
3. Midpoint for construction phases using the project award date and the
operationally complete date.

February 2018
1-5 Statement of Policy

1-5.1 Project Risk Management and Risk-Based Estimating
It is WSDOT’s policy to conduct risk-based estimating workshops for all projects over
$10 million (PE, R/W, and Const). These workshops provide information to Project
Managers that can help them control scope, cost, and schedule, and manage risks for
all projects (Exhibit 1-3). This policy reaffirms the requirement that a Risk Management
Plan is a component of every Project Management Plan.
Exhibit 1-3 Levels of Risk-Based Estimating, in Support of Risk Management (E 1053)
Project Size ($M) Required Process*

Less than $10M Qualitative spreadsheet in the Project Management Online Guide[1]
$10M to $25M Informal workshop using the self-modeling spreadsheet[1][3]
$25M to $100M Cost Risk Assessment (CRA) workshop[1][2]
Greater than $100M Cost Estimate Validation Process® (CEVP®) workshop[2]
[1] In some cases, it is acceptable to combine a Value Engineering Study with a Risk-Based
Estimating Workshop.
[2] Projects $25 million and over should use the self-modeling spreadsheet in the scoping phase of
the risk-based estimating process, followed up by the more formal CRA or CEVP® process during
the design phase.
[3] An informal workshop is composed of the project team (or key project team members); other
participants may be included as the Project Manager/project team deem necessary.
*Project Managers can use a higher-level process if desired.
1-6 Project Risk Management Planning

Great project risk management requires good planning. Begin with proven project
management practices: review organizational policies and guidance; initiate and align
the project team; and follow the steps provided in the Project Management Guide. Risk
management must commence early in project development and proceed as the project
evolves and project information increases in quantity and quality. Plan to:
Identify, assess/analyze, and respond to major risks.
Continually monitor project risks and response actions.
Conduct an appropriate number and level of risk assessments to update the
Risk Management Plan and evolving risk profile for the project.
Consider the resources needed for project risk management and build them into the
project development budget and schedule. Risk management activities, including events
such as Cost Risk Assessment (CRA), Cost Estimate Validation Process (CEVP®), Value
Engineering – Risk Assessment (VERA), or other meetings, need to be part of the project
work plan and built into the project schedule and budget (Exhibit 1-4).

February 2018
Exhibit 1-4 General Comparison of a Few Typical Characteristics of CRA and CEVP®
Details CRA CEVP®

Typical Length 1 – 3 days 3 – 5 days
Subject Matter Experts Internal and local. Internal and external.
Timing Early is preferred but can be It is best to start early in the process;
conducted any time. Typically major projects are typically updated
updated when changes warrant. as needed.
General An assessment of risks with an An intense workshop that provides an
evaluation and update of costs external validation of cost and
and schedule estimates. schedule estimates and assesses risks.
Note: Policies and practices for project risk assessments are established by the Cost Risk Estimating
Management unit of the Strategic Analysis and Estimating Office at Headquarters. Risk assessment
workshops are orchestrated by Region Coordinators or the CREM Unit at Headquarters. The Project
Manager submits a workshop request and works collaboratively to determine workshop type and
candidate participants. (See Part II: Guidelines for CRA-CEVP® Workshops for more details.)
Exhibit 1-5 illustrates how project information develops and evolves over time. With
rising project knowledge comes an understanding that contending with some elements
of the project will require significant additional resources. These elements could involve:
scope; environmental mitigation and permitting; rising cost of right of way as corridors
develop in advance of the project; utilities; seismic issues; and other elements.
In the past, traditional estimating practices tended to produce “the number” for a
project; but the single number masks the critical uncertainty inherent in a particular
project. It implies a sense of precision beyond what can be achieved during planning,
scoping, or early design phases.
We recognize that an estimate is more accurately expressed as a range, not as a single
number. To determine an accurate estimate range for both cost and schedule, risk must
be measured. Formerly, WSDOT measured risk based on the estimator’s experience and
best judgment, without explicitly identifying the project’s uncertainties and risks. That
has changed. Estimates are now composed of two components: the base cost
component and the risk (or uncertainty) component. The base cost represents the cost
that can reasonably be expected if the project materializes as planned. The base cost
does not include contingencies. Once the base cost is established, a list of risks is
created of opportunities and threats, called a “risk register.” The risk assessment
replaces general and vaguely defined contingency with explicitly defined risk events.
Risk events are characterized in terms of probability of occurrence and the
consequences of each potential risk event.

February 2018
Exhibit 1-5 Evolution of Project Knowledge Through Project Development
Executive Order (EO) E 1053 instructs employees to actively manage their projects risks.
Risk reviews are an integral part of budget development, with the intent that the
department makes informed decisions about risk tolerance. It can be inferred that
determined Enterprise Risk Management includes comprehensive project risk
management Project risk management is a major element in the Project Management
Plan, which is required for all WSDOT projects (EO E 1032). We, as stewards of the
public trust, must endeavor to inform decision makers of the uncertainty and risk
associated with the projects we develop. We must understand risk tolerance and
we must weigh the value of project decisions against project risks.

February 2018
Chapter 5 of the book Risk, Uncertainty and Government notes, “…lawyers and
economists are accustomed to think of contracts for future performance as devices for
allocating risks of future events.” In order for us to understand this allocation of risk,
projects must be examined and the uncertainty and risks must be documented and
characterized.
Risk Management
Identify Respond
Analyze Monitor/Control
We can think of risk management as two pillars (depicted above). They are: “IDENTIFY
and ANALYZE” the risks, then, “RESPOND, MONITOR, and CONTROL” project risk.
Unless we incorporate the second pillar, we are not realizing the full value of risk
management. When preparing the Project Management Plan and work activities
for our project, we must include both pillars of risk management.

February 2018
1-7 How to Plan for Project Risk Management

Do you plan to manage risk for your project? YES! Then include risk management in your
Project Management Plan.
1. Determine the level of risk assessment for your project (Exhibit 1-6).
2. Incorporate risk management activities into the project schedule (Exhibit 1-7).
3. Make risk management an agenda item for regularly scheduled project meetings.
4. Communicate the importance of risk management to the entire project team.
5. Establish the expectation that risk will be managed, documented, and reported.
1-7.1 Tips for Risk Management Planning
Risk assessment planning should begin early. There is a minimum level of
project knowledge needed to understand what is being assessed. This varies
depending on the point in project development at which the risk assessment is
conducted (planning, scoping, design/PS&E); hence, schedule risk assessments
at appropriate times.
At a minimum there must be an understood project scope of work, associated
project cost estimate – with a basis of estimate complete, and an estimated
project schedule.
Allow time in the schedule for preparation activities; this includes review
and QA/QC of project schedules and cost estimates at appropriate times
(Exhibits 1-8 and 1-9).
Allow a budget and time in the schedule for risk assessment, risk management,
and risk response activities.
Report on the status of project risk at regularly scheduled project meetings.
Know the organization’s tolerance for risk. Are Project Managers (and upper
management) risk averse or risk seeking? How much risk is the organization
willing to accept? Knowing the answers to these questions will help with risk
management and contribute to the decision-making process when determining
risk response actions.
Contact the Strategic Analysis and Estimating Office (SAEO) and discuss the
possibility of coordinating or integrating project risk assessment with value
engineering.

February 2018
Exhibit 1-6 Determine the Level of Risk Assessment
Project
Risk Assessment Level Notes
Size ($M)
Project Team Risk Assessment The project team assesses each identified
Project Management Guide risk for its probability of occurrence and
Less Formal Risk
0 to 10 its impact on project objectives. Project

Assessment
Risk Management Plan

Qualitative Tool teams may request assistance from
subject matter experts or functional units
Project Team Risk Assessment to assess the risks in their respective
10 to 25 Self-Modeling Spreadsheet fields. The self-modeling spreadsheet can
Quantitative Tool be used for any project.
The team, working collaboratively with

Assessment (Workshops)
Cost Risk Assessment (CRA)

independent subject matter experts,
25 to 100 Workshop
More Formal Risk
reviews and/or validates cost and schedule

Quantitative Tool
estimating and identifies, characterizes,
and analyzes risks. Workshops are
Cost Estimate Validation Process® accomplished in a structured setting.
Modeling can be accomplished with off-
Over 100 (CEVP®) Workshop
Quantitative Tool the-shelf software or using the self-
modeling spreadsheet.
Exhibit 1-7 Include Risk Management Milestones in the Project Schedule
Less Formal Risk Assessment* Formal Workshop (CRA/CEVP®)
Milestones include: Milestones include:

• Project Scope, Schedule, and Estimate are • Workshop Request Form Submitted
Complete (apt for the level of development) • Project Scope, Schedule, and Estimate are
• Prep Meeting (initial review of areas of Complete (apt for the level of development)
concern; determine tool: qualitative or self- • Prep Session (flowchart project; determine
modeling) subject matter experts; additional prep items)
• Risk Meeting (risks are identified and • Workshop
characterized)
• Preliminary Results Presented
• Risk Response Actions Developed • Draft Report
• Risk Response Actions Implemented • Final Report
*Does not require a formal workshop.

February 2018
Exhibit 1-8 Simplified Workshop Timeline
Request form Final

submitted by Typical duration from request to final report is about 90 days workshop
Project Manager report
Prep activities – Risk Assessment Meeting Post activities –

Typical duration 45 days Typical duration 3 days Typical duration 45 days
(range: 30 to 60 days) (range 2 days to 10 days) (range: 30 to 180+ days)
Typical prep activities include: Typical post activities include:

Prep meeting Perform action items
Prepare agenda Prepare Monte Carlo models
Review materials Prepare draft and final reports
Advance elicitation Conduct risk treatment follow-up meeting
Process task orders Prepare preliminary presentation
Negotiate contracts Review and process consultant invoices
Identify cost-risk team
Confirm & invite participants
Schedule activities (pre- and post-)
Determine type of risk assessment
Establish duration of risk assessment
Causes of delay to the start or analysis Causes of delaying the finsih

Poorly defined scope of work Delays in decision-making
Poorly prepared cost estimate Unresolved isses at end of meeting
Poorly prepared schedule estimate Requested information not provided
No current project management plan
Note: If the project team cannot clearly Note: Once the risk assessment meeting
describe the project to be evaluated, with is over, it is over. Allow the process to
a well-defined problem statement, and come to a conclusion so the model can be
provide a cost and schedule estimate, the developed and the report delivered.
risk assessment meeting should be Endless permutations and combinations of
postponed. hypothetical scenarios that will not
contribute to decision-making do not add
value to the process. Evaluate results,
develop a response; update the Project
Management Plan.

February 2018
Exhibit 1-9 Risk Management Schedule: With Workshop and Postworkshop Activities
DURATION RANGE (days)

TASK NAME Shorter Common Longer
Risk Assessment Process (90 days +/-) – Typical timeline for CRA/CEVP ~30 ~90 ~120 +
Request Form submitted by the Project Manager to the Cost Risk Estimating Management
(CREM) Unit of the Strategic Analysis and Estimating Office (SAEO) Start
PREWORKSHOP ACTIVITIES 24 30 44
• CREM works with PM to identify appropriate cost-risk team
• CREM determines appropriate workshop type and length
• CREM works with PM to schedule risk assessment activities (including pre- and post-)
• Project team prepares materials for prep session and begins preparing for workshop
• REALITY CHECK (is project team ready?) > Scope, Schedule, Estimate for workshop
• CREM prepares and distributes PREP Session agenda and sends invites
• PREP SESSION (run by CREM – results in: Draft Flowchart, Estimate, Participants List)
• MILESTONE > PREP SESSION COMPLETE
• PM sends email reminder to region participants/SMEs for workshop
• CREM schedules and conducts advance elicitation with appropriate parties
• CREM sends invites to all workshop participants for workshop
• Project team prepares for workshop (review Flowchart, Estimate, and Participants List)
• CREM, working with PM, finalizes workshop agenda and sends to participants
• Project team makes project information available via email, ftp, and/or other
WORKSHOP ACTIVITIES 1 3 5 or more
• WORKSHOP (run by CREM)

• MILESTONE > WORKSHOP COMPLETE
POSTWORKSHOP ACTIVITIES 10 45 90 +
• Cost Lead prepares their portion of the DRAFT REPORT
• Risk Lead prepares models and writes DRAFT REPORT
• Risk Lead prepares preliminary presentation
• Risk Lead delivers preliminary presentation
• Preliminary presentation complete
• RISK LEAD ASSEMBLES DRAFT REPORT
• MILESTONE > DRAFT REPORT COMPLETE
• PROJECT TEAM REVIEWS & COMMENTS ON DRAFT REPORT
• Cost Lead prepares their portion of the FINAL REPORT
• Risk Lead finalizes models and writes FINAL REPORT
• MILESTONE > FINAL REPORT COMPLETE
• PM makes sure payment groups are set up in TRAINS
POSTREPORT ACTION (RISK RESPONSE)
• PM updates Project Risk Management Plan (collaborates w/CREM) Project risk management
is an ongoing activity that
• PM implements risk response actions (collaborate w/CREM) is performed as part of the
• PM initiates monitoring for effectiveness of risk response actions daily and regular project
development and delivery
• Update Risk Management Plan: response costs and estimated value of risk avoided activities.
• Perform post-mitigation analysis and report

February 2018

February 2018
Risk Analysis
❷ Risk ❸ Qualitative
Project Management Plan Management
Identification ❹ Quantitative
Scope, Schedule, Estimate Planning
pre-response
Update analysis

Results of Monitoring Response Plan post-response
response actions and Control analysis
TAKE ACTION!
2-1 Risk Identification during Project Development

Risk identification is ongoing through project development:
1. Planning
2. Scoping
3. Design/Plans, Specifications, and Estimate (Engineer’s Estimate)
4. Construction
As projects evolve through project development, the risk profile changes and project
understanding grows. Previously identified risks may change and new risks may emerge.
2-2 Risk Identification: Inputs, Tools and Techniques, Outputs

2-2.1 Risk Identification Inputs
The most important first input is a defined project. In order to fully understand and assess
project risks we must ensure a mutual understanding of the project under evaluation.
Fundamental information about a project includes a clear statement of need. To focus on
risks and uncertainties our project will face, we must know the project in context, scope,
schedule, and estimate. Information is commensurate with the level of project
development at the time of risk analysis. Progressive elaboration should not be confused
with scope creep. (Source: Project Management Book of Knowledge)
Projects tend to develop in small steps. This incremental process of project development
is sometimes termed “progressive elaboration.” Progressive elaboration means developing
in steps, and continuing by increments. For example, the project scope will be broadly
described early in the project and made more explicit and detailed as the project team
develops a better and more complete understanding of the objectives and deliverables.

February 2018
Risk Identification Chapter 2
2-2.2 Risk Identification Tools and Techniques

The project team, sometimes in collaboration with cost risk experts and subject matter
experts, identify as many risks as possible that may affect project objectives (Exhibit 2-1).
State the assumptions for risk identification and analysis, and delineate thresholds for risks.
For example, a project team may want to describe risks with impacts below $100,000 or
less than two weeks as minor. By doing so, we do not spend excessive amounts of time on
risks that do not significantly impact our ability to meet project objectives. Focus must be
directed toward risks that can significantly impact the project. Assumptions and thresholds
for risk assessment are project-specific and are influenced by the size and complexity of the
project and project environment, and the owners’ tolerance for risk. There are a wide
variety of techniques used for risk identification. Some common techniques used at
WSDOT are provided below.
2-2.2.1 Documentation Reviews
Peer-level reviews of project documentation, studies, reports, preliminary plans,

estimates, and schedules are a common and early method to help identify risks
that may affect project objectives.
2-2.2.2 Information Gathering
Brainstorming – Formal and informal brainstorming sessions with project
team members, specialty groups, stakeholders, and regulatory agency
representatives is a technique for risk identification. This technique can be
scaled for use on the simplest to the most complex projects. This technique
can also be tailored to specific areas of interest for the project risk; for
example, if a Project Manager is most concerned about geotech conditions,
a brainstorming session on geotech can be convened.
Lessons Learned Database – Searching for lessons learned using key words
in the WSDOT Lessons Learned Database that are relevant to your project
can provide an abundance of information on projects that may have faced
similar risks.
Other Methods – Other techniques include: questionnaires and surveys;
interviews, checklists, and examination of the work breakdown structure
for the project with appropriate specialty groups; and asking “what if”
questions (for example, “what if we miss the fish window?” or “what if
our environmental documentation is challenged and we have to prepare
an EIS?”).
2-2.3 Risk Identification Outputs
An expected deliverable from risk identification includes the “risk register,”1 which
documents the following information:
1
A list of risks comprised of potential project opportunities and threats.

February 2018
Identification # for each risk identified – Assign a unique number to each risk for tracking
purposes. If available, do this by utilizing an established Risk Breakdown Structure (RBS);
the WSDOT RBS is provided in Exhibit 2-4.
Date risk was identified – Document the date the risk was identified and in which project
development phase (planning, scoping, design/PS&E, construction).
Name of risk - (is the risk a threat or an opportunity?) – Ensure each identified risk has an
appropriate name; for example, “NEPA Delay” or “Reduction in Condemnation.” Also,
document the nature of the risk with respect to project objectives (threat or opportunity);
you can do this by using the RBS for naming conventions.
Detailed description of risk event – The detailed description of the identified risk must
provide information that is Specific, Measurable, Attributable (a cause is indicated),
Relevant, and Time-bound (SMART). Ensure the description is clear enough and thorough
enough so that others reading about the description of the risk will understand what it
means.
Risk trigger – Each identified risk must include the risk trigger(s). Risks rarely just suddenly
occur; usually there is some warning of imminent threat or opportunity. Clearly describe
and document these warning signs and information about the risk. For example, “NEPA
Approval Date” may be considered a risk trigger on a project that has a risk of a legal
challenge.
Risk type – Does the identified risk affect project schedule, cost, or both?
Potential responses to identified risk – Document, if known, possible response actions
to the identified risk—can the identified threat be avoided, transferred, or mitigated, or
is it to be accepted? Can the identified opportunity be exploited, shared, or enhanced?
Comments about risk identification – Risk management is an iterative process, project
risks must be reviewed regularly. Document and assess new risks. The resulting risk
register is preliminary and is refined over time and is a prominent input of Cost Risk
Assessment or Cost Estimate Validation Process® (CRA/CEVP®) workshops. More detail
about the WSDOT workshops for CRA/CEVP® is provided later in this document, and at:
8 www.wsdot.wa.gov/projects/projectmgmt/riskassessment
2-3 Identifying Risk Events

2-3.1 How to Identify Risk
1. Determine, for your project, what constitutes “significant” risk.
2. Determine risk thresholds for the project—establish a minimum dollar amount
and time duration considered significant for the project under evaluation.
3. Focus on identifying large significant risks that affect project objectives.
4. Carefully document and describe risks in a risk register (see Exhibit 2-4).

February 2018
5. Characterize risks in terms of impact and probability. Note: High-impact risks with
low probabilities should be of particular interest to the Project Risk Manager.2
2-3.2 Tips for Risk Identification
Thoroughly describe the risk; there are forms on the following pages to help
with this, or you may create your own.
Include specialty groups and/or other persons who may have meaningful
input regarding the challenges the project may face.
Determine who “owns” the risk and who will develop a response.
Exhibit 2-1 Risk Identification
Brainstorming: An effective method, brainstorming can range from a small informal project team
effort for simpler projects to a full-blown CEVP® workshop. Effective brainstorming requires a skilled
facilitator, working together with the project team and specialists who can bring additional expertise.
Checklists and/or questionnaires to “specialty groups”: Checklists/questionnaires are quick and easy
to use, but limited in nature; they only deal with the items on the list. Each project is unique, so a
standard list will often not capture the project-specific risks of most concern.
Though it can be limited, a checklist/questionnaire can spark thinking prior to a more formal
brainstorming process.
Examination of past similar projects: Lessons learned from past projects help us to avoid repeating
mistakes. Using past examples requires prudent and objective judgment, since a previous project
may be similar but is nonetheless different because each new project has unique requirements and
features, including uncertainties and risks.
WSDOT Lessons Learned website:
8 http://wwwi.wsdot.wa.gov/projects/delivery/lessonslearned/
A combination of the above methods and/or others: It is quite likely that for most projects, a
combination of the above methods will be used to identify risks. The important thing is that, once
identified, the risks are properly documented (see the following exhibits):
Exhibit 2-2 – Risk identification example (tailor to the needs of the project team).
Exhibit 2-3 – Risk Breakdown Structure for categorizing and organizing risks.
Exhibit 2-5 – Example of qualitative risk identification.
2
High-Impact, low-probability risks, referred to as “black swan” events by some, can devastate a project and,
unfortunately, are not always given the attention they deserve. This is due to the fact that the “expected value” of this
type of risk does not always rank it highly on risk register.

