Risk Management on a Satellite Development Project Enrolling a project requires risk assessment and management at various levels of implanting a project. This is based on the knowledge that quality of risk management determines the performance and outcome of the project. In any case, the Project Management Office (PMO) is mandated to spearhead a risk assessment and management plan. Risk management blueprints will later be implanted to each department. This analysis attempts to vindicate the role risk management in explaining the quality of output of this project. The commencing document is structured in two main parts. Firstly, a critical assessment on the fundamentality of risk. Secondly, the document will analyze the role of the team in responding to risk management stipulated by the PMO office (Charrel & Galarreta, 2007).

Issues arising from the lack of a risk plan.

Absence of a risk management plan would have affected this project negatively. Potential negativist challenging the project could have been identified as costing and budgetary allocation would result to funds being allocated to inappropriate destination. Besides, the project risk plan sought the aggregate commitment of all parties. If the project did not analyze the aggregate commitment of all parties, then various departments would not have functioned collectively, thus leading to optimal breakdown of project mechanism. Thirdly, the project risk assessment considered the usage and proper utilization of time. Absence of time management would mean that activities would not be scheduled leading to the crumbling of the project (Dar, 2013).

Failure to apply communication methods would incapacitate the project coordination mechanism. In any case, project stakeholders would be pursuing different agendas on aggregate. Fifthly, the risk management contingency plan adopts leadership mechanism to ensure activities are timely and prudently delegated. Absence of a risk management plan implies leadership and delegation will be constrained (Kerzner, 2013).
Value of risk plan

The central considerations of the proposed risk management will attempt to balance investment (cost) against returns (cost). For the members, it is appropriate to calculate steps ahead before the real project plan. This calls for the integration of futuristic results because many projects change as technology changes. For justification, the upcoming risk management plan will facilitate the formulation of better decision in the corporate strategy. Secondly, the plan enhances project agility. The project will respond appropriately to meet demands of a given cost. This Justification is adopted from Accenture Global Risk Management, which identifies a 98% percent of project participants often favor risk assessment and risk management before the commencement of a given project (Kloppenborg, (2012).

Determining the level of risk management appropriate for a project

As seen from the case study, risk management plan endeavors to reduce the aggregate harm targeting the project's success. While initiating a risk management plan, it is prudent to allocate risk…