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INTRODUCTION
Stress is everywhere, but as a relatively new phenomenon. How can
we define it and how can we explain its extraordinary cost to both
business and government? The suffering induced by stress is no figment
of the imagination but can we accurately examine the relationship
between work capacity, stress and fatigue.
Whatever stress is, it has grown immensely in recent years, which
brings us to question what is happening in society that is causing stress?
The report shows that stress has its greatest effects on those at the very
top and those at the very bottom of the socio-economic ladder.
The report considers recent analysis of work capacity, stress and
fatigue and reviews a series of recent high-profile contributions to the
debate. It then explores the legal and policy contexts against which
organizations
must
operate
in
regard
to
stress.
Finally,
practical
stress?
The
HSE (Health
Safety Executive
Uk)
Fatigue
Fatigue is defined as:
The
temporary
inability,
or
decrease
in
ability,
or
strong
Shift-work
individual
to
experience
anxiety
or
other
negative
emotions
5
Workplace Stress
Occupational stress is stress involving work. According to the
current World Health Organization's (WHO) definition, occupational or
work-related stress "is the response people may have when presented
with work demands and pressures that are not matched to their
knowledge and abilities and which challenge their ability to cope (Hart,
P.M. & Cooper, C.L.,2001).
Workload has been linked to a number of strains, including anxiety,
physiological reactions such as cortisol, fatigue, backache, headache, and
gastrointestinal problems. Workload as a work demand is a major
component of the demand-control model of stress. This model suggests
that jobs with high demands can be stressful, especially when the
individual has low control over the job. In other words control serves as a
buffer or protective factor when demands or workload is high. This model
was expanded into the demand-control-support model that suggests that
the combination of high control and high social support at work buffers
the effects of high demands. As a work demand, workload is also relevant
to the job demands-resources model of stress that suggests that jobs are
stressful when demands (e.g., workload) exceed the individual's resources
to deal with them (Demerouti, E., et al., 2001).
Numerous studies show that job stress is far and away the major
source of stress for American adults and that it has escalated
progressively over the past few decades. Increased levels of job stress as
assessed by the perception of having little control but lots of demands
have been demonstrated to be associated with increased rates of heart
attack, hypertension and other disorders.
other municipalities, the relationship between job stress and heart attacks
is so well acknowledged, that any police officer who suffers a coronary
event on or off the job is assumed to have a work related injury and is
compensated accordingly (including heart attack sustained while fishing
on vacation or gambling in Las Vegas). Although the Institute is often
asked to construct lists of the most and least stressful occupations,
such rankings have little importance for several reasons. It is not the job
but the person-environment fit that matters. Some individuals thrive in
the time urgent pressure cooker of life in the fast lane, having to perform
several duties at the same time and a list of things to do that would
overwhelm most of us provided they perceive that they are in control.
They would be severely stressed by dull, dead end assembly line work
enjoyed by others who shun responsibility and simply want to perform a
task that is well within their capabilities. The stresses that a policeman or
high school teacher working in an inner city ghetto are subjected to are
quite different than those experienced by their counterparts in rural Iowa.
It is necessary to keep this in mind when sweeping statements are made
about the degree of stress in teachers, police personnel, physicians and
other occupations. Stress levels can vary widely even in identical
situations
for
different
reasons.
Stress
is
highly
personalized
phenomenon and can vary widely even in identical situations for different
reasons. One survey showed that having to complete paper work was
more stressful for many police officers than the dangers associated with
7
industrialized societies, it is very hard to see any basis for the claim that
such a lifestyle is any less stressful (Cooper C.,2001).
Jones and Bright further argue that it seems hard to substantiate a
claim that the modern western workplace is more stressful than work in
the past, (eg in coal mines or cotton mills). Of course, it may be that
comparing different historical eras in this way is not particularly
meaningful, but it certainly has rhetorical power (Cooper C.,2001).
Importantly, it has been suggested that the increase in illness
attributed to stress may in part be due to the raised awareness of stress
that has taken place only recently. Stress might, therefore, be a particular
reflection of historical context, and even of current political ideology.
Whether real by nature or social construction there is abundant survey
evidence that people perceive themselves to be under increasing levels of
stress, particularly in the workplace. Interestingly, those who find their
work particularly stress-inducing are high- and low-status workers (Hobfoll
S, Stress.,1998).
As the stress phenomenon has been popularized, less stigma has
come to be attached to admitting feelings of stress or inability to cope.