February 2018
Exhibit 2-2 Risk Identification Example (SMART)
Premitigated Risk
Risk Form SR 050/Marker Road RR-Xing; Construct Bridge - OVER Date:
Specific - A detailed description of
Risk ID:
ROW050.10 Category: Right-of-Way RBS Code: ROW050 .10 MDL Code:
the Risk Event. What is the specific
ENV 30 Environmental Permitting (incl. Appeals) issue of concern?
Risk Title: R/W Impacts (condemnation)
Status: Active Phase that it Impacts: ROW Critical Path? Yes
Measurable - Probability and
Detailed Description of Risk Event: (SMART―Speci fic, Mea s ura bl e, Attri butabl e, Rel eva nt, Ti mebound)
consequence of Risk Event Occuring?
Significant impacts to properties on the west side of Railroad (UPRR). Northwest quadrant ; property
would be split in half by the Road realignment. (cost or schedule impact)
Trigger: condemn
Attributable - What will trigger
Pre -Re sponse Quantitative Assessment Qualitative Rendition
(cause) this risk? How do we know?
Heat Map
⌛ ⌛ Who owns this risk?
Nature: Threat Probability: 75% Probability: High VH
Probabi l i ty
COST $ Millions ($M) SCHEDULE months (mo) Impact Relative to: H $, Relevant - Why is this risk important
Minimum: 0.01 $M Minimum: 6.0 mo ROW M to our project? Will it impact project
Most Likely: 0.28 $M Most Likely: 12.0 mo L objectives? Is it critical?
⌛
Maximum: 0.40 $M Maximum: 18.0 mo COST $: Very High VL
Expected Value ↓ Expected Value ↓ SCHEDULE : Very High VL L M H VH
⌛ 0.19 $M⌛
Timebound - Risks have a "shelf life"
9.0 mo Impact
– the project is not indefinitely
$↗ ↗ or $↗ ↘: This Risk has Correlation with the Prior?
Schedule Risk
exposed - when are we at risk?
This Risk may occur independent of Prior Risks. Schedule Risk Link: 0
Supplemental notes about this risk event

Risk trigger details Risk exposure during R/W phase.
Trigger – negotiations to acquire property
(include estimated life of risk) (March 15, 2929 to March 15, 2930)
are unsuccessful and it is necessary to go
Risk owner Mr. R. Ofway
through condemnation.
Critical path (yes or no?) Yes
Possible response actions Evaluate all possible alternatives to either avoid property or reduce the
amount needed.
Action by date May 15, 2929 Status review dates June 15, 2929 July 15, 2929 August 15, 2929
Potential response actions?

If potential mitigation strategies are
identified be sure to capture them so
they can be more fully explored later.

February 2018
Exhibit 2-3 Risk Breakdown Structure (RBS)
Level
Project Risk
1
-
Level Environmental Structures & Design / PS&E Right-of-Way Utilities Railroad Partnerships Management / Contracting Construction
2 & Hydraulics Geotech Stakeholders Funding Procurement
ENV STG DES ROW UTL RR PSP MGT CTR CNS
-----------
ENV 10 STG 10 DES 10 ROW 10 UTL 10 RR 10 PSP 10 MGT 10 CTR 10 CNS 10
NEPA/SEPA Design Changes Design Changes ROW Plan Coordination Design Tribal Issues Management Change in Traffic Control
Coordination Change Delivery Method and Staging
ENV 20 STG 20 DES 20 ROW 20 UTL 20 RR 20 PSP 20 MGT 20 CTR 20 CNS 20

ESA Issues Design Changes Deviations' Approval inflation Conflicts Construction Public Delayed Contract Construction
coordination Involvement Decision Making Language Permitting
ENV 30 STG 30 DES 30 ROW 30 RR 30 PSP 30 MGT 30 CTR 30 CNS 30

Environmental Changes to architecture or Limited Access Right of Entry Additional Scope Cash Flow Delays in Work Windows
Permitting design Criteria landscape changes IJR for third parties Restrictions Ad/Bid/Award
ENV 40 DES 40 ROW 40 MGT 40 CTR 40 CNS 40

Archaeological Projects by other Managed Political/Policy Market Schedule
Cultural agencies affected Access Appeal Changes Conditions Uncertainty
ENV 50 DES 50 ROW 50 MGT 50 CTR 50 CNS 50

Hazardous Changes to Design of Acquisition State Workforce Delays in Marine
Materials Traffic Items Issues Limitations Procurement Construction
Level 3
ENV 60 DES 60 ROW 60 CTR 60 CNS 70

Wetlands / Design / PS&E Additional ROW Contractor Non- Earthwork
Habitat Reviews is required Performance Issues (re-use,
Mitigation haul, etc.)
ENV 70 CTR 70 CNS 80
Stormwater, Availability of Coordination
Potential Specialty with Adjacent
Changes to Flow Labor/Labor Projects During
ENV 80 CNS 90
Impacts during Contractor
Construction Access / Staging
Coordination and
ENV 90 CNS 100
Permanent Construction
Noise Mitigation Accidents
ENV 900 STR 900 DES 900 ROW 900 UTL 900 RR 900 PSP 900 MGT 900 CTR 900 CNS 900
Other ENV Other STR Other Design Other ROW Other UTL Other RR Other PSP Other MGT Other CTR Other CN
Issues Issues Issues Issues Issues Issues Issues Issues Issues Issues
-----------
The RBS provides several functions and benefits to the project team and to management, including:
1) Consistency with taxonomy (wording); 2) Organizes risk events into common categories; 3) Helps identify trends with respect to common usage of risk eventcategories & event types,
categories & event types along with their probability and impact values; 4) Helps to identify common risk events among projects that the Region and HQ offices should be aware of due to
their potential cumulative effects; e.g. negotiating agreements with agencies or other municipalities; 5) Provides a basis to work from for risk elicitors during CEVP workshops; 6) Provides a
basis for development of independent risk surveys for those that are unable to attend a CEVP workshop.
This RBS serves as a starting point in assessing project risks in CEVP and CRA workshops; and also for smaller projects that may not conduct a formal workshop.
RISK TRIGGER CONSEQUENCE IMPACT
RBS CODE RISK EVENT PROBABILITY
(CAUSE or PRECIPITATING EVENT) (effect on project objectives) ($ or time)
ENV 10.01 As a result of… the public involvement process NEPA/SEPA document challenge delays delivery of EA document 70% é$5M, 8 weeks
é$0.1M, 6
ENV 10.02 Because of… public pressure and internal reviews env documentation increases, need to prepare an EIS 10%
months
é$0.1M, 4
ENV 10.03 Due to… reviews by WSDOT Environmental design info deemed inadequate additional design, cost, and time 10%
months

February 2018
Exhibit 2-4 Example Risk ID Sheet, Qualitative
2-3.3 After Risk Identification

Risk identification prepares us for risk analysis. The next two chapters present the two
types of risk analysis: qualitative and quantitative.

February 2018

February 2018
Risk Analysis
Current Status ❶ Risk Risk Analysis
Risk ❸ Qualitative
Identification
Scope, Schedule, Estimate Planning ❸Quantitative
❹ Qualitative
❹ pre-response
Quantitative
Update analysis
pre-response analysis

TAKE ACTION!
3-1 General
Qualitative Risk Analysis assesses the impact and likelihood of the identified risks and
develops prioritized lists of these risks for further analysis or direct mitigation.
The project team assesses each identified risk for its probability of occurrence and its
impact on project objectives. Project teams may elicit assistance from subject matter
experts or functional units to assess the risks in their respective fields.
Qualitative risk analysis is often used:
As an initial screening or review of project risks.
When a quick assessment is desired.
As the preferred approach for some simpler and smaller projects where robust
and/or lengthy quantitative analysis is not necessary.
Qualitative: Observations that do not involve measurements and numbers; for example, the
risk of a heavy rainstorm affecting our erosion control is “Very High.”
Qualitative assessment: An assessment of risk relating to the qualities and subjective elements
of the risk—those that cannot be quantified accurately. Qualitative techniques include the
definition of risk, the recording of risk details and relationships, and the categorization and
prioritization of risks relative to each other.
SOURCE: Project Risk Analysis and Management Guide, 2004, APM Publishing
Qualitative analysis provides a convenient and user-friendly way to identify, describe, and
characterize project risks.
Risk identification, as mentioned in Chapter 3, results in the generation of a risk register.
The risk register can be sizeable and it is necessary to evaluate and prioritize the risk events

February 2018
Qualitative Risk Analysis Chapter 3
identified in the risk register. Evaluation and prioritization is typically an iterative process
and can take place at various points in project development.
A thoroughly developed register of risks is helpful. In some situations moving forward is
difficult because of indecision. Identifying, describing, and assessing project risks allows for
prioritization that offers actionable information by providing specific, documented risk
events. Prioritizing risks offers Project Managers an opportunity to focus project resources.
Prioritization helps make decisions in an uncertain environment and address project risk in
a direct and deliberate manner.
Qualitative analysis utilizes relative degrees of probability and consequence of each
identified project risk event in descriptive non-numeric terms; see Exhibit 3-2 and
Exhibit 3-3 for examples of qualitative risk matrices.
3-2 How to Perform Qualitative Risk Analysis

Once a risk is identified, write a thorough description of the risk and risk triggers. This aids
in characterizing the risk in terms of probability of occurrence and the consequence.
1. Gather the project team and appropriate persons to discuss project risk. Establish
which of the qualitative risk matrices you intend to use, and define the terms you plan
to use (Very High, High, Medium, Low, etc.).
2. Review the risk information from the risk identification step.
3. Discuss the risk with the group.
4. Evaluate the likelihood of the risk occurring by asking the group “How likely is it that
this risk will occur?” Record the result that the group agrees on.
5. Evaluate the consequences if the risk does occur by asking the group “What will be the
impacts if this risk does occur?” Record the result that the group agrees on.
6. Prioritize the risks based on the results of the qualitative analysis. If it is desirable, the
risks can also be grouped by category (e.g., Environmental, Structures/Geotech) and
ranked within each category.
3-2.1 Helpful Hints for Qualitative Risk Analysis
Invite appropriate participants (not too many, not too few).
Define terms.
Stay focused—put a time limit on discussion if necessary.
Record the results.
Prioritize the risks based on the results.
Sometimes, people who are relatively new to risk analysis claim that it is nothing more
than guessing. However, the actuality is that assigning values for probability and impact
relies on the expertise and professional judgment of experienced participants.

February 2018
Determining an estimated probability of a risk occurring and it’s consequence is for many a
new activity. In any field, with experience, professionals develop intuition and an ability to
understand projects to a greater degree than those not involved with project development
and delivery. This experience and intuition is extremely valuable—in a risk workshop
forum, we surround ourselves with “wise counsel” to seriously and thoroughly discuss the
project. It might be helpful to examine the word “guess” and compare it to other words,
such as “discernment” and ”judgment,” that more appropriately describe risk assessment.
The definitions in the following table come from the Merriam-Webster Online
Dictionary/Thesaurus (with edits).
Exhibit 3-1 Risk Assessment-Related Definitions
Risk-Assessment Terms Definitions / Synonyms / Related Words

Decision Definitions: (1) a: The act or process of deciding, b: a determination
arrived at after consideration: <make a decision>; report of a conclusion;
(2) A position arrived at after consideration <after much deliberation, we
made a decision about what to use for an estimated unit price>
Synonyms: Conclusion, determination, diagnosis, judgment, resolution
Related Words: choice, option, selection.
Discernment Definition: The quality of being able to grasp and comprehend what is
obscure; skill in discerning (insight and understanding); the process of
forming an opinion or evaluation by discerning and comparing; an opinion
or estimate so formed; the capacity for judging; the exercise of this
capacity.
Synonyms: Perception, penetration, insight, and acumen mean a power to
see what is not evident to the average mind. DISCERNMENT stresses
accuracy; PERCEPTION implies quick discernment; PENETRATION implies a
searching mind that goes beyond what is obvious or superficial; INSIGHT
suggests depth of discernment coupled with understanding; and ACUMEN
implies characteristic penetration combined with keen practical judgment.
Guess Definition: To form an opinion from little or no evidence.
Synonyms: Assume, conjecture, presume, speculate, suppose, surmise
Related Words: Gather, infer, hypothesize, theorize, believe, conceive,
imagine, reckon.
Judgment Definitions: (1) The process of forming an opinion or evaluation by

discerning and comparing; (2) An opinion or estimate so formed; a formal
utterance of an authoritative opinion; a position arrived at after
consideration; an idea that is believed to be true or valid without positive
knowledge; an opinion on the nature, character, or quality of something.

February 2018
Exhibit 3-2 Probability Impact Matrix (5 x 5)

February 2018
Exhibit 3-3 Probability Impact Matrix (Double 4 x 4)
EXAMPLES ONLY
A simple matrix, provided below, is suitable for smaller, less complex or routing projects; it also appears in
the WSDOT’s Project Management Guide.
The Project Management Online Guide is found at:

8 www.wsdot.wa.gov/projects/projectmgmt/pmog.htm

February 2018
Exhibit 3-4 Simplified Risk Management Plan Spreadsheet with 2 x 2 Probability Impact Matrix

February 2018
Exhibit 3-5 Simplified Risk Management Plan Spreadsheet, 5 x 5 Probability Impact Matrix

February 2018

February 2018
Risk Analysis
Current Status ❶ Risk Risk Analysis
Identification ❸Quantitative
❹
Scope, Schedule, Estimate Planning Qualitative
❹ pre-response
Quantitative
Update analysis
pre-response analysis

TAKE ACTION!
4-1 General
Quantitative Risk Analysis is a way of numerically estimating the probability that a
project will meet its cost and time objectives. Quantitative analysis is based on a
simultaneous evaluation of the impacts of all identified and quantified risks.
The Strategic Analysis and Estimating Office (SAEO) at WSDOT offers several tools for
quantitative analysis of risk. These tools are described in Executive Order E 1053 and
summarized in Exhibit 4-1.
Exhibit 4-1 Levels of Risk-Based Estimating, in Support of Risk Management
Project Size ($M) Required Process*

$10M to $25M Informal workshop using the self-modeling spreadsheet[1][3]
Quantitative $25M to $100M Cost Risk Assessment (CRA) Workshop[1][2]
Greater than 100M Cost Estimate Validation Process® (CEVP®) Workshop[2]
[1] In some cases, it is acceptable to combine the Value Engineering Study and Risk-Based
Estimating Workshop.
[2] Projects $25M and over should use the self-modeling spreadsheet in the scoping phase risk-
based estimating process, followed up by the more formal CRA or CEVP® process during the
design phase.
[3] An informal workshop is comprised of the project team (or key project team members); other
participants may be included as the Project Manager/project team deem necessary.
Note: For projects less than $10M, qualitative analysis is sufficient, although a higher level may be
used if desired.
*Project Managers can use a higher-level process if desired.
Quantitative techniques, such as Monte Carlo simulation, can be a powerful tool for
analysis of project risk and uncertainty. This technique provides project forecasts with
WSDOT Project Risk Management Page 4-1

February 2018
Quantitative Risk Analysis Chapter 4
an overall outcome variance for estimated project cost and schedule. Probability theory
allows us to look into the future and predict possible outcomes.
Use of quantitative analysis, while very powerful, also can be misleading if not used
properly. WSDOT provides a comprehensive guide for risk workshops that, if followed,
helps ensure a consistent process and safeguards against biased and/or misleading
results. The comprehensive set of workshop guidelines are provided in Part II of this
document.
The following caution comes from the paper “Top Down Techniques for Project Risk
Management” by Martin Hopkinson, presented at the 2006 PMI Conference in Madrid.
Poor modeling can produce an output that looks convincing to managers but is so
flawed that the results are dangerously misleading. On a project
with unrealistically tight targets, poor risk analysis may thus become a tool
that fosters management delusions about the prospects for success.
Project risk management is an integral component of ongoing project management.
Project Managers sometimes ask “when is the best time to conduct a CRA or CEVP®
workshop?” This is answered by reviewing the status of project development.
Project risk management is an integral part of the Project Management Plan, PMP. As
the PMP is developed include requirements for keeping the plan current and the
approximate timing for conducting formal risk analyses. At a minimum quantitative risk
analysis requires a project scope associated schedule and cost estimate. When the
scope, schedule and estimate are ready the project team can begin in earnest to
prepare for their risk management workshop.
Contact the Design Analysis Office at WSDOT HQ to discuss your project risk analysis
requirements. They can guide you through the process, including scheduling
consultants and WSDOT resources to effect the completion of a quantitative analysis,
either through the workshop process or use of the self-modeling spreadsheet.
When a project team prepares for a workshop, much of the work that is performed on a
daily or regular basis becomes the input for the analysis. This includes scope or work,
schedule estimate (with backup and assumptions), cost estimate (including the Basis of
Estimate), assumptions, and backup information. Estimates are used to make financial
decisions; hence, in order to facilitate this, materials should be developed that result in
an informed decision-making process. Capital Program Management System (CPMS)
data requirements are listed in Exhibit 4-2.
Page 4-2 WSDOT Project Risk Management

February 2018
Exhibit 4-2 CPMS Data Requirements
Required CPMS Data
Project teams must provide specific data to the region program management office for
inclusion into CPMS and the Transportation Executive Information System (TEIS). The required
data is:
1. Project Scheduling Data for the Following Milestone Dates

• Project definition completion date
• Date for the beginning of preliminary engineering
• Completion date for the environmental document
• Start date for the acquisition of right of way
• Date of right of way certification
• Project advertisement date
• Date project is operationally complete (substantially complete)
2. Estimated Project Cost Data (in Current Year Dollars, CY$)

• Date of estimate basis (e.g., “March 2015 $”)
• Design cost estimate
• Right of way cost estimate
• Construction cost estimate
3. CPMS Modifications
• CPMS will be modified to calculate the midpoint for construction phases using the
project award date and the operationally complete date.
4-2 How to Perform Quantitative Risk Analysis

4-2.1 General Process
Once risks are identified and have been screened via qualitative analysis, they can be
analyzed quantitatively. Recall that identification includes a thorough description of the
risk and risk triggers (see Chapter 2). With quantitative analysis, the probability
of occurrence and consequence if the risk event occurs must also be documented.
Exhibit 4-3 depicts the workshop process.
4-2.1.1 Tools and Techniques
1. Gather and Represent Data
• Interviews: Can be formal or informal settings, such as smaller group
meetings and/or larger formal workshops.
• Subject matter expert input: Participate collaboratively with the project
team and cost-risk team; can also participate in interviews or contribute
opinions in other ways such as surveys (questionnaires).
• Data: Represent data in terms of probability and impact; impacts can be
represented using discrete distributions or continuous distributions.

February 2018
2. Quantitative Risk Analysis and Modeling

• Project simulation: Use the Monte Carlo technique to generate a probability
distribution of project cost and schedule based on uncertainty and risk
effects.
4-2.1.2 Quantitative Risk Analysis Outputs
1. Risk Register
The risk register begins during risk identification and is further developed during
analysis (qualitative and/or quantitative); the risk register is a key component of the
Project Management Plan.
• Prioritized list of quantified risks: Those risks that have the most significant
impact (threats or opportunities) to project objectives (tornado diagrams,
expected values, decision trees).
• Probabilistic analysis of the project: Estimated cost and completion dates
and associated confidence levels.
• Quantitative analyses: Can be conducted several times throughout project
development; trends can be identified, and mitigation strategies can be
implemented and monitored. The risk profile of a project evolves and
changes as the project is developed, knowledge is gained, and design
changes occur.
2. Informal Workshop (Meeting)
For smaller projects, an informal workshop comprised of the project team and/or
key project team members and other participants (such as specialty groups involved
with critical items) may suffice.
Risk management is ongoing and iterative; periodically, workshop members can regroup
to evaluate the project and associated uncertainty and risks. Workshops typically occur
for a project every 12 to 24 months or at key project milestones. Project risks and
mitigation efforts should be discussed at regular project meetings; make changes as
appropriate and, following those changes, re-run the risk model. Value is gained when
action is taken to respond to risks, resulting in cost and schedule savings to the project.

