Instructions

With reference to the same ABCUPS case study, answer the following questions:

Based on the nine negative risks $($i$.$e$.,$ threats$)$ identified in the lecture, revisit the original RBS$,$ adjust the categories and subcategories then categorize the risks, tha is place them at the last level.

Creale a risk register and start populating it$.$

Are there any other negative risks or threats that can still be identified? If so$,$ what are they? Update the RBS and the risk register.

It is useful to revisit the point about the potential opportunities that may emerge from the uncertainty of project risk. That is$,$ you should consider how these uncertainties can open up opportunities for the organization. For example, if your project team identifies several project risks $($market$,$ financial, technical, etc$).$ brainstorming sessions can heip determine if these risks are distinctly negative or if they open up the possibility of finding innovative, win$-$win solutions by transforming them into opportunities. For example, a firm may have concern about the risk from possibie governmental regulations regarding reducing greenhouse gases to slow man$-$made climate change. These concerns can lead a firm to adopt one of two actions $($t$)$ defensive$-$ employing lobbyists to try and derait the legislation to maintain business as usual, or $(2)$ opportunistic $-$ getting out ahed of the regutations by challenging business units $10$ start employling nontraditiona: sustainable solution to technical challenges, leading to new products or processes that they can market to other firms facing similar challerges. As a result, it wouid be beneficial to consider both negative and positive conseduences. Having said that what opportunities or positive risks can be identified if any? Update the risk register. Consider one side for threats and another for opportunities $.$