Increasingly, we interpret events and emotions in terms of stress. This
growing legitimization has been much assisted by representations of
stress
in
the
media, the
professionalization
of
stress
treatments
10
the
biological
fight
or
flight
stress
response:
releasing
physical
weakness,
mental
sluggishness,
forgetfulness,
11
Research has shown that more than 20 percent of all serious incidents
and bad patient outcomes are fatigue-related.
When you experience fatigue, you cant concentrate, causing you to
easily lose situational awareness (SA)the constant state of knowing
whats going on in your immediate environment, why it is happening and
what is likely to happen next. Also, fatigue causes more stress from
inattention to details, poor decision-making and unintentional medical
errors. Sometimes, fatigue can be resolved by sleeping sufficiently or
leaving a high-stress environment; however, continuing poor sleeping
habits or not coping with that environment produces chronic fatigue.
In addition to fatigue, dozens of other disorders result from stress.
Stress affects the nervous systemespecially through the digestive and
intestinal systemsand the hormone-producing adrenal and thyroid
glands. Stress can begin with simple headache, backache and neck pain.
As the stress accumulates over time, you are susceptible to ailments like
insomnia,
irritability,
dizziness,
depression,
high
blood
pressure,
13
as a manager.
Relationships can be one of the biggest sources of stress,
especially
where
harassment.
there
are
problems
like
bullying
and
problems to solve.
Change does not have to be at an organisational level to have an
impact on individuals or teams, for example, changes in team
members, line managers or the type of work or technology used
by the team can be just as stressful.
Understanding that these six factors can cause stress for employees
can help employers and managers answer the questions:
Indeed, stress symptoms can affect your body, your thoughts and
feelings, and your behavior. Being able to recognize common stress
symptoms can give you a jump on managing them. Stress that's left
unchecked can contribute to health problems, such as high blood
pressure, heart disease, obesity and diabetes.
Common effects of stress ... (Safe Health Care,2014)
... On your body
Headache
Muscle tension
or pain
Chest pain
Fatigue
Change in sex
drive
Stomach upset
Sleep
problems
Anxiety
Restlessness
Lack of
motivation or
focus
Irritability or
anger
Sadness or
depression
Overeating or
undereating
Angry outbursts
Tobacco use
Social withdrawal
Objectives
1. To study the Stress and Fatigue at workplace.
2. To study the causes of stress and fatigue at workplace.
3. To study the effects of stress on a man
15
assistance programs are not covered in this document, but may be the
subject of future.
Chapter II
Review of Literature
17
Ganster & Loghan (2005) Job Holders are under a great deal of
stress and due to many antecedents of stress such as Overload, Role
ambiguity, Role conflict, Responsibility for people, Participation, Lack of
feedback,
Keeping
up
with
rapid
technological
change.
Career
appreciates its employees for their hard work or contribution toward the
organization creates stress and apperently creates intention to leave. He
proposed a taxonomy of stressors based on action theory, this taxonomy
clusters stressors on the basis of how they disturb the regulation of goaloriented
action.
Specifically,
this
taxonomy
differentiates
between
in
organizations
affects
both
the
individual
and
the
20
Folkman,S. & Moskowitz, J.T( 2004) show higher blood pressure than
individuals in other types of jobs.Also heart rate increases in stress
situations.Moreover, experiencing astressful work situation is associated
with increased levels of cholesterol and other metabolic and homeostatic
risk factors for cardiovascular disease. The experience of stress is
associated with affective reactions. In the short-term, mood disturbances
can occur. Such affective reactions seem to result mainly from specific
aversive events and stressful achievement settings. In the long run, wellbeing and mental health can suffer. There is evidence from longitudinal
studies that stressful work situations are associated with an increased
level of depressive symptoms, psychosomatic complaints
Jennifer McGowan (2006 studied the link between anxiety stress with
satisfaction and performance of employees, that lower anxiety stress
improves performance of employees which he studied in different
managerial level of an organization.
Beehr, Jex, Stacy & Murray (2000) found the relationship between
occupational
stressors
and
the
performance
of
employees
of
an
21
place
contradictory
demands
on
the
individual.
Recent episodic
events: Certain life events, such as divorce and bereavement, that are
highly stressful.
Rose (2003) In every organization and at every level of
management and workers an elevated average level of stress is to be
found which mostly has an effect on employees job satisfaction.
According to (Rose ,2003). employees have tendency towards high level
of stress regarding time, working for longer hours which reduces
employees urge for performing better. Management support helps in
reducing or increases stress in employees.
Stamper & Johlke (2003) apparent organizational assistance,
management support work as a cushion which acts positively in
decreasing work related stress in employees. There are a lot of reasons
causing stress work family conflicts work over load one of reason
indentified by (Stamper & Johlke ,2003) that if the organization or
management does not appreciates its employees for their hard work or
contribution toward the organization creates stress and mostly creates
intention to leave.