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Exhibit 4-3 Workshop Process for CRA or CEVP®

February 2018
In order to fully understand our projects, we must determine what we know and what
we do not know about a project. In our industry, Civil Engineering – Transportation, we
have devoted a good deal of resources to clearly explain what is known of a project. We
have many specialty offices that gather and provide data in support of project delivery,
including: aerial photography, surveying, site investigations, bid histories, real estate
services, right of way, utilities, access management, environmental, hydraulics,
structures, geotechnical, railroad, tribal, planning and programming, ad/bid/award,
construction, tolling, economic, programming, external resource agencies and
stakeholders, public interest groups, and others.
Just as important is to devote some energy and resources to assess what is not known
and/or is uncertain about a project. One tool for accomplishing this is intentional,
thoughtful, and deliberate project risk management, as part of an overall Project
Management Plan. Risk assessment is not a measure of estimate accuracy:
The project team must examine each critical item and predict its possible extreme values
considering all risks, including compounding effects. It is important to understand that the range,
as considered in this method, is not the expected accuracy of each item. This is a key issue. Risk
analysis is not an analysis of estimate accuracy. Accuracy is dependent upon estimate deliverables
and estimate maturity.
AACE International Recommended Practice No . 41R-08
RISK ANALYSIS AND CONTINGENCY DETERMINATION USING RANGE ESTIMATING
TCM Framework: 7 .6 – Risk Management
June 25, 2008
Risk management must be partnered with a well-organized and properly documented

project base cost estimate. Risk management introduces reality into our project
management process by recognizing that every project has a risk of cost overrun—this
does not mean cost overrun is inevitable, it means it is possible.
In the book Project Risk Management by Chris Chapman and Stephen Ward, there is an
acronym presented (on page 58) to describe a risk management process framework for
projects: SHAMPU, which refers to: Shape, Harness, And Manage Project Uncertainty.
There are some helpful ideas expressed via this acronym and they are presented in
Exhibit 4-4.
Exhibit 4-4 SHAMPU Process in 3 Levels of Detail
Detailed Steps of Process Mid-Level Portrayal Simplest Portrayal

define the project clarify the basis of analysis shape the project strategy
focus the process
identify the issues execute the qualitative analysis
structure the issues
clarify ownership
estimate variability execute the quantitative analysis
evaluate implications
harness the plans harness the plans harness the plans
manage implementation manage implementation manage implementation

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Exhibit 4-5 is a schematic of how an estimate range emerges from a risk-based

estimating process. The first estimate, or “plan value,” provided by the project team
often will contain contingencies (explicit and/or implicit) within the estimate; the first
step is to review the estimate and remove the contingencies and make any needed
corrections that are identified. Exhibit 4-6 depicts the regions of an estimate.
Exhibit 4-5 Creating a Probabilistic Estimate
Exhibit 4-6 Regions of an Estimate

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Quantitative analysis is a natural activity that fits into our standard project management
process, and unfolds something like this:
Exhibit 4-7 Risk Management: A Part of Project Management

February 2018
4-3 Reporting results of the Quantitative Risk Analysis

4-3.1 General
Most commonly asked questions about any project, repeated from the foreword of this document:
• How much will it cost? • How long will it cost? • Why?
Declarations of cost estimates should be complete and transparent. Report results as a range.
When asked “how much it will cost?” we must report the total cost – this includes previously incurred
expenses (Pre-NEPA study, NEPA, ROW, or any preliminary engineering costs, etc.) in the total
project cost results. If the risk analysis is conducted for the cost to complete, be sure to also
report all monies spent to date – that is the total cost.
Results should be reported as a range and typically in Year Of Expenditure dollars. In any case be
complete and identify the dollars being reported (Current Year or Year of Expenditure).
4-3.1 FHWA requirements.

WSDOT endeavors to ensure all requirements are met or exceeded for projects with federal funding.
FHWA requirements are summarized below:
• a probabilistic risk-based review that verifies accuracy and reasonableness of current

cost and schedule and identifies project uncertainty as described in FHWA CER guidance.
• Include previously incurred expenses (Pre-NEPA study, NEPA, ROW, or any preliminary
engineering costs, etc.) in the total project cost results.
• For projects being procured as P3s, the workshop must include an analysis of the
allocation of risks with respect to delivering the project through a P3.
• For projects with phasing plans, at a minimum YOE results must be prepared for the
funded phase as well as the total project. (note: scope as defined by NEPA document).
• Be consistent with the Major Project Financial Plan guidance.
• Be consistent with the FHWA CER guidance.
o At this time WSDOT and FHWA have adopted different percentiles for budgeting
and risk reserve calculations. This is an area for continuing research.

February 2018

February 2018
Risk Analysis
pre-response
Update analysis
❻ Risk Implement Risk ❺❺Risk

RiskResponse
Response
post-response
post-response
analysis
TAKE ACTION! analysis
5-1 Risk Responses

Project Managers and teams must take action in response to identified risks. Focusing
on risks of most significance can shift the odds in favor of project success.
Early in project development, activities and information may seem chaotic, coming to us
from multiple directions and multiple sources. Risk management provides a structured
and disciplined way to document, evaluate, and analyze the information, so we emerge
with a well-organized and prioritized list of project risks. This prioritization can be used
to direct project risk management resources most effectively.
To maximize project risk management benefits incorporate risk management activities
into the Project Management Plan and work activities. This means building risk
management activities into the Work Breakdown Structure (WBS).
WSDOT’s WBS is the Master Deliverables List (MDL). The MDL helps ensure project
work plans are comprehensive, consistent, and complete. Risk Response requires effort
to develop and implement response actions. Plan for this effort in the project
management plan and work activities. WSDOT tools and guidance to aid this effort
(8 www.wsdot.wa.gov/projects/projectmgmt/riskassessment/).
5-1.1 Actions in Response to Risks
Threats Opportunities
1. Avoid 1. Exploit
2. Transfer 2. Share
3. Mitigate 3. Enhance
4. Accept

February 2018
Risk Response Chapter 5
5-1.1.1 Risk Response: Actions (With Edits)
AVOID (threats)
Avoidance actions include: changing the Project Management Plan to eliminate a Action taken
threat; isolating project objectives from the risk’s impact; or relaxing the project to ensure the
objective that is in jeopardy, such as extending schedule or reducing scope. probability or
impact of a
Some risks that arise early in the project can be avoided by clarifying threat is
requirements, obtaining information, improving communication, or acquiring eliminated.
expertise. (Project Management Body of Knowledge [PMBOK])
There are two types of action: (1) remove the cause of the risk (risk trigger), or (2)
execute the project in a different way while still aiming to achieve project objectives.
Not all risks can be avoided or eliminated, and for others this approach may be too
expensive or time-consuming, but this should be the first strategy considered for
each risk. (Effective Opportunity Management for Projects by David Hillson)
EXPLOIT (opportunities)
Action taken to
The opposite of avoid, this strategy is to ensure a positive impact, or realize an
ensure the benefit opportunity. Taking action to make the opportunity definitely happen; such
of an opportunity is response actions include: assigning more talented resources to a project to reduce
realized.
time to completion and/or providing better quality than originally planned. (PMBOK)
Eliminate the uncertainty associated with a particular upside risk. An opportunity is
defined as a risk event that, if it occurs, will have a positive effect on achievement of
project objectives. Avoid and Exploit are the most aggressive of the response
strategies and should be reserved for those “golden opportunities” with high
probability and impacts. (Effective Opportunity Management for Projects by David
Hillson)
TRANSFER (threats)
Action to allocate
Transferring a threat does not eliminate it—the threat still exists; however, it is
ownership for owned and managed by another party. Transferring risk can be an effective way to
more effective deal with financial risk exposure. Transferring project risk almost always involves
management of
a threat. payment of a risk premium to the party taking the risk; for example, insurance,
performance bonds, or warranties. Contracts may be used to transfer specified risks
to another party. (PMBOK)
Transferring risk involves finding another party who is willing to take responsibility
for its management, and who will bear the liability of the risk should it occur. The
aim is to ensure that the risk is owned and managed by the party best able to deal
with it effectively. Risk transfer usually involves payment of a premium, and the
cost-effectiveness of this must be considered when deciding whether to adopt a
transfer strategy. (Effective Opportunity Management for Projects by David Hillson)
Action to share with
a third party; SHARE (opportunities)
enhance/exploit Sharing a positive risk involves allocating ownership to a third party who is best able
opportunity.
to capture the opportunity for the benefit of the project. Examples of sharing actions

February 2018
include forming risk-sharing partnerships, teams, or joint ventures, which can be

established with the express purpose of managing opportunities. (PMBOK)
Allocating risk ownership for an opportunity to another party who is best able to
handle it, in terms of maximizing probability of occurrence and increasing potential
benefits if it does occur. Transferring threats and sharing opportunities are similar in
that a third party is used; those to whom threats are transferred take on the liability
and those to whom opportunities are allocated should also be allowed to share in
the potential benefits. (Effective Opportunity Management for Projects by David
Hillson)
MITIGATE – or reduce (threats)

Action taken to
Risk mitigation implies a reduction in the probability and/or impact of an reduce the
adverse risk event to an acceptable threshold. Taking early action is often more probability
and/or impact of
effective to repair than trying to repair the damage after the risk has occurred. a threat.
Examples of mitigation strategies include: adopting less complex processes,
conducting more tests and/or field investigations, developing a prototype.
Measures to address impacts include: targeting linkages that determine the severity,
such as designing redundancy into a subsystem, may reduce the impact from a
failure of the original component. (PMBOK)
Mitigation or acceptance are the strategies most often used since the number of
threats that can be addressed by avoidance or transfer are usually limited.
Preventive responses are better than curative responses because they are more
proactive and if successful can lead to risk avoidance. Preventive responses tackle
the causes of the risk; where it is not possible to reduce probability, a mitigation
response should address the adverse impact, targeting the drivers that determine
the extent of the severity. (Effective Opportunity Management for Projects by David
Hillson)
ENHANCE (opportunities)
This response modifies the “size” of an opportunity by increasing probability Action to
and/or impact. Seeking to facilitate or strengthen the cause of the opportunity, enhance
opportunity.
and proactively targeting and reinforcing its trigger conditions. Impact drivers
can also be targeted, seeking to increase the project’s susceptibility to the
opportunity. (PMBOK)
This response aims to modify the “size” of the positive risk. We enhance the
opportunity by increasing the probability and/or impact of an opportunity thereby
maximizing benefits realized for the project. If the probability can be increased to
100%, this is effectively an exploit response. (Effective Opportunity Management for
Projects by David Hillson)
ACCEPT
The term “accept” refers to risks that remain after response actions and/or for Action taken to
which response is not cost-effective are accepted; risks that are uncontrollable document
acceptance of
the risk.

February 2018
(no response actions are practical) are also accepted. (Effective Opportunity
Management for Projects by David Hillson)
Ultimately, it is not possible to eliminate all threats or take advantage of all
opportunities; we can document them and at least provide awareness that these
exist and have been identified; some term this “passive acceptance.” In some cases,
in some industries, a contingency reserve is established to deal with the aggregate
residual risk that has been accepted; some term this “active acceptance.”
As project development continues the risk profile will change. As we successfully
respond to risks and our project knowledge increases, our risk exposure will diminish. In
effect, we can retire risk reserve as risk events are successfully avoided or mitigated or
we have passed the time during which the risk is active and it becomes retired.
The following is from the Risk Management Planning Spreadsheet:
8 www.wsdot.wa.gov/projects/projectmgmt/riskassessment
Exhibit 5-1 Risk Management & Planning Spreadsheet

February 2018
Exhibit 5-2 RMP Spreadsheet: Response
Type of Response Action:

February 2018
5-2 Risk Response Tools and Techniques

After we have identified and analyzed the risks, we know where to focus our efforts. The
output from the analysis provides a ranked risk register with the risks of greatest
significance to project objectives determined. Apt response actions to significant risks
must be cost-effective and realistic.
Critical risks must be met with vigorous response actions; lower-ranking risks should
receive response actions commensurate with their significance.
5-2.1 Documentation of Response Actions
Document the response action by describing the action, which work activities it will
affect, and the cost of the response action. Identify the person(s) responsible for
successful implementation of the response action. Also, consider the time impacts of
the response action and how the risk response may affect the overall project and/or
other risks.
5-2.2 Planning Risk Response Actions
Select a response action – The action selected is influence by the level of the risk;
consider Exhibit 5-3:
Exhibit 5-3 Simple Response Matrix
Exhibits 5-4 and 5-5 depict typical response actions for threats and for opportunities
depending on the region of probability and impact in which the risk resides.

February 2018
Exhibit 5-4 Typical Risk Response Planning Chart for Threats – Risk Response Planning: Selecting the
Right Strategy (Piney, 2002)
Notes:
1. If a risk has an extremely high probability of occurrence, it may be best to assume the
condition as part of the base.
2. Risks (threats) with high impacts can, over a given limit, wreck a project; these risks
must be avoided.
3. Insignificant risks can be accepted—passive response.
4. Between avoidance and acceptance, we can take other actions such as mitigation; for
risks with low probabilities, we may want to transfer them.
5. For risks (threats) above a certain probability, we may choose to accept actively by
mitigating and/or preparing contingency plans in the event of its occurrence.
6. All risks (threats) should be mitigated where practical and cost-effective.

February 2018
Exhibit 5-5 Typical Risk Response Planning Chart for Opportunities – Risk Response Planning:
Selecting the Right Strategy (Piney, 2002)
Notes:
1. If a risk has an extremely high probability of occurrence, it may be best to assume the
condition as part of the base.
2. Risks (opportunities) with high impacts; these risks should be exploited.
3. Insignificant risks can be accepted—passive response.
4. Between exploit and accept, we can take other actions such as enhance and/or share
opportunity risks.
5. For risks (opportunities) above a certain probability, we may choose to accept actively
by preparing plans in the event of its occurrence—how will we take advantage of a
fortunate occurrence?
6. All risks (opportunities) should be enhanced where practical and cost-effective.

February 2018
Exhibit 5-6 Risk ID Sheet
Recall the Identified Risk (compare pre-mitigated to mitigated).

February 2018

February 2018
Risk Analysis
pre-response
Update analysis

post-response
TAKE ACTION! analysis
6-1 General
Perhaps you have heard the phrase, “control is an illusion.” We may have experiences
when we felt this to be true; however, this phrase does not tell the whole story. There
may be little control over the external environment, but we do have control over how
we interact with it. We have control over our state of readiness; we can look ahead and
innovate. We control the robustness of our response to identified risk events and the
quality of our documentation. We control how earnestly we integrate risk management
into our Project Management Plans.
6-1.2 Risk Monitoring and Control Tools and Techniques
After we have implemented response actions, we must track and record their
effectiveness and any changes to the project risk profile. Did the response actions have
a positive or negative effect on achieving project objectives? If so, explain how and why
in the Risk Management Plan.
6-1.2.1 Documentation of Response Actions
This section is devoted to measuring project risk management performance, and

determining whether a project is tracking to plan or deviating. This requires a blend of
qualitative judgments and quantitative measures to determine the “health” of the
project.
Describe and document the response action it’s cost and the work activities affected.
Identify the person(s) responsible for implementation of the response. Consider time
impacts and how the risk response may affect the overall project and/or other risks.
Determine the appropriate metrics for the project, ensuring they are not burdensome
and do not affect behavior. Too often, metrics change behavior to provide better
metrics, not better performance. Set the amounts and conditions for use of the project

February 2018
Risk Monitoring and Control Chapter 6
risk reserves. Establish the final objectives of the project with stakeholders to improve
the chances of project success. Confirm endorsement of team members and
stakeholders as the project plan evolves.
6-1.2.2 Monitoring and Controlling Project Risk
The Project Manager and team apply the Project Management Plan toward completion
of deliverables. Monitor project status, look for trends that indicate variations (good and
bad) in project execution. Results should be communicated and if needed adjustments
made through a change management or issue resolution process. Be able to describe
the project history and it’s evolution – this is essential to develop lessons learned.
Helpful Hints
• Be thorough and tenacious in gathering status update information for risks.
• Monitor status and trends continually (scope, schedule, cost estimates, quality
of product, etc.).
• Address problems and issues immediately; in fact, anticipate and discuss in
advance if possible.
• Communicate.
6-1.2.3 Risk Management Planning (RMP) Spreadsheet

The RMP spreadsheet (8 www.wsdot.wa.gov/projects/projectmgmt/riskassessment) is
shown in Exhibit 6-1 and can be used to to summarize project risk management
activities. The spreadsheet is typically used for the most significant risks as determined
via the quantitative risk analysis; some term these risks “candidates for mitigation.”
Notice that the spreadsheet is arranged into four sections: (1) risk identification, (2) risk
analysis, (3) risk response, and (4) monitor and control. In this chapter, we focus on
monitor and control.

February 2018
Exhibit 6-1 Risk Management Plan Spreadsheet

February 2018
Exhibit 6-2 focuses on the second pillar of risk management – RESPOND – MONITOR and
CONTROL.
Exhibit 6-2 Second Pillar of Risk Management
Exhibit 6-3 provides an example of a completed RMP spreadsheet, and the following
pages describe how to use the Risk Management Plan spreadsheet to monitor and
control project risk.

February 2018
Exhibit 6-3 Risk Management Plan Spreadsheet (Completed)

February 2018
Notice that the first 15 columns in the Risk Management Plan spreadsheet are devoted
to IDENTIFY and ANALYZE: the first pillar of risk management (see Chapter 1). The
remaining columns (16 thru 25) are devoted to the second pillar of risk management:
RESPONSE, MONITOR, and CONTROL.
In Chapter 5, we reviewed in some detail risk response actions; in this chapter, we
follow up and follow through with monitoring and control. The way we “monitor and
control” risk is to regularly review the effectiveness of the response. Are the response
actions working? Are things getting better? Are we more confident about our ability to
meet project objectives after the response actions have been implemented?
In effect, response, monitor, and control are natural components of our day-to-day
project management activities (e.g., communicate with the project team and ascertain
how things are going; make note in the Risk Management Plan and document the
results).
Notice that Exhibit 6-1 lists only 5 risks. Most will agree this is not too many to manage,
but is it enough to make a difference in our project? The answer is a resounding YES,
and it is demonstrated in the example provided. Exhibit 6-4 depicts the bottom of the
RMP spreadsheet under column 11; notice that for these 5 risks, there is an expected
value of $7.1M.
It should also be recognized that this project identified over 50 risks, 23 of which were
deemed significant enough to warrant inclusion in the quantitative risk analysis model.
These 5 emerged as the top-ranked risks after the analysis and provided the Project
Manager a prioritized list of risks to manage. The other 40+ risks were not simply
ignored; they provided “issues awareness” for various specialty groups and were dealt
with as each specialty group deemed appropriate for relevant risks. These additional
risks also acted as a “watch list” for the project.
Exhibit 6-4 Total Estimated Cost Impacts of Top 5 Risks for the Example Project

February 2018
Exhibit 6-5 depicts a performance measure for the effectiveness of risk management on
this project.
Exhibit 6-5 Performance Measure of Risk Management for This Project
When reporting on the risk management efforts for this project, we can summarize as
follows:
The total dollar amount planned for response actions was $0.6M, to achieve
reduced project risk exposure by an estimated $3.8M (expected value of risk
reduction). After implementing the response actions, we found the total cost of
the response actions were $0.7M, which avoided an estimated $3.7M in project
costs.
This example illustrates an excellent return on the dollar for risk management efforts.
Other benefits, less quantifiable, included:
• Improved communication among team members and externally to stakeholders
and the public.
• Identified areas of concern for each specialty group as it helped develop the risk
register during risk elicitation.
• Greater confidence by the Project Manager and project team during project
development.
• Fewer surprises as upper management was informed of the issues.
• More informed decision making, due to information gleaned from the overall
risk workshop and risk management effort.

