Having Predict! software available at Contractor meetings meant that Trevor could perform genuine statistical analyses of risk, giving him quantitative results that provided a real insight into the cost and schedule implications of different progression options. The project was equipped to work effectively with his Contractor in the US. The IPT gained confidence in their risk and opportunity management, a key contributing factor in bringing the 10%,50%, and 90% confidences in line with schedule and cost targets. Question 4(25 Marks) You have studied theory related to common errors in project risk management. Apply the related theory to the UK Chinook case study and advise the company how they could have embraced the following common errors in project risk management with the view of mitigating project risks: 1. Greatest risks are often overlooked 2. Inappropriate attention given to one risk over another 3. Risk ID most critical step in risk management - poorly done 4. Risks identified general & not specific in nature 5. Contracts usually signed off before project risks discussed 6. No support for risk management from management & other stakeholders 7. No lessons learnt report is generated (PMI: 2017).