February 2018
We can monitor and control a number of things in our risk management efforts,
including:
1. Our state of readiness.
2. Our commitment to looking ahead, and being prepared to improvise and adapt.
3. The robustness of our risk response actions.
4. The quality of our documentation.
5. How earnestly we integrate risk management into our Project Management Plan.
6. Keeping our RMP up to date, including the RMP spreadsheet.
7. Our preparedness to provide the following performance data regarding our risk
management efforts:
• Number of risks identified
• Number of significant risks, as determined through quantitative analysis
• Dollar value of significant risks
• Estimated cost of planned response actions
• Estimated value of costs avoided through risk management
• Actual cost of response actions
• Estimated actual value of costs avoided through risk management
• Estimated amount of delay (months) avoided through risk management

February 2018
7-1 General
A project Risk Management Plan describes how a project team will incorporate the risk
management process into its Project Management Plan. Particular emphasis should be
given to how a team will respond to risks and monitor and control risk throughout the
life of the project.
The example in Exhibit 7-1 offers an approach to developing a detailed Project Risk
Management Plan document. The example presents an approach and is a starting point.
Project teams must tailor their document to meet the needs of their project.
7-2 Project Risk Management Plan1

The process to: develop and document an organized, comprehensive, and interactive
risk management strategy; determine the methods to be used to execute a risk
management strategy; and plan for adequate resources. The project RMP may be
specific in some areas and general in others. The key to this tool is its scalability. Every
project should have a formal RMP, but the level of detail varies with project complexity.
7-2.1 What is a Project Risk Management Plan?
A document that gives a summary of the project and outlines the risk management
approach.
The RMP employed will vary based on the complexity of the project, but most project
RMPs should include an outline similar to the following:
1. Introduction 4. Organization and roles 7. Risk assessment and analysis
2. Summary 5. Risk management strategy/approach 8. Risk Response actions/allocations
3. Definitions 6. Risk identification 9. Risk monitoring and control
1
From NCHRP 7-60 review draft – with edits.

February 2018
Project Risk Management Plan-Example Chapter 7
Exhibit 7-1 Project Risk Management Plan Template
Project Risk Management Plan
Official Project Title: ______________________________________________________________
SR ###, MP limits:
_________________________________Project Manager:________________________________
_________________________________Risk Manager:__________________________________
_________________________________WIN:__________________________________________
PIN:__________________________________
L#:___________________________________
Introduction
This document is the Risk Management Plan for this project. It is a plan of action that describes
how this project team will deal with uncertainty and risk. Project risk management is an ongoing
and integral part of project management and is performed throughout the life of the project.
The Project Manager is responsible for reviewing and maintaining the Risk Management Plan
to ensure that risk is appropriately dealt with by the project team.
Project Manager Review

Initial and date after each review and update of this Risk Management Plan:
Year Quarter 1 Quarter 2 Quarter 3 Quarter 4
2014
2015
2016

February 2018
7-2.2 Why Use a Project Risk Management Plan?

It explains how a Project Manager and project team manages risk for their project. It
provides guidance and requirements, and serves as a communication tool for those who
wish to be informed of a project’s risk management approach. The plan formalizes the
ideas presented during the risk management process and may clarify some of the
assumptions the project team has regarding the risk management process.
7-2.3 What Does a Project Risk Management Plan Do?
It provides specific guidance for the project team members in all steps of the risk
management process for their project. The RMP documents the processes to use
throughout the project for identifying, assessing, and managing risk.
7-2.4 When Should You Develop and Use a Project Risk Management Plan?
The formal plan should be developed during the planning and scoping process and
updated during subsequent project development phases (see Exhibit 7-2).
7-2.5 How Do You Use a Project Risk Management Plan?
The RMP is developed early in the project by collaboration with as many members of
the team as possible. It should be consulted and revised throughout the project
development process to guide the project through to completion.
7-3 Project Risk Management Process

This project complies with all WSDOT directional documents and guidance for project
risk management, including the following:
WSDOT Project Risk Management References

Project Management Online Guide
8 www.wsdot.wa.gov/projects/projectmgmt/
(preconstruction)
Project Risk Management, Part I: Guidance for
WSDOT Projects
Risk Management Plan Spreadsheet 8 www.wsdot.wa.gov/projects/projectmgmt/
Reference materials on the topic of risk
management and risk workshops at WSDOT
WSDOT Project Risk Management References

IL 4071, Inflation and Market Conditions Applied to Base Estimates
E 1032, Project Management
E 1038, Enterprise Risk Management
E 1053, Project Risk Management and Risk Based Estimating
Project Delivery Memo 07-01, Cost Estimating Guidance

February 2018
Exhibit 7-2 Project Risk Management Plan Duties
Project • Approve the project RMP.

Manager • Approve and ensure implementation of response actions to identified risks,
particularly significant risks that emerge as prospects for risk response.
• Confirm who will carry out response actions and when action will be taken;
incorporate into work plan.
• Monitor effectiveness of response actions.
• Regularly review and update the project RMP.
• Promote aggressive risk management for this project.
• Actively participate in risk workshops.
• Communicate to senior management the risk and uncertainty the project is
exposed to and the action that will be taken to address it.
Project Team • Proactively identify risks and their characteristics in terms of probability of
Member occurrence and impact.
• Proactively respond to risks within specialty area.
• Document actions and report to Project Manager for inclusion in risk
management updates.
• Monitor effectiveness of response actions.
• Communicate with Project Manager regarding risk management actions and
changing project risk profile (addition of new risks or retirement of old risks –as
appropriate).
Project Risk • Prepare and update the project RMP.
Manager • Develop a schedule for key check-in milestones for review and update of the
RMP.
• Determine when risk workshops will be needed and ensure appropriate
preparation is accomplished prior to the workshop.
• Collaborate with the Strategic Analysis and Estimating Office, CREM Unit, to
coordinate pre-workshop, workshop, and post-workshop activities, including the
need for consultants and/or other participants—both internal and external.
• Oversee and manage day-to-day risk management process for the project.
• Ensure quality of risk data.
• Track and monitor effectiveness of response actions.
• Promote risk management activities within the project team and with
stakeholders.
• Communicate with Project Manager on all matters related to risk
management.
Risk Owner • Implement agreed response actions.
(Action Owner) • Report on effectiveness of the risk actions to the Project Manager/Risk
Manager and affected project team members.
• Identify new risks that may emerge after response actions.
• Communicate with Project Manager regularly, including the need for other risk
response actions if needed.

February 2018
7-3.1 Risk Management Planning

Risk management will be a directed, focused, and intentional effort for this project. To
that end, the following items are included in this RMP:
1. Level of risk assessment is determined.
As indicated in E 1053, this project will conduct a Cost Risk Assessment workshop
as required for all projects between $25M and $100M.
2. Risk management activities are included in the project schedule.
Risk management activities are included in the appropriate sections of the project
schedule, using the appropriate WSDOT Master Deliverables List (MDL) codes.
MDL Code MDL Name Description

PM.04 Cost Risk Cost Risk Assessment is an integral element of project risk
Estimate & management at WSDOT, and quantifies, within a reasonable range,
Management the cost and schedule to complete a project. We will identify, assess,
and evaluate risk that could impact cost and/or schedule during
project delivery.
PM.04.20 CRA Cost Risk Assessment (CRA) is a workshop process similar to, but less
Workshop intense than, CEVP®. The CRA workshop for this project is planned
for January 2015 and is included in the project schedule; pre- and
post-workshop activities are also included in the project schedule.
Note: Project teams add tasks, as appropriate, for their risk management activities.
3. Risk management is an agenda item at regularly scheduled project meetings.

Risk management is included as an agenda item on our monthly project meetings
and is the number one agenda item each quarter.
4. Risk management expectations are communicated to the project team.
During Initiate and Align, Plan the Work, and Endorse the Plan, risk management has
been communicated as an item of work for this project. Specifically, it is included in
the Team Mission/Assignment and in our Roles and Responsibilities.
5. Risk are managed, documented, and reported.
Incorporated into the project schedule and monthly meetings is an item for
reporting on status of risk response actions. In addition, this team will use the Risk
Management Plan spreadsheet for summarizing and tracking risk response action
efforts for significant risks.
This project team is committed to aggressively and proactively manage risk. Project risk
management is at the heart of project management and is an ongoing activity
throughout the life of the project. The two pillars of risk management are embraced and
responses to identified risks will be implemented and tracked.

February 2018
7-3.2 Identify Risk Events

The project team will identify risks and build a risk register early in project development.
The Risk Manager will maintain the risk register in anticipation of the risk assessment
workshops. The WSDOT Risk Breakdown Structure (RBS), provided in Chapter 2, is used
for organizing risks, and for monitor, tracking and reporting on risk status.
An example of how to use the RBS is provided in Exhibit 7-3.
Exhibit 7-3 How to Use a Risk Breakdown Structure (Example)
7-3.3 Qualitative Risk Analysis

Initial analysis of risks will begin with a qualitative assessment; see Chapter 3.

February 2018
7-3.4 Quantitative Risk Analysis

Quantitative analysis of risks will begin with our CRA workshop in January__________;
see Chapter 4 for more detail on quantitative analysis.
7-4 Second Pillar of Risk Management (Respond, Monitor, and Control)

7-4.1 Risk Response Planning2
The project team3 is committed makes use of actionable information from risk
identification and analysis.
Response actions will be developed and implemented promptly following identification
and analysis. Risks have a shelf life, and Risk Management Plans can become stale if not
monitored and updated regularly. We are committed to making use of information
when it is fresh and keeping our Project Management Plans and Risk Management Plans
up to date so they do not lapse into irrelevance because they have become outdated
and obsolete.
Chapter 5 describes response actions for threats and opportunities. The project work
plan, including the schedule and resource assignment, establishes points at which
response actions to identified risks will be implemented, including immediately
following the CRA workshop for this project. In addition, the members of this project
team are reminded to be vigilant regarding risk for this project and to identify potential
risk events as they think of them, so they can respond appropriately to risks
encountered.
7-4.1.1 Residual Risks and Responses (primary and secondary risks)
As a project develops, its risk profile will change. Risks are identified, and response
actions are implemented, which changes the nature of the project risk profile and new
risks are identified. During risk identification, we identify risk events. The first time this
is accomplished, it constitutes a list of primary risks; as actions are taken, secondary
risks can emerge as a result of implementing the treatment response to the primary risk.
If it is possible, secondary risks should be dealt with as part of the primary risk response
action. When developing our response actions, we will be vigilant in considering the
ramifications of the response actions. We will take measures to include strategies that
deal with the primary risk as well as secondary risks and endeavor to minimize or
eliminate residual risk as part of risk response efforts.
7-4.2 Risk Monitoring and Control
Monitoring and control is not complete unless communication has occurred.
COMMUNICATION is the lynch-pin of effective project management and risk
management.
2 Also referred to as risk treatment, risk mitigation, risk management, or risk prevention in some publications.
3 Practical Risk Management by David Hillson and Peter Simon (with edits).

February 2018
Communication within and among the project team will be crisp, concise, complete,
correct, and timely, as will the communication to upper management and executives.
Effectiveness of the risk response actions will be monitored and reported regularly, as
indicated previously, at our project meetings; adjustments will be made as needed.
7-4.2.1 Risk Monitoring and Control (communication)
• Project Team
o Record assumptions that underlie judgments and decisions.
o Monitor and document results of implemented risk response actions.
• Upper Management and Executives
o Avoid unpleasant surprises.
o Fully inform parties of risks, response actions, and trade-offs.
• Accountability
o Document the risk assessment process in such a way that it can be
reviewed and examined to learn the reasons particular judgments and
decisions were made.
• Control of Risk and Management Activities
o Specify criteria for risk management success, including targets and
measures used to assess performance.
o Follow up with risk owners regarding the status of completing the risk
response actions and the resulting effect; track resource allocation(s)
associated with risk response actions.

February 2018
Exhibit 7-4 Project Risk Management Performance Template
Project Risk Management Performance

Date of This Report:________________________________
Cost-Risk Estimating Management
Project Risk Management Performance Summary Report
(Workshops held between MMMM DD, YYYY and MMMM DD, YYYY)
Performance Measures
CRA CRA CRA CRA
Workshop #1 Workshop #2 Workshop #3 Workshop #4
Workshop Date(s)
CRA CRA CRA CRA

Pre-Workshop Base Cost
Estimate for Project
Validated Base Cost
Estimate for Project
CRA CRA CRA CRA

Total # of Risks Identified
Total $ Value of Threats
Total $ Value of Opportunities
$ Value of Prospects for Risk
Response Actions
$ Cost of Risk Response
$ Cost Avoided through
Proactive Risk Response
RBS Risk Break Down Structure Value of

Number of Risks Value of Threats $
Code Group (Level 2) Opportunities $
ENV Environmental and Hydraulics
STG Structures and Geotechnical
DES Design/PS&E
ROW Right of Way and Access
UTL Utilities
RR Railroad
PSP Partnerships and Stakeholders
MGT Management and Funding
CTR Contracting and Procurement
CNS Construction

February 2018

February 2018
Part II:
WSDOT Guidelines for
CRA-CEVP® Workshops
(Includes Common Assumptions)
Section A CRA-CEVP® Workshops
Section B Manager & Team – Typical Duties
Section C Risk Leads – Duties
Section D Cost Lead – Duties
Section E Subject Matter Experts – Duties
Section F CRA Coordinator – Duties (HQ Region)
Section G Technical Notes for Risk Modelers
Section H Common Assumptions
We may not be able to

get certainty, but we
can get probability…
~ CS Lewis
A-1 Purpose
This document establishes consistency in the practice of risk-based estimating at the
Washington State Department of Transportation (WSDOT) and includes guidance for:
project teams, Risk Leads, Cost Leads, region CRA Coordinators, and subject matter
experts (SMEs). The Cost Risk Estimating Management (CREM) Unit, part of WSDOT’s
Strategic Analysis and Estimating Office (SAEO), delivers risk-based estimating
workshops for the state. Projects vary in terms of size, location, and complexity; the
process can be tailored to the needs of the project. The workshops are accomplished
with the committed and diligent work and contributions of our partners in the
consulting community and WSDOT staff who contributed to the development of these
guidelines.
Three questions are fundamental to the search for a more accurate estimate on
projects:
(1) How much will it cost? (2) How long will it take? (3) Why?
One answer we found to these fundamental questions is that an estimate is more
accurately expressed as a range, not as a single number. To determine an accurate
estimate range for both cost and schedule, key risks must be identified and considered.
To present a comprehensive portrayal of a project in terms of cost and schedule, we
must begin with a solid, well-prepared, and well-documented base estimate. Base cost
is defined as the planned cost of the project; the base cost does not include
contingency. A list of risks is created for both opportunities and threats, called a risk
register. The risk assessment replaces general and vaguely defined contingency with
explicitly defined risk events, which include their associated probability of occurrence
and impact on project cost and/or schedule. The risk component, for projects over $10
million, is developed as part of a formal or informal cost risk workshop.
This process is consistent with the professional codes of ethics to which many of the
workshop participants are bound. The agreements below represent fundamental
aspects of estimating for public works projects, and are consistent with the nationally
recognized codes of ethics for the American Society of Civil Engineers (ASCE)
(8 https://www.asce.org/inside/codeofethics.cfm) and the Association for the
Advancement of Cost Engineering International (AACEI)
(8 http://www.aacei.org/membership/about/canonethics.shtml ).
A note about risk, uncertainty, and estimating: “It

is better to be approximately right rather than
precisely wrong.”
WSDOT Project Risk Management Page A-1

February 2018
CRA-CEVP® Workshops Section A
Ten “Agreements” for Workshop Participants:

I agree to:
1. Observe the highest standards of my profession.
2. Communicate honestly and effectively.
3. Be accountable and open in my estimating practice.
4. Listen as others speak without regard to position or title.
5. Foster broad participation in the process.
6. Exercise authority appropriately and not pressure others to develop estimates to a
predetermined dollar figure.
7. Be a good steward of public funds on projects for the public good.
8. Strengthen my understanding/practice of the principles and values of estimating
uncertainty and risk.
9. Work to deepen my understanding of estimating project costs and schedules.
10. Continue my education and encourage the education of others.
A-1.1 Helpful Hints for Project Teams*
Be prepared: Know what is to be evaluated at the workshop; clearly describe the scope of the
1 project; have a well-organized, up-to-date, and easy-to-present project schedule and cost
estimate appropriate to the level of project development.
Submit workshop request form after it is clear what project alternatives and/or scenarios are to
2 be evaluated. Allow at least 8 weeks advance notice from the time the workshop request form is
submitted to when the first prep session will be held.
Use the project management process as outlined in the WSDOT Project Management Online
3
Guide.
4 Follow the guidance provided throughout this document.
Keep workshop attendance to a manageable size: An effective workshop has all of the necessary
people present, but not more than is necessary. Too many people in a meeting can make it less
5
effective, slow, and cumbersome. Read the sections on Pre-Workshops and Workshop Meetings
in this document, particularly Cautionary Notes Regarding Workshop Dynamics.
Project Manager or Assistant Project Manager attends the workshop: It is crucial that someone
6
able to speak from the owner’s perspective be present throughout the workshop.
Become familiar with the workshop process in advance of the workshop: The Strategic Analysis
7 and Estimating Office can provide a representative from the CREM Unit to conduct training and
orientation in advance of the workshop.
When the workshop is over, it’s over! The workshop is a “snapshot” examination of the project,
and issues of concern should be brought up during the workshop. Elicitation of risks and their
characteristics are completed by the end of the workshop. The modelers then need to complete
the modeling and analysis of the information generated at the workshop, without interference
8 and disruption due to post-workshop wrangling and debate. Following the completion of the
analysis risk response, actions are to be developed and incorporated, by the project team, into
the Risk Management Plan. Benefits of the process resonate for weeks and months following the
workshop as the project team uses information gained from the workshop in their day-to-day
decision-making and project development activities.
*Use as a quick reference; more detailed information is found throughout this document.
Page A-2 WSDOT Project Risk Management

February 2018
A-1.2 CRA and CEVP® Workshops: Statement of Purpose

Provide a useful, sound, and objective analysis and report that the project team will own
and act upon to improve and/or validate project cost schedule estimates. Workshops,
conducted collaboratively with cost-risk experts and the project team, will:
1. Define and review or validate cost and schedule base estimates using a Lead Cost
and schedule reviewer, subject matter experts, and WSDOT specialists.
2. Document assumptions and constraints used in developing the estimated project
cost and schedule range.
3. Replace (or greatly reduce) the traditional project “contingency” with key
identifiable risks that can be more clearly understood and managed.
4. Under the direction of a Risk Lead, identify and quantify key events in a project that
can cause a significant deviation from the base cost or schedule. This identification
and quantification should begin prior to the workshop through advance elicitation
meetings.
5. Perform a Monte Carlo simulation analysis to model the collective impact of base
and risk issues for the complete project as a system to produce an estimate of a
reasonable range and distribution.
6. Discuss and develop concepts for responses to risks to the schedule that could
impact the cost of the project. Promote proactive risk management by project
teams. Provide the project team with actionable information on risk events that
allows them to manage the risks (threats/opportunities) on an ongoing basis, via
mitigation strategies to better control project costs and schedules.
7. Perform a “post-mitigation” analysis to ascertain the effectiveness of planned
and/or implemented risk response actions.
A-1.3 CRA and CEVP® Seven-Step Process:
1. Select the project and method.
2. Structure the project team effort.
3. Define and evaluate the base cost estimate and schedule.
4. Assess uncertainty and risk.
5. Quantify uncertainty in the project cost and schedule.
6. Apply probabilistic analysis and document.
7. Implement and measure risk response actions, monitor, and control.
A-1.4 Base and Risk Defined
The base cost represents the cost that can reasonably be expected if the project
materializes as planned. The base cost estimate is unbiased and neutral.

February 2018
A project risk is characterized quantitatively with the combination of the probability of

an uncertain event and its consequences. A positive consequence presents an
opportunity; a negative consequence poses a threat. In a project context, it is the chance
of something happening that will have an impact upon project objectives.
Risk Management
Identify Respond
Analyze Monitor/Control
• Risks are listed in a risk register • Project team develops response
• Risk input quantified (P & I)* actions for key risks, enters into RMP*
• Monte Carlo analysis • Risks and response actions monitored
• Ranked risk register from analysis • RMP is regularly updated
*P = Probability, I = Impact *RMP = Risk Management Plan
Two Pillars of Risk Management
We can think of risk management as two pillars (depicted above): “IDENTIFY and
ANALYZE,” and “RESPOND, MONITOR, and CONTROL.”
Unless we incorporate the second pillar, we are not realizing the full value of risk
management. When preparing the Project Management Plan and work activities for our
project, we must include both pillars of risk management.
• The preparation activities before the workshop, the workshop itself, and the
analysis of the input comprise the first pillar.
• The second pillar requires that the Project Manager and project team develop
response actions for the key risks, document the response actions, and
incorporate this information into their Risk Management Plan (as part of the
Project Management Plan update).
The Project Manager and team then track the risks and the effectiveness of the
response actions. A follow-up analysis can be performed to demonstrate the
effectiveness of the response actions.

February 2018
Exhibit A-1 Pre-Workshop, Workshop, and Reporting Activities
Workshop Project Team must include risk This flowchart is an “at-a-glance” reference, please
Request management activities in their project review relevant portions of the WSDOT Guidelines
by project team management plan for CRA-CEVP Workshops for more details.
Pre-Workshop Activities WORKSHOP Post-Workshop Activities

5a CONVENE THE WORKSHOP
1a) DETERMINE NEED Workshop Leader
PROJECT TEAM - Confirm: Project Title, [SAEO (CREM unit)] and/or Region 6a) PERFORM ANALYSIS
PIN, WIN, Mileposts are correct and WOA Coordinators direct the workshop. RISK LEADS prepare a presentation
is setup. Complete the workshop request RISK LEAD takes the lead during risk of PRELIMINARY RESULTS, and
form and send to region CRA coordinator elicitation, the COST LEAD takes the Prepare REPORT send to SAEO
who forwards to the SAEO (CREM unit). lead during cost and schedule review (CREM unit) to review and forward to
and validation. PROJECT TEAM Cost Lead and Project Manager .
1b) LEARN THE PROCESS hosts the workshop.
SAEO OFFICE (CREM unit) - Provide: 6b) REVIEW REPORT
Orientation to Process Contact and PROJECT TEAM PROVIDES: PROJECT TEAM Conducts a
negotiate with consultants (Risk Lead, thorough and speedy review of draft
Cost Lead, SMEs). Prepare task orders. report and promptly sends comments
Meeting Venue with internet connection.
Prepare and distribute Prep Session to SAEO (CREM unit) who works
Agenda to participants. PROJECT TEAM: Visual aids such as: with the Cost-Risk-Team to finalize.
Review CRA website, workshop guidelines
Aerial photos Plan Sheets
and other reference materials. Project Exhibits R/W Sheets
Story Boards Other items
7a) RESPOND TO RISKS
1c) ASSEMBLE PROJECT INFO PROJECT TEAM: Develop and
PROJECT TEAM – provide project implement risk response strategies.
Project information, including:
information; include: current basis of Basis of Estimate Maintain and update the project Risk
estimate and project cost estimate, scope Project Cost Estimate Management Plan.
and schedule. Review reports from prior Backup documentation
workshops/studies. Prepare list of issues Project Schedule
of concern plan to host prep session. Environmental Documentation 7b) POST-MITIGATION ANALYSIS
R/W Parcels information PROJECT TEAM/SAEO
R/W Cost Estimate Project Team works with SAEO
Other Pertinent Information (CREM unit) to Assess and measure
2a) PREP SESSION
impact of response plan.
SAEO OFFICE (CREM) : PREP SESSION Typical Workshop Format:
Risk Lead/Workshop coordinator develop ----------------------------------------
draft project flowchart and make notes. CRA/CEVP workshop process overview
7c) MONITOR/CONTROL
Prepare action items. Provide Risk ID Workshop Introduction
---------------------------------------- PROJECT TEAM
Sheets to Project Team.
Review/finalize project flowchart and Continue to monitor risks and
2b) INVITE WORKSHOP PARTICIPANTS scenarios with base durations response actions for effectiveness.
SAEO OFFICE (CREM unit) and ----------------------------------------
PROJECT MANAGER Confirm validated base estimate
SAEO (CREM unit): Invite external ----------------------------------------
Confirm Major Risk Items
TASK ORDER CLOSEOUT
independent SMEs and HQ specialty CONSULTANTS submit final invoices.
----------------------------------------
groups identified to participate in the Confirm uncertainty in cost & schedule SAEO (CREM unit) make final
workshop. Prepare workshop agenda and ---------------------------------------- payments, close task orders and
send Outlook invite to participants. Identify and Evaluate Potential Risk advise project manager and
PROJECT MANAGER: invite region Management Strategies appropriate program manager that the
participants and others who regularly work ---------------------------------------- task order is closed.
on the project from HQ. Set date for mitigation review meeting
----------------------------------------
SAEO (CREM unit) lead prepares
3a REVIEW PROJECT ESTIMATES action items.
PROJECT TEAM - work with SAEO
(CREM unit) to begin advance review of
project cost and schedule estimates.
4a ADVANCE ELICITATION
SAEO OFFICE (CREM unit) CRA and CEVP® Seven step process:
Work with Project Team to Arrange 1. Project and Method Selection
Advance Elicitation Interviews; conduct
2. Structuring the Collaborative Team Effort
Advance Elicitation interviews with
appropriate Project Team members and 3. Define and Evaluate the Base Cost Estimate and Schedule
specialty groups. Elicitation continues and
4. Identify and characterize Project Risk and uncertainty.
is finalized in the workshop.
5. Confirm Quantified Risk and Uncertainty in the Project Cost and Schedule
6. Probabilistic Analysis and Documentation
7. Implement and measure risk response actions, monitor and control

February 2018
A-1.5 Workshop Teams and Participation

A-1.5.1 The Right Size and Participants
The main criterion for project workshop participation has to be “Who is absolutely
critical to identify the problems we are dealing with?” The criterion of “criticalness”
should include not only technical expertise and responsibility but also problem-solving
and team skills. Workshop participants should:
1. Be involved
2. Be heard (in relation to their responsibility and/or expertise)
Recommended Participants
Preparation for the workshop may take one or several meetings depending on the
project size and complexity, and the knowledge of the participants. The Project
Manager/project team should work with the workshop coordinator and cost-risk team
to identify the best combination of participants at each meeting (see Exhibit A-2). All
participants do not need to attend all meetings. The goal is to effectively use time for all
parties in a manner that ensures a sound and objective analysis (see Exhibit A-3).
Exhibit A-2 Workshop Team (Typical Participants)
Project Team Members Roles & Responsibilities

Project Manager* Project resource and decision maker.
Estimator* Prepare and document project estimate.
Scheduler* Prepare and document project schedule.
Lead Designer* Primary resource for design questions.
Key Technical Experts Specialty groups as needed.
Subject Matter Experts Roles & Responsibilities
Project Team Experts Internal subject matter experts (SMEs) work with external SMEs to
review and validate project cost and schedule estimates. They
Agency Experts (HQ, et al.) provide objective review and comment regarding project issues,
Other Stakeholders risks, and uncertainty. At the end of the workshop, the SMEs should
provide a brief (i.e., one-page) summary of their thoughts about the
External Consultants workshop.
Cost-Risk Team Members Roles & Responsibilities
Conducts risk elicitation and manages meeting during risk elicitation;
Risk Lead*
performs or directs the performance of the statistical analysis.
Assists with risk elicitation and meeting management during risk
Risk Lead Assistant
elicitation.
Conducts base cost and schedule review and validation; manages the
Cost Lead*
meeting during the review.
Cost Lead Assistant Assists the Cost Lead position, as appropriate.
CREM Workshop Coordinates the agenda and participants’ discussions, works with the
Coordinator Project Manager to ensure the success of the workshop.
*These participants should also attend the prep session.

February 2018
A-1.5.2 Pre-Workshops
Exhibit A-3 Pre-Workshop: Determine Need, Process & Assemble Project Information
Strategy Session Orientation Session Assemble Project Info

Determine: Does the project Process: Participants must Evaluate: The Project Manager
need a risk-based estimating understand the process and their and project team need to know
workshop? If yes, what type: role in it. Formal training provides what it is they are going to
informal, CRA, CEVP®, combined a comprehensive presentation of evaluate, and clearly
VE-CRA? (See WSDOT directional the process. However, there are communicate that to the
document IL 4071.) Determine varying levels of experience and workshop participants. The
timing and scheduling of proficiency with the CRA/CEVP® process provides an opportunity
workshop events. This can workshop process. Orientation to examine more than one
typically be accomplished via sessions can be tailored to the scenario, but it is not practical to
telecon between the CREM Unit project team and participants as evaluate “the universe of every
and the Project Manager. appropriate. conceivable concept.”
Conduct Prep Session
Prep sessions should be attended by the Risk Lead, the Cost Lead, and the core project team because they
will be tasked to help develop the project flowchart, assemble initial project costs/durations, and develop
a list of risks eligible for significant impact on the project schedule or cost. At this meeting, additional
participants will be identified who should participate at the upcoming workshop. The identification of
needed support from subject matter experts (SME) is an especially important outcome of the prep session.
Invite Participants
Determine who will be needed to attend the workshop and when they will be needed. Determine who will
send the invitations; typically, the project team will schedule the rooms and invite region participants and
specialists from Headquarters (HQ) with whom they have been working. The CREM Unit will invite the
external cost-risk team members (consultants and other independent experts from HQ).
Review Estimate and Schedule
After the prep session and before the workshop, the Cost Lead and Cost SME review the project team’s
base cost and schedule estimate and provide recommendations for their consideration. (See Section D for
a sample of Cost Lead review questions that should be asked at this stage.) The estimate review and base
cost validation should begin in advance of the workshop. The draft estimate and flowchart/schedule
should be reviewed by affected project team disciplines prior to the workshop. The pre-workshop base
cost estimate and flowchart/schedule must be submitted to the WSDOT region Risk Manager and all
significant non-WSDOT stakeholders prior to the workshop.
Advance Elicitation Interviews
Prior to the workshop, the Risk Leads should meet with those specialty groups that elicit the most critical
risks and are most crucial to project success; these are the risks that have significant effects on project
objectives.
Note: The best workshops, in terms of being effective and efficient, are those that have had
ample advance work conducted—particularly in the areas listed above.

February 2018
A-1.6 Preparing Workshop Participants1

Prior to the actual workshop, participants need to know what to expect and what is
expected of them. Participants are reminded to: (1) avoid bias and be impartial during
the workshop discussions, (2) listen open-mindedly to all opinions, and (3) not advocate
for a predetermined point of view.
The following sections describe procedures for preparing the project team and SMEs to
ready themselves for the workshop. The Risk Leads and Cost Leads are expected to be
aware of potential biasing as they conduct their respective portions of the workshop.
A-1.7 Preparing the Project Team – Overview for “Bias Reduction”
The CRA/CEVP® environment provides an opportunity for the project team to share
their cost and schedule estimates with others. The assurance of an accurate project cost
estimate and schedule begins when a project team initiates and aligns their team for the
project.
Project teams work hard to maintain the quality of their estimates and schedules. They
are often optimistic about their project, particularly early in project development. An
optimistic estimate is generally a low estimate. A pessimistic or conservative estimate
is generally an estimate that, in the judgment of the estimator, is intentionally high in
order to make sure there is enough money for the project.
Project teams should guard against all forms of bias at all stages of project
development. Optimistic bias has been observed, in some cases, to reverse itself as a
project approaches completion of design. As the contract package begins to come
together in advance of the advertisement date, Project Managers/engineers may
become increasingly guarded about the financial needs of the project and give estimates
for costs and schedule that are too high, thereby driving the project cost estimate
higher.
Following the Process
The process, when properly followed, provides a sound base estimate and identifies risk
events that can cause the project to turn out differently than planned. Attempting to
revise estimates for the analysis outside this framework can make it difficult to
disentangle effects and make the management of risks less effective.
Identification and quantification of risk events will provide the project team with
knowledge regarding identified risk events. The Project Manager must decide what
action to take in response to the identified risks: avoid, transfer, mitigate, or accept the
risk. Decisions regarding risk management may affect project budget and schedule.
1
“The human element introduces an additional layer of complexity into the risk process, with a multitude of influences both
explicit and covert. These act as sources of bias…which affect every aspect of risk management.” Understanding and
Managing Risk Attitude by Hillson and Murray-Webster. In our processes, we attempt to “condition” (prepare) participants to
be aware of bias and make efforts to avoid and reduce bias in workshop inputs.

February 2018
A-1.8 Preparing the Project Team – Procedures

It is important that the project team be prepared both before and during the upcoming
meetings. They should review the following steps, which are needed to complete the
cost risk analysis:
1. Emphasize the “Statement of Purpose” to workshop participants.
2. Set up a prep meeting (ideally held a few weeks prior to the workshop).
a. Contact the project lead and arrange a visit to the project site for workshop
participants who may not know the project. This can occur any time before the
workshop. Discuss the significant risks faced by the team.
b. Send the Project Manager an example of a project flowchart from a recent
project. Contact the Project Manager to let them know that a project flowchart
will need to be completed by the end of the prep meeting.
c. The flowchart is less detailed than a project schedule and needs to show the
sequence and duration of major project activities; the flowchart depicts the
assumed project delivery strategy.
3. The Cost Lead reviews the basis for the estimate of project cost and schedule
durations, and discusses it with the project team member(s) who prepared and/or
compiled the estimate.
4. At the prep meeting, remind the project team to work up initial lists of “risks to the
project”—both threats and opportunities—that have the potential to cause the
project cost/schedule to be significantly and measurably different than planned.
5. Inform participants that it is okay to have outcomes significantly different from what
was planned—as long as they are plausible. At a very early stage of design, the
divergence from planned values is expected to be greater.
A-1.9 Preparing Subject Matter Experts – Procedures
Proper preparation of subject matter experts and the risk elicitor is required to reduce
the bias in expert response. Three biases (described below) tend to dominate in expert
response: “anchoring and adjustment bias,” “availability bias,” and “representativeness
bias.” These were all researched and documented in the 1970s by Kahneman and
Tversky2 and further refined by others. The biases tend to work in the direction of
understating the range of uncertainty.
2 "Judgment Under Uncertainty: Heuristics and Biases" Tversky & Kahneman, 1974

February 2018
A-1.9.1 Anchoring and Adjustment Bias
The anchoring and adjustment bias is the phenomenon of experts thinking they know
more than they actually do. If you ask an expert for their best guess first, then they will
tend to provide inadequate ranges. Following are better ways to reduce biased answers:
1. Ask experts for the limits of the potential ranges first.
2. When providing extremes, experts should be able to describe the type of outcome
that will generate the extreme case.
3. Ask the expert for a “plausible low” and “plausible high.” These can be treated in a
variety of ways by the analyst who quantifies the risk. A standard needs to be
established.
a. One method is to ask the expert for a plausible minimum and plausible
maximum.
b. Another method is to ask the expert for a low and high percentile (i.e., 10% and
90%), and then use this information to generate the distribution.
c. A third method is to request another low and high percentile that the expert
wishes to provide.
4. After obtaining the highs and lows, ask for the expert’s most likely value.
A Note on Risk Identification and Assessment

Consider: Sometimes, those new to risk analysis claim it is nothing more than guessing.
However, this view does not represent the actuality that assigning values for
probability and impact relies on the expertise and professional judgment of
experienced participants. The determination of a value for the probability of
occurrence and its consequence to project objectives, if it occurs, is a new activity for
many people, and can seem strange at first.
In any field, with experience, professionals develop intuition and an ability to
understand projects to a greater degree than those not involved with project
development and delivery in their industry. This experience and intuition is extremely
valuable—in a risk workshop forum we surround ourselves with “wise counsel” to
seriously and thoroughly discuss the project. It might be helpful to examine the word
“guess” and compare it to other words, such as “discernment” and “judgment,” that
more appropriately describe risk assessment (see Exhibit 3-1 in Part 1 for the
definitions and synonyms).

February 2018
A-1.9.2 Availability Bias
Experts are always receiving new information to add to their knowledge base.
Frequently, when approached for their judgment, experts will have recent information
that they have not had time to “blend-in” to their knowledge base.
One practical way to address this information availability bias is to ask the expert a
simple follow-up question regarding the issue being elicited: “Is there recent
information you are using to provide your judgment?” If the answer is yes, then ask,
“How does that new information weigh in relative to all the other information you have
accumulated over the years?” If the availability bias exists here, the expert will often say
something like, “That’s a good question; let me think about it and get back to you” or
“I’ve thought about it and I have given the new information the proper weighting.”
A-1.9.3 Representativeness or Stereotyping Bias
This is the case where experts have base information, but don’t use it. Instead, they
match an event with a stereotypical case. Biases, in expert response, can potentially
lead to understating the range, so it is important that the risk elicitor properly prepare
participants, and monitor and question participants if a bias is detected.
A-1.10 Conflict Resolution
Although uncommon, there may be situations where a significant difference of opinion
has arisen between workshop participants, either during or following the workshop.
There are many resources and references on the topic of conflict management and
conflict resolution. This workshop guide is not a substitute for those resources, many of
which can be found at libraries and bookstores. However, a progressive process for
resolving such disagreements at workshops is offered below:
1. Capture the difference as a range
One benefit of the CRA/CEVP® workshop process is that it allows input in the form of
ranges and percent probabilities. Usually, the ability to capture input in ranges
meets the needs of participants offering input. For example, if one participant
states, “This risk event could cause $1 million in additional cost…,” and another says,
“This risk event could cause up to $3 million in additional cost…,” we can simply
offer to capture the risk with a $1 million to $3 million impact range. Typically, this
will satisfy the parties with differing opinions about the impact. (Note: Persons
offering opinions should be able to state why they have the opinion and document
the information used to develop the opinion.)
2. Evaluate different scenarios
If we are not able to resolve the difference by capturing it as a range, in some cases
it may be appropriate to evaluate additional scenarios that address the different
opinions being offered. This is practical in some cases—to a point. Having too many
scenarios can add cost and complexity to the workshop and may not be necessary or
helpful to the overall evaluation of the project.

February 2018
3. Meet with relevant parties and review the data

If a strong difference of opinion persists, and the first two options above will not
resolve the matter, agree to gather data and meet to review and discuss the matter
with the relevant parties and subject matter experts. Strive to use objective data,
with guidance from the Risk Lead and Cost Lead, to reach an agreed-upon input. If,
after a concerted effort to reach a consensus decision, disagreement still exists, it
may be necessary to adopt a solution and document the dissenting opinion in the
report.
When evaluating information, consider the following:
Less Reliable (less certain) More reliable (more certain)

One or very few observations Many observations
Anecdote or case study Scientific study
Unpublished Published and peer-reviewed
Unrepeated Results have been reproduced
Dissimilar projects Similar projects
No constraints or assumptions identified Constraints and assumptions listed
No comparative explanation of information Comparative analysis provided
Thompson, Kimberly M., Risk In Perspective, with edits.
A-2 Workshop
The workshop will be attended by project team members, the cost risk team, and
necessary SMEs and/or project specialists.
The overall workshop objectives are:
1. Review and validate base cost estimates.
2. Identify uncertainties and risks.
3. Characterize uncertainties and risk (in terms of likelihood and impacts).
A-3 Workshop Activities

A-3.1 Elicitation (Characterizing Risk and Uncertainty)
Eliciting information from SMEs and project team participants is a vital part of the
process. Risks are treated as events defined by both cause and outcome. A positive
outcome presents an opportunity, while a negative outcome poses a threat to project
objectives. Elicited information is recorded into a risk register for the project and
becomes input for the Monte Carlo modeling. The risk register lists all identified risk
events (both threats and opportunities), with appropriate detail describing the risk
event. The risk register should be comprehensive and must be reviewed to ensure that
all risks and uncertainties have been quantified and that there is no double-counting of
risk events.

February 2018
Risk Event Properties

• Likelihood (probability of occurrence)
• Consequences (impact to cost/schedule relative to the base estimate if the
event occurs)
• Relationship with other events (independent versus correlated with other
events)
Nature of Event Occurrence
• Frequency of occurrence
• Number of occurrences during the project
• Number of potential outcomes (consequences)
• Event is independent or correlated with other events or among project activities
Consequences of Event Occurrence to Project Objectives

• Defined in terms of cost impacts, schedule impacts, or both
• Uncertainty in event outcome
Elicitation3 can be accomplished in a number of ways and may utilize any one or a
combination of the following approaches:
• In the workshop
• Through a questionnaire
• Through interviews of individuals or small groups in advance of the workshop
• By teleconferencing
• Other methods
Preparation for elicitation provides:

• Base estimate and schedule (including the Basis of Estimate)
• Document of assumptions as a basis for risk assessment
• List of base uncertainties
Elicitor guidance provides:

• Balance in participants’ perspectives (watch for bias in responses)
• Formal elicitation
• Facilitated brainstorming
o List and discuss all credible ideas
o Assess consequences for likelihood and impact (frequency/magnitude)
o Combine similar risks into one well-defined risk with a comprehensive
description
3
Elicit – To draw forth…; to bring out… from the data in which they are implied. To extract, draw out (information) from a
person…

February 2018
o “Weed-out” smaller, less significant risks that do not warrant inclusion in a

formal quantitative analysis; these can be summarized into a “watch-list”
for the project team
• Guidance on:
o Anchoring (see Preparing Workshop Participants)
o Worst- and best-case scenarios for consequences
A-3.1.1 Elicitation of Subgroups
Rather than having everyone attend every elicitation session, subgroups can in some
cases provide a more efficient and effective approach to help ensure a properly focused
elicitation with the correct SMEs present. This approach can help keep the number of
individuals in the meeting to a manageable size. Group dynamics may begin to
deteriorate after a group reaches a certain large size (i.e., many contributions but not
necessarily from knowledgeable participants), and subdividing the elicitation provides a
practical offset to the size problem. The subdivision of elicitation can happen on the
same day, which could allow each of the Risk Leads to take a group into a separate room
for elicitation.
The following elicitation subgroups have been used:
1. Right of Way, Utilities, and Railroad
2. Environmental, Cultural Resources, Stormwater
3. Structures, Geotech
4. All Other: Design, Traffic, Work Zone Traffic Control, Constructability (staging/
sequencing), scope issues/uncertainties, public pressures/opposition, local
jurisdiction concerns, local market conditions/uncertainties, uncertainty in the base,
management and other costs.
A-3.2 Cautionary Notes Regarding Workshop Dynamics
1. The size of the group needs to be kept manageable. Group dynamics deteriorates
beyond a certain-sized group. While a good mix of expert input is desired, care
needs to be taken that the number of participants does not overwhelm the process
or diminish the effectiveness of the workshops. For example, too many people in the
room attempting to speak can “drown out” or dominate time that should be used to
listen to the SMEs.
2. Participants who are not familiar with the workshop process and/or risk-based
estimating need to be educated/acclimated to the process. Participants should know
their roles and what will be expected from them during the workshop.
3. The workshop effort should be commensurate to project size and complexity.
Choose the right size and approach for the project. The process is scalable.

February 2018
4. The workshop environment itself should be large and comfortable. Workshop

participants will be working together for several days; it is best not to have venues
that are too small or confining.
5. Biases in expert response, and failures to characterize distributions and
dependencies, can result in understatement of the tails of the distribution. Elicitors
need to be well informed on the biases and have experience in reducing them.
6. Be careful of “discrete” thinking. The risks being quantified are schedule and cost.
These are conceptually continuous random variables and can be modeled as such.
However, likelihoods are properly modeled using a discrete distribution as discussed
under “Distributions to Consider for Quantifying Risk,” in Section G, Technical Notes
for Risk Modelers.
7. For some specific events, discrete probabilities are appropriate.
A-3.3 Report Preparation
The workshop report documents the results and process followed; the report is built in
service of and to support the project team’s risk management and project delivery
efforts. Report preparation is a collaborative effort primarily between the project team
and the cost risk team, with final control of editing and publishing the report resting in
the hands of the Project Manager. Exhibit A-4 provides a guide/checklist for report
writing and Exhibit A-5 provides a flow chart.
A-3.3.1 Draft Report
The draft report is due two weeks after the workshop (or after the final inputs
document has been provided to the risk modeler). Every attempt should be made to
provide inputs by the final day of the workshop. Allow one week for comments.
A-3.3.2 Workshop Report (Final)
The final report (see Exhibit A-6) is due two weeks after the draft report is delivered
(one week after comments are due). This report should be ready and complete with the
one-pager and Risk Management Plan spreadsheet. If no comments are received for the
draft report, the draft report becomes the workshop report of record.

February 2018
Exhibit A-4 Workshop Report Guide/Checklist
Project Manager/Project Team

The Project Manager and project team actively participate in the review and editing of the report. They own
the results and use them in their management system, including communication of results.
1 An accurate and complete workshop request form
1 Project photo for cover
1 Cost and schedule estimates and a brief written summary describing their preparation
1 Reconciliation of differences from previous estimates
Subject Matter Experts
Make notes during the workshop to provide for the report-writing efforts.
1 Key risks
1 Possible response strategies
Risk Lead
Make notes of key discussion topics during the workshop that may be helpful during report preparation,
review, and editing. Works closely with the project team and Cost Lead to ensure the report is useful and
understandable to the project team. Document the model logic and steps taken to ensure a sound and
objective analysis. Clearly identify “candidates for mitigation” and potential response strategies.
Prepare/assemble a written draft of the report:
1 Foreword
1 One-Pager
1 Executive Summary
1 Chapter 1: Overview (project summary/project objectives/workshop objectives/methodology)
1 Chapter 2: Project Description (scenario(s)/flowchart(s)/assumptions/exclusions/notes)
1 Chapter 3: Base Review (base cost and schedule estimate review and validation)
1 Appendix A – Attendees
1 Appendix B – Base Cost Estimate
1 Appendix C – Inputs
1 Appendix D – Outputs
1 Glossary
1 Double-check report for clear and easy-to-understand language
1 Check against QA/QC checklist
1 Bring report to final ready condition with edits in a timely manner.
Cost Lead
Makes notes to aid in writing the estimate validation.
1 Written overview of cost and schedule estimates
1 Written overview of the actions taken to review and validate cost and schedule for the report
Workshop Coordinator from CREM Unit
The workshop report is reviewed against the cost and risk quality control checklist.
1 Review QA/QC checklist
1 Work with project team and cost-risk team through completion of report
1 Obtain final copy from Project Manager for the file
Note: It is recommended that a designated “report editor/coordinator” be identified prior to

the workshop. The Project Manager can work with the CREM Unit to help determine who might
serve in this role. The report editor/coordinator might be someone from the project team’s
communication office, the cost-risk team, or other appropriate position.

February 2018
Exhibit A-5 Report Writing Responsibility
PROJECT TEAM/PROJECT MANAGER

(edit/publish authority)
Actively participate in the review and editing

START of the report. Own the results and use them in
their management system –including
Project Team Identifies communication of results and publishing the
Need for Workshop and results, including “one-pager” on project website.
Submits Workshop
Request Form
Report Editor
Coordinator
CREM Office
q QA/QC Checklist Review

q Insure report completion
q Final copy for records
Risk Lead Cost Lead Subject Matter Experts
q Prepare Draft q Review cost/schedule q Make notes

q Easy to read language q Validate cost/schedule q Key Risks
q Check QA/QC Checklist q Write validation for report q Potential mitigation
Cost Estimate Validation Process

Specialists who work to serve the project team

February 2018
Exhibit A-6 Workshop Report
Responsible Party Responsibilities

The project team, just as they did before the workshop, owns the Project
Management Plan, and all project development and delivery responsibilities. This
Project Team
includes all project cost and schedule estimates and the Risk Management Plan.
Members
The project team owns the report for their use in aiding and assisting their risk
management and project management activities.
Subject Matter During the workshop process, the SMEs are responsible for their opinions and
Experts objective advice offered during the workshop and report preparation.
The Risk Lead is responsible for preparing workshop participants and for
conducting the risk elicitation. The Risk Lead is responsible for the modeling,
analysis, and conclusions to be drawn from the analysis. The Risk Lead is also
responsible for writing their portion of the report. Uses a quality control (QC)
Risk Lead
checklist as a guide to ensure an effective workshop experience that results in a
sound and objective analysis of project costs, schedules, and risks. Clearly
identifies “candidates for mitigation” and possible strategies for mitigating these
key risks.
The Cost Lead is responsible for reviewing and validating the project cost estimate
Cost Lead and schedule. The Cost Lead is also responsible for preparing their portion of the
report.
The workshop coordinator is responsible for ensuring the appropriate participants
CREM Unit
are in attendance at the appropriate times. In addition, the review of the report
Workshop
against the QC checklist will be performed by the workshop coordinator or others
Coordinator
in the CREM office.
A-3.5 CEVP® Results and Capital Budget Development Data Needs

In order to load agency management systems and provide budget information, specific
data needs to be provided to the region program management offices. This data is then
loaded in to the Capital Program Management System (CPMS) and transferred to the
Transportation Executive Information System (TEIS) for use in gaining budget approval.
Project Schedule Data Milestone Dates Project Estimated Cost Data

Required
Begin Preliminary Engineering Design Cost Estimate

Data
Begin Right of Way Acquisition Phase Right of Way Cost Estimate

Advertisement Date Construction Cost Estimate
Operationally Complete Date
A-3.6 Management Endorsement

Along with the data provided by the project team, agency management endorses which
costs are to be used and the schedule to be assumed. Guidance on use and reporting of
CEVP®/CRA results and CPMS data requirements is provided in Instructional Letter 4071
posted at: 8 http://wwwi.wsdot.wa.gov/publications/policies/fulltext/4071.pdf

February 2018
A-4 QA/QC: All Have a Role

A-4.1 Prior to the Workshop
The project team, Project Manager, appropriate specialty groups, and appropriate
stakeholders must perform a reasonability check on materials developed prior to the
workshop. The Cost and Risk QC checklist provided in Exhibit A-7 should be used by the
Project Manager to ensure the project team is ready for the workshop. When the
workshop is convened, most attendees should already be familiar with, and have had an
opportunity to comment on, the scope, schedule, and cost estimate that the project
team has developed. The scope, schedule, and cost estimate will be the subject of
review and analysis at the CRA or CEVP® workshop. At the discretion of the CREM Unit,
region Risk Manager, or the Project Manager, the workshop may be postponed if the
cost and risk quality control checklist items are not all satisfactorily completed.
Exhibit A-7 Cost and Risk QC Checklist
Cost and Risk Quality Control Checklist

Cost Lead Review
1 1 The “Basis of Estimate” has been completed.
2 1 All project team backup available has been reviewed and incorporated.
3 1 The estimate scope has been validated with the CEVP® workshop scope.
4 1 All unit costs have been validated by professional judgment and/or historical cost information.
5 1 All spreadsheet formulas have been reviewed and totals have been cross-checked.
6 1 All costs and durations have been allocated to flowchart activities.
7 1 Contingencies have been sufficiently removed from the base cost estimate and the inclusion in the
risk estimate has been verified.
8 1 All design allowances have been validated; allowances with large variation have been transferred to
the risk estimate.
9 1 All markup amounts have been verified and confirmed appropriate.
10 1 All estimate assumptions and clarifications have been documented.
11 1 Base uncertainty has been assessed and documented.
Risk Lead Review
1 1 The workshop process has been presented to the workshop team.
2 1 Project team issues and concerns have all been explored.
3 1 Consensus on initial risk identification list has been achieved.
4 1 The focus is on key risks. Minor issues have been filtered out by consistent screening criteria.
5 1 Remaining risks (threats and opportunities) are quantified in terms of likelihood and consequences.
6 1 Potential risk mitigation measures have been captured.
7 1 Contingencies and allowances have been coordinated with the cost team.
8 1 Cost Lead has verified that risks are not included in the base cost estimate (no double counting).
9 1 All issues, impacts, likelihoods, and mitigation measures are documented consistently.
10 1 All assumptions and clarifications have been documented.
11 1 Team consensus has been reached on all risk items.
12 1 All risk estimate backup has been documented (date, page number, and estimator’s name).

February 2018
A-4.2 During and After the Workshop

1. The Project Manager, appropriate project team members, and specialty groups
perform a reasonability check on the preliminary draft results, including charts.
2. The project team, Risk Lead, and Cost Lead work together to deliver useful products
that can improve project control through managing project cost and schedule risks.
All members are equally important and must work cooperatively to achieve this
objective.
3. Risk and cost elicitors coordinate and assist each other to make sure information is
properly defined and coordinated during the workshop.
4. The modelers must carefully review the model to ensure the information from the
workshop is properly represented. The model logic must be described in the report,
and the results presented to the project team and the CREM Unit.
5. Throughout the analysis, the risk elicitor works with the project team, WSDOT
subject matter experts (SMEs), and external SMEs to make certain the risk
information is correctly captured for use in the analysis.
6. Throughout the analysis, the Cost Lead works with the project team, WSDOT SMEs,
and external SMEs to make certain the cost information is correctly captured for use
in the analysis.
7. The CREM Unit reviews the analysis/report for correctness and clarity; the project
team reviews the analysis/report to ensure they understand the results and can
confidently discuss them with others.
A-5 Risk Response

Take action in response to identified risks. Following identification and analysis of
project risks, Project Managers and project teams must take action in response to the
identified project risks, focusing on risks of most significance.
In order to maximize the benefits of project risk management, we must incorporate the
project risk management activities into our Project Management Plan and work
activities. This means building risk management activities into our Work Breakdown
Structure (WBS). WSDOT has a ready-made WBS in the form of its Master Deliverables
List (MDL) to help ensure our project work plans are comprehensive, consistent, and
complete.
Risk response requires effort to develop and implement response actions; we must plan
for expending this effort following the results of our risk analysis. See Chapter 5 “Risk
Response” of this document for detailed descriptions of risk response actions.

February 2018
Remember…
• CEVP® is iterative in nature and represents a “snapshot in time” of that project

for the known conditions at that point.
• CEVP® normally deals with identifiable and quantifiable project-type risks (i.e.,
those events that can occur in planning, design, bidding, construction, and
changed conditions).
• CEVP® could also consider the larger, more difficult risks—“acts of God” that
can have very high impact in cost and schedule on large programs—but at this
point, these risks are generally not included. This is an area for review and
development—in particular, how to characterize such events in a useful manner
for better management of the projects. All exclusions and assumptions need to
be clearly documented in the workshop report.
It is good to remember that risk-based estimating, as in CRA/CEVP® workshops, does not
provide an “answer book” with all uncertainty removed from the project. Risk-based
estimating and consideration of project uncertainty and project risk does not add costs
to a project, it reveals them.
We have to do the best

we know how at the
moment...; If it doesn't
turn out right, we can
modify it as we go
along.
~ FDR

February 2018

February 2018
Section B Manager & Team – Typical Duties
B-1 Description of Work
Project teams typically look to the CRA/CEVP® workshop process as a tool to help improve the
accuracy, consistency, and confidence in their project cost and schedule estimates. This process
also helps Project Managers and teams with their project risk management efforts, a required
component of all Project Management Plans. During this collaborative process, uncertainty
within a project is identified and quantified. Project schedules and cost estimates are owned by
the project teams. Development of risk-based estimates through the CRA/CEVP® workshop
process is a collaborative effort between the project team, experts in cost and risk analysis, and
external subject matter experts.
Workshops are usually held early in project development, from late planning to the early stages
of developing the contracts plans, specifications, and estimate (PS&E). Risk management is an
ongoing project management activity; the Project Manager and project team should continue to
proactively manage risk up until advertising the contract. Continuing risk management and risk
assessment should look at the knowledge gained through the workshop process, and pay
particular attention to evaluating the sequence of construction activities and scheduling through
completion of the PS&E.
Exhibit B-1 Timing of Workshops
Timing of CRA/CEVP Workshops

Evolution of a project cost estimate from concept to concrete
concept
typical estimating methods

parametric deterministic
concrete
Typical timeframe
for CRA/CEVP workshops Final
Construction
Cost
Design AD
Approval
Planning Scoping Design/PS&E Construction
Project
Contractor Risk Planning
Project Risk Management is an ongoing activity. Development
Approval and Management
pre-construction construction
WSDOT Project Risk Management Page B-1

February 2018
Project Manager & Project Team – Duties Section B
Project schedules and cost estimates are owned by the project teams, and they must be
updated regularly. This may involve conducting workshops periodically (typically, every one to
two years). The workshop effort begins with a request from the project team. The process
focuses on the project team for input of primary information; the project team utilizes the
workshop results as they deem appropriate, to more effectively manage their projects. The two
main elements of an estimate are: base cost, which represents the cost if the project
materializes as planned, and risk events, a combination of the probability of an uncertain event
and its consequences. A positive consequence presents an opportunity; a negative consequence
poses a threat. Note that risk events are separate from variability that is inherent in the base.
B-2 CEVP®
Generally, CEVP® follows the seven-step process outlined below:
1. Select the Project and Method

2. Structure the Project Team Effort
3. Define and Evaluate the Base Cost Estimate and Schedule
4. Assess Uncertainty and Risk
5. Quantify Uncertainty in the Project Cost and Schedule
6. Conduct Probabilistic Analysis and Documentation
7. Implement and Measure Risk Response Actions, Monitor and Control
After the probabilistic analysis is complete, the results are then interpreted, documented, and
reported to the project team. Standard results include total project cost and schedule
distributions, both in terms of current dollars and year of expenditure dollars. The resulting
distributions, or ranges, have specific probability characteristics and are reported as percentage
values.
B-2.1 Statement of Purpose for CRA/CEVP® Workshops

The purpose of the workshops is to: (1) provide the Project Manager and project team with
actionable information that can be used to shift the odds in favor of project success, and (2)
provide a useful, sound, and objective analysis and report that the project team will own and act
upon to improve, as well as to validate and confirm, their project cost and schedule.
The project risk management performance can be measured by comparing “pre-mitigated” to

“post-mitigated” results, then identifying risk responses to ascertain the amount of risk relief to
be accomplished through risk management efforts.
The process provides a tool for the project team to evaluate the quality and completeness of the
current project estimate. It is intended to increase confidence in the project cost and schedule
forecasts and to identify areas of uncertainty.
The workshop process is not intended to “recreate the wheel,” or second-guess the project
team. It is not a substitute for other necessary project management functions such as project
control and value engineering.
Page B-2 WSDOT Project Risk Management

February 2018
Section B Project Manager & Project Team – Duties
Typical applications of results are as follows:

• Presentation of cost estimate range
• Project assessment and management
• Risk management
• Value engineering
• Integrated project/program management
• Design-build and other applications
• Communications
• Financial management
Note: Risk-based estimating, such as CRA/CEVP®, does not provide an “answer book” with all
uncertainty removed from the project. Probability, not certainty, is the outcome from the
workshop process.
The CRA/CEVP® workshop effort is an analysis of data provided by the team in collaboration
with subject matter experts and cost and risk experts. It provides useful information for risk
management and is an integral part of the overall Project Management Plan. The project team
owns the workshop report and results to help them develop a plan of action to respond to the
identified risks. The report written from the CEVP® analysis is not a decision document— it is an
information document for decision makers.
B-3 Project Team Status Prior to CRA/CEVP® Workshop

The project team must:
1. Provide plans and documents that describe the scope, schedule, and cost estimate of the
project. The Project Manager needs to approve of the Project Management Plan, including
scope, schedule, and cost estimate, prior to the workshop. In addition, all key contributors
need to confirm and accept the estimate that is being presented for analysis in the
workshop. The information presented by the project team should not be a surprise to the
specialty groups and stakeholders involved in the project.
2. Describe the level of project maturity (i.e., percentage of design completion).
3. Describe the character and time frame of the project and issues of concern.
The Project Manager and project team should remain mindful of the overall workshop
objectives, which are to:
1. Review and/or validate base cost estimates.
2. Identify project uncertainties and elicitation of project risks
3. Characterize uncertainties and risk, which are documented in a risk register

February 2018
To ensure the quality of our workshops and effectively use the participating subject matter
experts, the Project Manager and project team do the following:
• Submit CRA/CEVP® workshop request forms at least 8 weeks prior to the workshop; for
some projects, such as SR 520 and AWV, Project Managers have asked that the forms
be submitted at least 12 weeks in advance.
• Submit the following documents 2 weeks prior to the workshop:
o Updated Project Management Plan (including Risk Management Plan)
o Current project schedule (to be used at the workshop)
o Current estimate file (with assumptions and Basis of Estimate)
o Current project summary (and detailed project scope)
The items above need to be completed and turned in early so that workshop participants can
learn the basic elements of the project, and begin review of cost estimate key items. Project
estimate review and risk assessment are the main workshop topics.
B-4 Project Team Responsibilities and Requirements

The project team needs to make available, for the majority of the workshop, key people who
can represent the project in areas essential to the project objectives. These includes:
1 Project management (to provide project context and relationship with stakeholders)
1 Engineering (design and construction)
1 Cost estimating
1 Scheduling
1 Environmental (permits, processes, and mitigation)
The Project Manager is to ensure the availability of project team members who can speak to the
issues raised in the workshop and are familiar with the documentation.
The project team must be prepared to identify applicable risk elements (global and project
specific), the interrelationships of the risks, and the characterization of the risks in terms of
likelihood and impacts. If the project team is interested in pricing the project for different
delivery methods (e.g., design-bid-build vs design-build), they need to be prepared to discuss
this.
The project team, working collaboratively with the workshop team, should be prepared to
discuss and determine:
1 Exclusions
1 Funding
1 Programmatic Issues
1 Others
1 Adequate subject matter expert participation
1 Authority to “de-bias” the input
1 The optimal process balance between effort and accuracy; level of analytical detail and
how to handle dependence, correlations, and distributions

February 2018
Section B Project Manager & Project Team – Duties
1 The probabilistic risk-based integrated cost and schedule modeling needs

1 Global versus project-specific risks and other uncertainties
1 Treatment of base uncertainties
B-4.1 Items Required from the Project Team Prior to the Workshop
The project team must produce the following items ahead of time and have them available at
the workshop:
1 Project team organizational chart.
1 Project team contact information.
1 Project vicinity map, informational documents, aerial photos, et al.
1 Project definition documents and design criteria used.
1 Summary or overview of project plan(s) that indicate the project elements at the type,
size, and location level. This may include concept plans, cross sections, illustrations,
public information documents, memorandums of understanding, geotech info, etc.
1 If there are multiple alternatives, there needs to be a description of status and
relationships sufficient to understand the options and to plan the workshop priorities.
1 The Basis of Estimate.
1 Current estimates (unit prices, parametric estimates, combination, etc.), including an
overall “project/program rollup estimate.” Note the base year of the estimate.
1 A preliminary listing of risks and the project team’s issues of concern.
1 A preliminary project flowchart showing key tasks and relationships from current
status through completion of construction and open to traffic.
1 Current design and construction schedule, including description of how durations
were determined and an explanation of the construction sequencing strategy.
1 Estimated durations and costs associated with completion of preliminary
engineering:
1 Mapping and surveys
1 Engineering and design
1 Geotechnical investigation
1 Environmental process and permitting
1 Environmental mitigation design (including administrative costs)
1 Hazmat remediation design
1 Structures
1 Hydraulics
1 All other relevant areas for the subject project

February 2018
1 Estimated durations and costs associated with completion of right of way:

1 Real Estate Services
1 Right of way acquisition services (includes administrative costs)
1 Access management
1 Right of way property costs
1 All other relevant areas for the subject project
1 Estimated durations and costs associated with completion of construction:
1 Construction engineering
1 Construction cost of project
1 Lump sum items (weigh station, maintenance facility/equipment, park & ride lot,
etc.)
1 Utility relocations
1 Hazmat remediation
1 Environmental mitigation (cost to construct)
1 Allowances for miscellaneous add-ons (lighting, signing, striping, SC&DI, etc.) with
explanation as to what items are covered and percentage to be used, and why.
1 All other relevant areas for the subject project.

February 2018
Section C Risk Lead – Duties
C-1 Description of Work
Risk Leads participate in a peer-level review or due diligence analysis on the scope,
schedule, and cost estimate for various projects to evaluate quality and completeness,
including anticipated risk and uncertainty in the projected cost and schedule.
The Risk Lead:
• Leads the risk portion of the process, including risk elicitation and project
flowchart development1 for modeling.
• Keeps the flowchart practical; it should be a simple but complete
representation of the project schedule. It is the ”backbone” of the analysis and
can be thought of as an abstract of the project schedule.
• Participates in cost validation or review and risk uncertainty workshops for
selected projects.
• Conducts prep sessions, follow-up meetings, or rerun sessions as necessary.
• Provides reports and presentations documenting workshops.
• Provides reports using report guide or table of contents.
• Develops or implements workshops on topics such as project definition and risk
identification and management.
These functions are critical to WSDOT's success in delivering projects on time and on
budget. It is anticipated that Cost Risk Assessment (CRA) and Cost Estimate Validation
Process® (CEVP®) reviews for each project can be accomplished in a reasonable time
frame, including a 1–5 day concentrated workshop. WSDOT personnel, with the aid of
multiple specialty groups, will coordinate CRA/CEVP®. Work may include the
documentation of the viability of assumptions made regarding a project's configuration,
scope, schedule, character, and, through risk analysis, the potential impact of risk events
that may occur. The project may include creating reports that document information
determined or discovered.
Risk workshops vary based on project needs, but include risk identification, probabilistic
risk assessment, development of management strategies, a probabilistic look at the
effectiveness of management strategies, and other variants. The Risk Lead must use
consistent methodology for probabilistic risk assessments.
1Flowcharts should as simple as possible but still represent the project activities in a realistic manner with proper sequence and
durations (see Exhibit C-1).
WSDOT Project Risk Management Page C-1

February 2018
Risk Lead – Duties Section C
The Risk Lead plays a vital role in ensuring the analysis is sound and objective. It is also
imperative that the analysis process and results are clear and usable by the project
team. The process, as documented, must include the underlying assumptions and
constraints of the analysis in a manner that is easily comprehended by the project team,
who will have to communicate the results of the workshop to others. The report should
“tell the story” of the project scope, schedule, and cost estimate.
Notice the two flowcharts in Exhibit C-1. They are for the same project; however, one is
simple and easy to follow, while the other one is more complex. They both meet the
needs for risk modeling, but one is much easier to work with. Remember, more
activities do not always mean more clarity.
Exhibit C-1 Flowchart Examples

Improvement at 139th St. /
Tenny Road and 139Th / 10th
Utilities Relocation
Ave. Widening for 10th Ave
14B and 139th St. Construction of
Findings (formerly 30) Modify Signal on
Stormwater
Access Hearing
in Order 6 Months NE 134th
5 Detention Pond
9 ROW Acquisition (State) (formerly 22)
26
12 P&R Construction
6 Months 20 6 Months
5 Months 18 Months
ROW 13 Months
IJR ROW Acquisition (county)
Certification
6 13
17
18 Months NB auxiliary lane will be constructed on
8 Months FHWA 1 Month I-5 between 139th St. and 179th St. 23
Design
Approval Utilities Agreements Advertise/Bid/ 5 Months
10 14 Award 19
6 Months Construct NE 20th/139th
3 Months NB I-205
Improvements, temp NB on
3 months Realignment from
Ramp, Demo existing on
134Th St. to I-5/
Design Plans (07/06 – 06/08) PS & E Funding ramp, construct mainline I-
I-205 Merge
11 15 18 205 NB Detour ,
25
24
24 Months 6 Months
Traffic Modeling / 3 Months 11 Months
Geotech.
Comp Plan Update 11B
1 Demolition and Replacement of existing I-5 NB and SB bridges Construction of east
Biological 12 Months over I-205 walls at the 139th St.
NEPA Environmental
Assessment & Determination 21 bridge and at the NB
Permitting
0.5 Months Determination 8 I-205 on ramp. 29
16 28 Months F- 2M
7
8 Months 12 Months F- 2M 4 Months
Preliminary
Engineering
139th St. / Ramp 139A / Ramp 139B Substructure 27
2
1 Month S + 2M S + 8M 18 Months Signal

Construction of the I-5 NB Timing/
EA / Technical
off ramp and SB on ramp Interchange
Reports
Superstructure 28 Open
3
31
5 Months
7 Months F- 2M
1 Month
ROW Acquisition 139th St. Bridge
(Pre-NEPA) Superstructure 33
4
Construction of the
12 Months Additional Exit Only
1 Month
Lane to NE 134th St
from I-205 NB
Environmental Construction of Walls
32
Review of Design West of 139th
Changes 36 34 6 Months
1 Month 7 Months
Note: I-5 Noise Walls

(1) Sequence of Activities is Notional and Not To Scale 35
(2) Around the year construction is assumed. 6 Months

Wetland Mitigation
(3) Current Activities (1 through 4) are subject to change 16B
based on formal consultation meeting outcomes 6 Months
FLOWCHART: I-5/SR-205/134th Street Interchange Project
Flowchart Activities
DESIGN (18 mo)

(Design, Structures/Geo-tech, Utilities)
Const.
(county)
o
AGREEMENTS & FUNDING (12 mo) (16 mo)

M
-2
FS
End CN
A/B/A
ROW
(Plans, Acquisition)
(3mo
Env. Doc. (17 mo)
wsdot)
(EA/Tech
Reports, BO, Const.
NEPA/SEPA) Mitigation area (wsdot)
(6 mo) acquired (36 mo)
Permitting
(Federal, State &
Start Date: Local Permits)
12/1/2008 (12 mo)
(PE+RW+CN) Base Duration for Phase 1 = 62 mo

No Work Windows restriction,
Base schedule Ad Date: 11/1/2010
Page C-2 WSDOT Project Risk Management

February 2018
D-1 Description of Work
The Cost Lead will participate and lead portions of a Cost Estimate Validation Process®
(CEVP®) or Cost Risk Assessment (CRA) workshop for the project. Work includes:
workshop participation; leadership and facilitation; preparation; pre-workshop
meetings; documentation; follow up; reconciliation of workshop results; management
consulting; technical report writing; process evaluation and communication; and
scheduling meeting requests to rerun models or assess new scenarios for the project.
Also included is traveling to and from the workshop and project locations. Provides
support for the workshop for the project.
D-1.1 Cost Lead Duties
The Cost Lead assists with the workshop process by taking primary responsibility for the
following:
• Leads the review and validates the project team’s estimate.
• Supports the project team in the development of the base cost estimate.
• Supports the project team in making any adjustments to the base estimate as a
result of the review.
• Supports the development of the risk register by proposing cost and schedule
risk items to deal with risks and opportunities that are identified as part of the
cost and schedule review.
• Reviews the project team’s work to distribute the base costs against the
activities identified in the flow chart (see Section C).
• Works collaboratively with the project team to review and validate the final cost
estimate to be used in the model. Confirms concurrence of the validated
estimate with the project team and subject matter experts.
• Leads the review and critiques the project team’s schedule.
D-1.1.1 Deliverables
The Cost Lead will:

1. Provide comments and validation of the project base estimate.
2. Work with the project team’s estimator to develop base cost breakdowns for the
flowchart activities of the project for use in the risk modeling as soon as possible
during or immediately following the workshop.
3. Provide a written report on the base cost review and validation, and schedule the
review for inclusion in the risk analysis workshop report to the project office and
CREM Unit. The report is due within one week following the end of workshop or
earlier if required and agreed to at the workshop.
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February 2018
Cost Lead – Duties Section D
D-1.1.2 Typical Cost Questions
Typical cost questions to be asked by the Cost Lead and subject matter experts:
• Have you completed the Project Estimate Basis form? What is the basis of the
estimate?
o How current is it? When was it updated?
o Do unit prices correlate to similar scope projects in the area? Are they truly
comparable?
o Does the current scope of the work match the scope that the estimate is
based on?
o Does the estimate include engineering, engineering services during
construction, construction management services?
• What is the stage of the design?
• What is the accuracy of the survey data?
• What field investigations have been done? - describe the existing conditions.
• What geotechnical work has been done to date? Is there data from past
projects in the area?
• Cuts and fills: What has been assumed for reuse, import, export and disposal,
temporary stockpiling, haul distances, location of imported materials?
• Are there assumptions on compaction? Seasonal variability?
• Are there assumptions on stability of cuts, sheeting, retaining walls, slope
protection during construction?
• If dewatering is required, are there perched water tables and other
maintenance of excavations during construction, treatment of dewatering to
meet permits?
• ROW: How current are surveys and estimates of costs? Partial or full parcels?
• Are there temporary utilities, staging areas, parking storage, lay down?
• Is there knowledge of utilities in project area, relocation requirements, ability to
isolate and shutdown? Are replacements needed prior to isolation? Can
replacements be installed at proper elevation?
• Is there erosion protection?
• Are there special conditions: extraordinary staffing requirements, night work,
stop times due to fish or wildlife issues, noise limits, dust control?
• What has been assumed for overhead, insurance, bonding, project
management, safety, QC community liaison, trailers, utilities, parking home
office overhead, profit?
• Are there assumptions for material availability: backfill, sheeting, piles,
concrete, rebar access for delivery, double handling requirements?
• Production rates assumed? Is this work similar to other work done in the area?
• Are there assumptions for maintenance of traffic, staging of construction,
needed temporary barriers, ramps bridges, supports, technology?
Page D-2 WSDOT Project Risk Management

February 2018
• Is there estimated mitigation, noise walls, stormwater detention ponds,

wetlands?
• What contingencies are built into the estimate?
• Has a change order allowance been built into the estimate?
D-1.1.3 Typical Schedule Questions
Typical schedule questions include:

• How long have similar projects taken?
• How many $/month at average and at peak would have to be spent to meet the
schedule?
• In what season is it expected that the Notice To Proceed (NTP) will be issued?
Will certain months be lost due to the start date?
ο If the NTP is issued as planned, can the landscaping be completed in the
required season for the specified plantings?
• Has mobilization and demobilization time been included in the schedule? How
many workers are assumed to be working on the project at the peak of
construction?
• Does the construction phasing and traffic management plan match the schedule
assumptions?
• How many concurrent work areas are assumed? Are there crews available to
staff all of those areas?
• What are the assumed production rates for each of the major elements:
earthwork, foundations, piers, beams deck, sub-base, base, paving, etc.?
D-1.1.4 Tips for Cost Leads
1. The project team owns the estimate—let them establish what they want out of the
process.
2. Don’t get bogged down in details; keep the discussion relevant to the overall size of
the project. For example, don’t waste a lot of time discussing a $100,000 item on a
$50,000,000 project.
D-2 Base Cost Assessment

Estimating is a maturation process that follows project development. Therefore, there is
always a story behind the estimate; it is rarely a straightforward, linear process. It is
imperative that you understand how the estimate was generated. Take the time to have
the project team explain the history of the estimating process. Also, while the project
team talks through how the estimate was generated, they are mentally checking that
the process is correct. Following is a step-by-step guide through the assessment process.
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February 2018
Cost Lead – Duties Section D
D-2.1 Confirm the Cost Matches Scope

Gain a comprehensive understanding of the project scope, limits, major items of work
such as structures, construction staging, phases, etc., during the project team’s
presentation. Validate that the scope description, drawings, and estimate match in
terms of work items. Use the expertise of the team to validate the design elements. For
example, if there is a curved bridge, has the team assumed steel girders and factored
that into the unit price?
D-2.2 Confirm Unit Prices Are Valid
Experience, bid-tab data, and recent projects in the area can be used to validate unit
prices. Estimating the “per square foot” unit price of bridge deck is sometimes
contentious; topics of discussion frequently center on foundation type, superstructure
type, and geometry. Unit price estimates also include confirming the tax rate, which
varies by county; the per-acre cost for right of way; mobilization markup; and
engineering markup. Bid histories are useful but not the final answer, especially if bid
histories are more than 3 months old. In such cases, care and judgment must be used to
ascertain the appropriate and valid current unit prices.
D-2.3 Identify Contingency (internal & external)
Strip out the contingency in the base cost estimate. It will be obvious that this needs to
be done when contingency appears as an explicit line item in the estimate. There can
also be contingency hidden within the line items, such as inflated unit prices, rounding
up of quantities, etc. What needs to be taken out is a judgment call based on discussions
with the estimator.
D-2.4 Organize Estimate to Flowchart
The estimate needs to be organized to match the flowchart boxes. This is typically
environmental cost, preliminary engineering, PSE, ROW, and construction. This work
needs to be closely coordinated with the risk group and confirmed by the workshop
participants (project team, cost-risk team, and subject matter experts).
D-2.5 Determine Risk Costs in Collaboration with the Risk Team
Generate risk items and determine costs (this occurs in the workshop).This should be a
high-level estimating effort. If this step becomes voluminous, consider ways to divide
and conquer. It is imperative that the cost and risk scope items match and that there is
no overlap of costs and risks, nor are there any omissions.
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February 2018
Section E Subject Matter Experts – Duties
E-1 Description of Work
Cost Risk Estimating Management (CREM) is a program created and developed to better
estimate transportation projects. The program provides the framework for two
comparable processes: Cost Estimating Validation Process® (CEVP®) and Cost Risk
Assessment (CRA). These processes involve intensive collaborative workshops where
transportation projects are examined by teams of top engineers, Risk Managers,
internal and external subject matter experts (SMEs) from local and national private firms
and public agencies, and from WSDOT specialty groups within the project team.
E-1.1 Special Notes for Subject Matter Experts
External and/or internal SMEs participate in peer-level systematic project review (or
due-diligence analysis) and risk assessment to identify and describe cost and schedule
risks based on the information at hand. The review process examines how risks can be
lowered and how the project cost and schedule vulnerability can be reduced.
Subject matter experts should have extensive expertise in their specialty areas. In
addition to technical expertise, SMEs are expected to provide guidance and assistance
on defining the cost and schedule of project activities related to their expertise. While
SMEs should focus on their area of expertise, it is expected that SMEs will provide input
on one or more of the following risk categories: Management; Environmental; Third
Party; Design; Construction Cost Estimating and Cost Control; Construction Planning and
Phasing; Construction Implementation; Construction Claims and Disputes; Real Estate
and Right of Way; Operation & Maintenance; and Safety.
SMEs should understand that risk management could require a negative frame of mind,
but once identified, risks should be managed positively, so that the risks are addressed
in the best possible way to minimize their influence on a project.
SMEs should also understand that risk assessment does not need to be exact to be
useful, particularly during the early stages of a project. Risks and opportunities go hand
in hand and their analysis should have equal consideration. Much of the power of CEVP®
and CRA workshops lies in the rigorous, disciplined approach and the ability of team
members to focus collectively, both inwardly and outwardly, on a broad range of topics.
SMEs should:
• Provide objective input in their field and cooperate with all team members by
crossing conventional boundaries.
• Have an open attitude to change by encouraging creative thinking by teams and
individuals.
• Stay aligned to the workshop process and focus on fulfilling the ultimate
workshop mission: projects delivered on time and on budget.
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February 2018
Subject Matter Experts – Duties Section E
• Be familiar with the WSDOT process for CRA and CEVP® workshops, including
the policy statement, common assumptions, and other guidance.
• Have a clear understanding of the specific terminology used during workshops,
such as: allowances, contingency, base cost, cost uncertainty, schedule
uncertainty, risk, and opportunity.
In addition to active participation in the workshops, SMEs may be asked to provide
documentation of the viability of assumptions made regarding a project’s configuration,
scope, schedule, cost estimate, and the potential impact of risk events that may occur.
SMEs may be asked to participate in follow-up or rerun sessions as requested, and
provide reports or presentations documenting their work.
SMEs and project team members should strive to produce clear and concise products
(CEVP® or CRA report) that would help decision makers with sound and objective
analyses in order to make informed decisions.
Note: It is preferred to have at least one SME with estimating experience from a
“contractor’s” perspective; that SME would participate with the Cost Lead in the review
and critique of the project team’s estimates and schedule. This discussion should take
place, if possible, in advance of the workshop.
Page E-2 WSDOT Project Risk Management

February 2018
Section F CRA Coordinator – Duties (HQ/Region)
F-1 Description of Work
Cost Risk Assessment (CRA) Coordinators help accomplish the CRA/CEVP® program in
accordance with department policy and guidelines. It is expected that the Headquarters
(HQ) CRA Coordinator will provide direct support and coordination to project teams
around the state. For those regions that have a CRA Coordinator, the HQ CRA
Coordinator will work with the region CRA Coordinator to ensure the effective use of
CRA/CEVP® workshops in the regions.
Project Managers and project teams use the workshop results to actively manage risk.
Project teams know the details of their projects; cost-risk teams know the workshop
process, modeling, and the goals of the risk analysis effort, and the limitations of risk
analysis. The region CRA Coordinator should be familiar with WSDOT resources available
in the field of cost-risk management.
F-1.1 CRA Coordinator Duties
Specific duties include the following:
1. Identify the need for CRA-CEVP® workshops for region projects (work with project
offices) to estimate workshops for the upcoming 12 months.
2. Establish approximate time frames for CRA-CEVP® workshops, with as much advance
notice as is practical (discuss with project offices).
3. Review workshop request forms for completeness:
• Make sure all information is provided.
• Make sure the project office is setting up a Work Order Authorizations
(WOA) with appropriate Group Numbers, prior to the workshop.
4. Work with the project office to make sure appropriate location(s) are reserved for
the workshop (adequate size and space), and that other helpful meeting items are
available (including Internet access).
5. Be familiar with the CRA/CEVP® workshop process.
6. Be familiar with the CREM website. It is frequently updated and additional material
is occasionally posted:
8 http://www.wsdot.wa.gov/projects/projectmgmt/riskassessment/default.htm
7. Help identify training needs and take advantage of training opportunities as they
arise (cost estimating class, risk-based estimating class).
8. Advocate, within the regions, participation in CRA/CEVP® workshops as
opportunities arise. For example, in order to have independent specialty group
representation, it may be possible, on occasion, to request that a person from a
neighboring region provide subject matter expertise.
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February 2018
CRA Coordinator – Duties (HQ/Region) Section F
9. Advocate proactive risk response actions that are documented in the project Risk
Management Plan.
10. Make sure that feedback from workshops is provided using the post-workshop
evaluation form.
11. Maintain records of CRA/CEVP® accomplishments within the region. Include the
involvement of workshop participants, key risks identified, and mitigation strategies
implemented. Monitor the effectiveness of the risk assessment and mitigation
efforts.
12. Report on the risk management and estimating support needs of the region.
13. Attend training to improve skill levels and maintain and improve proficiency in the
areas of project risk management and estimating.
F-2 CRA Coordinator “How-To”

F-2.1 Example Walk-Through of a Typical Project
u Meet with the project team.
• Determine upcoming projects that will require a risk-based estimating
workshop. Work with the team early to help them identify, well in
advance (8 weeks lead time or more), appropriate timing for a
workshop. These target dates can be entered into the project work
schedule.
• Advise the project team to include risk management (activities) in their
project schedule. This includes: risk planning, risk identification,
qualitative risk analysis, quantitative risk analysis, risk response
planning, and monitoring and control.
u Once a time frame for a workshop is established, take the following steps:
1. Go to the Cost Risk Estimating Management (CREM) website and download a
workshop request form:
8 http://www.wsdot.wa.gov/projects/projectmgmt/riskassessment/
2. Work with the project team to make sure the form is completed in its
entirety. During this time, check Outlook Calendar “WSDOT re VERA” to
determine dates that may be available for workshops, and include this
information in the workshop request form.
3. Meet with the Area Engineer or Project Development Engineer and Design
Team to give an overview of the workshop process.
4. Work with the CREM team to determine appropriate Cost Leads, Risk Leads
and subject matter experts, and help complete the participation matrix.
Page F-2 WSDOT Project Risk Management

February 2018
Section F CRA Coordinator – Duties (HQ/Region)
5. Determine who will send invitations to workshop participants. Often the

region will invite the region participants and project team, and the CREM
workshop coordinator will invite others (Cost Lead, Risk Leads, SMEs, HQ
representatives, etc.)
6. Continue to communicate/coordinate to make sure workshop materials are
being made ready and available by the project team to the cost-risk team
and Subject Matter Experts. Follow up with certain workshop participants to
ensure their participation in the process is well timed and appropriate.
7. Attend prep sessions and workshops.
8. Post-workshop: Follow up with the CREM workshop coordinator and others
as appropriate to make sure action items are being communicated, and
follow up on them to make sure they are progressing. Help tie up any
remaining loose ends from the workshop. Make sure the risk register
properly documents the risks discussed at the workshop (particularly the
larger risks).
F-2.2 Specific Things the Region CRA Coordinator Can Do to Enhance the
Process
1. Advise the project team that the project scope, schedule, and estimate need to
be current for the workshop. Estimates should be well organized and easy to
follow, and they should align with the flowchart that is drafted at the prep
session. The estimator should have a backup notebook, calculations, and
assumptions available for rapid retrieval of information, if needed.
2. Assist with coordinating advance elicitation between the project team and Risk
Leads.
3. Work with the CREM workshop coordinator to help develop an effective agenda
(participants in the workshop will know what to expect and when to attend).
4. Advocate for early geotechnical explorations and other specialty work as
appropriate, for the subject project.
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February 2018
CRA Coordinator – Duties (HQ/Region) Section F
Page F-4 WSDOT Project Risk Management

February 2018
G-1 Guidance
Following is guidance for Cost Leads, Risk Leads, and risk modelers, and for all interested
in the technical aspects of risk-based estimating and modeling.
G-1.1 Base Cost Uncertainty
Did you want to put some text here describing the following exhibit?
Exhibit G-1 Combination of Base Variability and Market Conditions
BASE UNCERTAINTY Base variability is inherent in the base

(base variability; market conditions) estimate. Base variability is always present and
is not caused by risk events. Variability exists
Higher cost: reflects market conditions even if no risk events are present. Base
$ “worse than expected”.
variability is captured as a symmetric range
about the estimated value; that is, of the form:
base value +x%.
Base cost Market conditions are the consequence of
Base Variability + x%
supply and demand factors, which determine
prices and quantities in a market economy and
which are separate from inflation. Market
Reflects market conditions conditions include things like: competitive
Lower cost:
“better than expected”. environment during bidding and contracting,
Time the labor market, and resource availability.
For many projects, the greatest uncertainty is market conditions; given that fact, we
market uncertainty must be represented in the model. There are times when the
bidding environment is favorable (highly competitive), other times the bidding climate is
not as competitive. Given the volatility in the market and the many varied factors
influencing bids, both possibilities must be captured (bids could come in “worse than
planned,” i.e., over the Engineer’s Estimate, or “better than planned,” i.e., under the
Engineer’s Estimate). To that end, Exhibit G-2 provides a simple example of how to
capture this uncertainty.
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February 2018
Technical Notes for Risk Modelers Section G
Exhibit G-2 Capturing Base Market Condition Uncertainty
Base Market Conditions

Bid Result Probability Impact
BETTER than planned[1] 40% 15%
WORSE than planned[2] 10% 10%
[1] “BETTER than planned” indicates that as a result of favorable market conditions, in the
form of a highly competitive bidding environment, it is estimated there is a 40% chance
that bids will come in up to 15% below the Engineer’s Estimate.
[2] “WORSE than planned” indicates that, as a result of market condition influences in the
form of a noncompetitive bidding environment ,it is estimated there is a 10% chance that
bids will come in up to 10% above the Engineer’s Estimate.
G-1.2 Base Schedule Uncertainty

Just as base uncertainty for the cost estimate was captured, we also need to capture a
base uncertainty for schedule (i.e., +5% or +10%) (see Exhibit G-3). We should discuss
base schedule uncertainty with the schedulers: what is appropriate for this uncertainty?
This base schedule uncertainty captures the fact that we do not know for certain what is
the exact duration of an activity—even if no risk events occur, we do not have exact
precision—particularly on large complex projects, early in project development or
design.
G-1.3 Distributions to Consider for Quantifying Risk
When characterizing risks during workshops, many elicitors and workshop participants
may be more comfortable using simple distributions or multi-point discrete distributions
to characterize uncertainties. The Risk Lead (elicitor) should determine the risk
characterization that meets the need of the risk elicited and fits the group dynamics of a
particular workshop membership. The distributions are representations of the “range
and shape” of uncertainty. Elicitors may elicit ranges of information (min/max;
low/high) and shape of information (symmetric, skewed). Consider this: Simulations are
useful to the extent that they reflect reality. Cost and duration (schedule) are
conceptually continuous, random variables and should be modeled in a way that
simulates this nature. This can be accomplished through continuous distributions or
approximated with a discrete representation, as depicted above.
There are two parts to the risk, which define the risk register:
1. Probability of Occurrence: What is the estimated likelihood of this event occurring?
2. Impact: If the event occurs, what is the impact in terms of cost and/or schedule?
This part typically requires only 3 inputs from the expert: minimum, maximum, and
most likely or best guess. As depicted in Exhibit G-3, the uniform distribution is used
when only the minimum and maximum values can be estimated.
Page G-2 WSDOT Project Risk Management

February 2018
Exhibit G-3 Capturing Base Schedule Uncertainty
Triangular Distribution Uniform Distribution
0.14 0.14
0.12 0.12
Relative Likelihood
Relative Likelihood
0.1 0.1
0.08 0.08
0.06 0.06
0.04 0.04
0.02 0.02
0 0
0 5 10 15 20 0 5 10 15 20
Value Value
A triangular distribution is a continuous distribution A uniform distribution is a continuous distribution

representing a three-point estimate. This is one of where only the maximum and minimum values can
the most common and widely used distributions in be estimated. This distribution is used when there
risk modeling. It is common to assume that there is is considerable uncertainty over the duration of an
a chance that the min and max values will be activity or cost impact of a risk event and hence a
exceeded (5/95, 10/90, etc.). These percentiles “most likely” value cannot be estimated.
may change to represent different levels of
uncertainty in the estimate.
Multi-Point Discrete Distribution Continuous Curve Distribution
0.5
0.14
0.4 0.12
Relative Likelihood
0.3 0.1
0.2 0.08
0.1 0.06
0.04
0
x1 x2 x3 x4 0.02
0
0 5 10 15 20
Value
X1 = 20% Three points are defined: high (max), low (min),

X2 = 45% and best guess; then a continuous distribution
(such as Pert or other) is used to characterize the
X3 = 30%
potential risk impact. Although these methods can
X4 = 5% provide a realistic representation of uncertainty,
Multi-point discrete distribution: In some cases, a these curves are hard to define and so should only
risk element can only take particular values (i.e., is be used when there is sound, documented
not continuous) or be used to approximate a information on the variability of a particular risk
continuous distribution. element. It is common to assume that there is a
chance that the min and max values will be
exceeded (5/95, 10/90, etc.). These percentiles
may change to represent different levels of
uncertainty in the estimate.
WSDOT Project Risk Management Page G-3

February 2018
Technical Notes for Risk Modelers Section G
G-1.4 Interdependencies or Correlations Between Random Variables

Interdependencies between two or more uncertainties, cost and durations, risk events,
or their impacts, in an analysis, can occur due to a variety of conditions. The
uncertainties may be:
1. Mutually exclusive.
2. Conditionally dependent in terms of likelihood, but independent in terms of impact.
3. Correlated (commonly, cost and duration for a given risk event).
Items 1 and 2 can easily be modeled with analysis logic. Correlation can be modeled
statistically or the relationship among correlated events can be described in terms of
conditional probability networks. The conditional probability “event tree” has been used
successfully in WSDOT and other transportation-oriented risk evaluations.
G-1.5 Typical Model Settings
Consider the following settings:
1. 5,000 iterations (typical).
2. Latin-hypercube sampling.
G-1.6 Directives for Implementing the Response Actions to Major Risks
Following are items for the project team to review and take action on:
• A critical and useful output of the risk analysis for the project team is the ranked
risks indicating the risks, in a prioritized order, that most significantly affect
project objectives. This information provides a roadmap to the risks that have
the most promise for benefiting the project through proactive efforts to
respond to the risks.
• The more significant risks, sometimes termed “candidates for mitigation,” are
oftentimes known by the Project Manager and project team in advance of the
formal analysis. The Monte Carlo simulation more formally quantifies and ranks
these significant risks. It identifies those risks that are most responsible for
variation in the bottom-line (cost or schedule) as determined from the
modeling.
• An effective way to present risks that have the largest potential impact to the
cost or the schedule is by use of a “regression sensitivity” chart (i.e., “Tornado
diagram”), depicting the “candidates for mitigation” in order of importance.
G-1.7 Integrating Cost and Schedule Risks: A History and Practice at WSDOT
Since 2002, when WSDOT first introduced the Cost Estimate Validation Process®
(CEVP®), the cost and schedule risks have been integrated into the risk model as part of
the Monte Carlo simulation. It is our expectation that the risk-based estimating models
used for evaluation of WSDOT projects integrate both cost and schedule risks.
Page G-4 WSDOT Project Risk Management

February 2018
H-1 CRA, CEVP®, and Informal Workshops
Common assumptions provide a consistent approach to common and recurring issues
encountered at CRA/CEVP® and informal risk workshops. Common assumptions are not
intended to replace the sound judgment and wise counsel provided by the workshop
participants who have gathered to review the cost and schedule estimates, and identify
risks and assess uncertainty in the project schedule and cost estimates. If additional
project-specific assumptions are identified, they shall be documented in the workshop
report for the project.
The common assumptions in this section allow completion of CRA and CEVP® workshops
within the time allowed and resources available. They have been chosen to produce the
best results possible under these constraints. Consequently, workshop results are, in
general, limited by these assumptions. It is also noted that project-specific assumptions
are often also required to allow a defined project to be put forward for evaluation.
Evaluated risks reflect a “snapshot” of the project at the specific time of the risk
assessment. The snapshot is based on the project scope presented by the project team
from current plans and available information. This means that the risk model is based on
current best estimates for costs, schedules, risks, and construction phasing and activity
sequencing. Risk identification depends on the expertise of the project and cost-risk
team. After evaluating the project cost and schedule estimate along with an assessment
of risks results, a report is written to identify a range for the cost and schedule, and a
register of the risks. Significant risks are ranked in order of importance based on impact
to project objectives, in an effort to control project costs and schedule and to manage
project risks.
A risk event may hold the possibility of a positive or negative effect on a project. A
positive potential presents an opportunity to the project and a negative potential poses
a threat to the project.
Project Managers, and the project teams, are expected to use the results of the risk
assessment by developing and implementing responses to significant risks. The response
actions should be documented and incorporated into the Project Management Plan
updates and monitored and controlled.
H-2 Scope Change versus Scope Variations

• Scope – The sum of the products, services, and results to be provided as a
project (i.e., the Work Breakdown Structure).
• Scope Change – Any change to the project scope. A scope change almost always
requires an adjustment to the project cost or schedule.
WSDOT Project Risk Management Page H-1

February 2018
Common Assumptions Section H
• Scope Creep – Adding features and functionality (project scope) without

addressing the effects on time, costs, and resources, or without customer
approval.
• Scope Definition (process) – The process of developing a detailed project scope
statement as the basis for future project decisions.
(Source: Project Management Institute, PMI PMBOK® GUIDE, 2004, 3rd Edition)
WSDOT may elect, on its own initiative, to revise the scope of the project by adding,
removing, or revising particular elements of the project. Such items are not risk events.
Instead, these can be treated as alternative project scenarios or “deltas” to the base
assumed project.
Scope variations (commonly referred to as scope creep) are uncertain items or events,
not entirely within WSDOT’s control, that may cause variations to the scope and hence
changes to the schedule or budget. They are considered risks and will be captured as
risk events and included in the risk-based estimate analysis.
H-3 Design Criteria (general)

It is left to the project teams to ensure they are using current and appropriate design
criteria for their projects, and that any design deviations or variances are properly
documented and shared. It is also expected that project schedules and estimates
provided by the project team will reflect this.
H-4 Bridge Seismic Design Criteria

Check with WSDOT HQ Bridge and Geotechnical Branch to confirm.
H-5 Inflation Rate Information & Market Conditions

Note: Project teams need to ensure their base estimates are current and reflect current
prices at the time the estimate is prepared for the workshop (for more information, see:
8 http://wwwi.wsdot.wa.gov/ppsc/pgmmgt/cpms/tables.asp).
H-6 Construction Market Condition Risks

H-6.1 Number of Bidders
Data provided from the WSDOT Construction Office indicates that, as the number of
bidders is reduced, bid amounts tend to increase. Typically, with four or more bidders,
the effect on the bid amount is negligible. To capture this effect, workshops need to
consider to what extent the reduction below the normal number of bidders will
influence the bid amount. A reasonable range of impact is: a 0% to 8% increase over
Engineer’s Estimate for construction. The probability of the occurrence of this risk will
be determined during the workshop. The project team must explain why they feel their
project will be subject to a “noncompetitive” bidding environment. In addition, as part
of the workshop process, strategies for enhancing the bidding environment in order to
Page H-2 WSDOT Project Risk Management

February 2018
attract more bidders must be discussed and identified as a mitigation strategy for this
risk. Common mitigation strategies include: timing of the advertisement and work
packaging.
Phase PE R/W Construction Cost Estimate Risk

Impact Probability Determined
Reduced Number of Bidders n/a n/a
+0% to +8% at Workshop
H-6.2 Other Market Condition Risks for Construction

Other market conditions1 are typically reflected in risks captured through the risk
elicitation process. Project teams wishing to capture additional market condition risks
beyond that described above must justify why they think their project is subject to
additional market condition risks. They must provide a well-documented explanation
describing what makes their project susceptible to additional market condition risks,
and clearly state the sources for characterization of the risk (probability and
consequences).
H-7 Right of Way Market Condition Risks

Guidance: Real estate markets are best characterized by those professionals familiar
with the geographic area. In consideration of this fact, subject matter experts such as:
region Real Estate Services and region Right of Way staff, or others considered
knowledgeable about real estate markets in and around the project area, should be
elicited. These subject matter experts can provide input regarding the cost of right of
way and uncertainty associated with the real estate market in the geographic area of
the project. Issues to consider are: zoning and speculation.
H-8 Preliminary Engineering Market Condition Risks

Guidance: In general, risks related to preliminary engineering (PE) adequately reflect
market conditions. Occasionally, there may be concern regarding availability of skilled
labor, a topic that can be discussed in the workshop, if necessary. If it can be shown that
project-specific market condition risks for PE need to be captured, they must be clearly
identified and documented. Sources for characterization of the risk (probability and
consequences) must be clearly stated, along with why this project has this risk when
other projects do not.
H-9 Design-Build (DB) versus Design-Bid-Build (DBB)

To date, the DB versus the DBB decision is being made project by project. Project
directors are expected to discuss the overall contracting approach with their Regional
Administrator, and final approval must come from Headquarters.
1
Caution needs to be exercised regarding market condition risks. While the Risk Lead must be thorough in making
sure to capture and recognize risk uncertainty, he/she must also guard against the potential of double counting.
The analysis must clearly document what is being used and why.
WSDOT Project Risk Management Page H-3

February 2018
Common Assumptions Section H
Workshop general guidance: With regard to added or reduced cost expectations

resulting from going to a design-build, look at categorizing the risks that you are asking
the design-builder to assume, then estimate the cost. Also consider risk allocation –
owner, design-builder, or shared.
H-10 Fuel Price Inflation

It is assumed the Construction Cost Index (CCI) table accounts for fuel price inflation. It
is typically assumed that no additional risk factors are needed to address fuel prices.
However in times of high volatility the cost risk team may discuss and determine how
best to address fuel cost uncertainty.
H-11 Project-Specific Assumptions

Project-specific assumptions, that are in addition to or different from these common
assumptions, should be documented in the project workshop report.
Page H-4 WSDOT Project Risk Management

February 2018

Project Risk Management Guide: Part I: Guidance For WSDOT Projects Part II: Guidelines For CRA-CEVP Workshops

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Project Risk

Part II: Guidelines for CRA-CEVP® Workshops

Engineering and Regional Operations

Title VI Notice to Public

WSDOT Project Risk Management Guide Page i

Page ii WSDOT Project Risk Management Guide

To: WSDOT Headquarters

Subject: Comments about the Project Risk Management Guide

Comment (marked copies attached):

Preserve this original for future use. Submit copies only.

WSDOT Project Risk Management Guide Page iii

Page iv WSDOT Project Risk Management Guide

Part I: Guidance for WSDOT Projects

WSDOT Project Risk Management Guide Page v

Part II: Guidelines for CRA-CEVP® Workshops

Page vi WSDOT Project Risk Management Guide

Exhibit 2-1 Risk Identification .............................................................................................................. 2-4

Exhibit 3-1 Risk Assessment-Related Definitions .................................................................................. 3-3

WSDOT Project Risk Management Guide Page vii

Exhibit 5-1 Risk Management & Planning Spreadsheet ........................................................................ 5-4

Exhibit 6-1 Risk Management Plan Spreadsheet .................................................................................. 6-3

Exhibit 7-1 Project Risk Management Plan Template ........................................................................... 7-2

Page viii WSDOT Project Risk Management Guide

Part II: Guidelines for CRA-CEVP® Workshops

Exhibit B-1 Timing of Workshops ........................................................................................................ B-1

Exhibit C-1 Flowchart Examples .......................................................................................................... C-2

WSDOT Project Risk Management Guide Page ix

Page x WSDOT Project Risk Management Guide

Chapter 1 Project Risk Management Planning

❻ Risk Implement Risk ❺ Risk Response

1-1 Project Risk Management Overview

WSDOT Project Risk Management Guide Page 1-1

1-2 Benefits of Risk Management

Exhibit 1-1 Balanced Risk Management (Risk Tolerance)

Risk-seeking behavior in an organization Risk-aversion behavior in an organization

Balanced project risk management

1-3 Project Risk Management Process

Page 1-2 WSDOT Project Risk Management Guide

1-3.1 Risk Management Steps

1. Risk Management Risk management planning is the systematic process of deciding

4. Quantitative Risk Quantitative risk analysis is a way of numerically estimating the

WSDOT Project Risk Management Guide Page 1-3

Exhibit 1-2 Relationship between Risk and Objectives

1-4 Smart Effort = Less Risk

Page 1-4 WSDOT Project Risk Management Guide

o Overall project schedule

WSDOT Project Risk Management Guide Page 1-5

1-5 Statement of Policy

Exhibit 1-3 Levels of Risk-Based Estimating, in Support of Risk Management (E 1053)

Project Size ($M) Required Process*

*Project Managers can use a higher-level process if desired.

1-6 Project Risk Management Planning

Page 1-6 WSDOT Project Risk Management Guide

Details CRA CEVP®

WSDOT Project Risk Management Guide Page 1-7

Exhibit 1-5 Evolution of Project Knowledge Through Project Development

Page 1-8 WSDOT Project Risk Management Guide

WSDOT Project Risk Management Guide Page 1-9

1-7 How to Plan for Project Risk Management