22
stressors
an
the
performance
of
employees
of
an
23
headaches,
disturbed
relationships,
short
temper,
job
dissatisfaction and low moral. These early signs of job stress are easily
recognized. Its more difficult to see the effects of job stress on chronic
diseases, because they develop over time, and are influenced by many
factors other than stress. Evidence is rapidly accumulating that stress has
a significant role in chronic health problems especially cardiovascular
disease, musculoskeletal disorders, psychological disorders and workplace
injury. In New York, Los Angeles, and other major municipalities, a police
officer who suffers a heart attack, on or off the job, is assumed to have a
work-related injury and is compensated accordingly. The officer may be
cheering on a favorite football team or skiing the slopes in Aspen when
the heart attack occurs its treated as work-related. According to data
from the Bureau of Labor Statistics, workers who must take time off work
because of stress, anxiety, or a related disorder will be off the job for
about 20 days.
24
Johnson JV, Lipscomb J., (2006) Research suggests that suicide, cancer,
ulcers and impaired immune function are associated with stressful
working
conditions.
More
research
is
needed
to
form
definitive
conclusions.
Gadinger,MC., et al., (2012)Some employers believe that stressful working
conditions are necessary for increasing productivity and remaining
profitable. Research shows, however, that stressful working conditions are
associated with increased absenteeism, tardiness, and intentions by
workers to quit their jobs all costly to the business.
American Psychology Association (2014) Recent studies of healthy
organizations suggest that policies benefiting workers also benefits
profits. A healthy organization is defined as one that has low rates of
injury, illness and disability, and is also competitive in the marketplace.
NIOSH has identified organizational characteristics associated with both
low stress and high productivity. Some of those characteristics are:
during rest increased motivation and performance, while the movie did
not. In summary, the impact of noise and restorative conditions varied
with the hearing characteristics of the participants. The small sample size
does however encourage caution when interpreting the results.
Meneze (2005) A mainstream group of employees articulated that their
organizations did not care for its employees and sometimes employees
dont like to work with their organizations indicating high levels of stress
among them and majority were between the age brackets of 26-35 years.
Misfit with organization, no part in decision making, were reported main
causes of stress as well no control over work environment, personality
traits, lack of relaxation along with ambiguous rules affect employees
performance. Better managed employees are more cooperative and serve
as assets for an organization and when their stress is ignored by the
employer the results are increased absenteeism, cost, low productivity,
low motivation and usually legal financial damages.
Kazmi and Rubina ( 2007) Employees in the following ratios reported
that their job is source of large amount of stress they experienced, 33%,
and 77% articulated that they remain always or sometimes in stress
during last 12 months, 23% reported that rarely experienced stress during
their job. Many workers express that their job is prominent source of
stress in their life but reduced workload, improve management and
supervision, better pay, benefits, and vacation times can reduce the
stress among employees. Stress is a universal experience in the life of
each and every employee even executives and managers. It is estimated
that about 100 million workdays are being lost due to stress and nearly
50% to 75% disease are related to stress. Stress results in high portion of
absence and loss of employment. the ratio of stress affected in
27
physical
effect
as
cardiovascular,
musculoskeletal
systems,
were more likely to have lower job satisfaction scores if they felt unable to
remain competent in their field of work.
Dowell, Anthony (2001) There is a negative correlation between job
stress and job performance. Those subjects who had high level of job
stress had low job performance. All the factors affected males more than
females, incase of certain situation. The kind of stress towards which the
doctors are exposed to usually result in such negative factor that places
at the life of the innocents which they attend. And such stresses increases
the chances of fatal errors lowering job performance .
Elovainio et al. (2002), Job stress although has belittling impact on any
organization
and
individuals
performance
but
can
shape
dire
and
stress.The
importance
of
stress
is
highlighted
low
span
over
work
environment,
unpredictability
in
work
stress has been also viewed as dysfunctional for organ izations and their
members. Although stress has been variously viewed as an environmental
stimulus to an individual.
Selye (1956) defined stress as an individual's reaction to an
environmenta l force that effect an individual performance. Job related
stress can be mostly immobilizing because of its possible threats to family
functioning and individual performance. Job related stress can create a
difference between demands on families and the ability of families to
provide material security for them.
McCubbin & Figley, (1983) While there is a significant body of
Effects of Job Stress on Employees Job Performance A Study on Banking
Sector of Pakistan research which deals with work and family there is
relatively little research which deals specifically with perceived job
insecurity and marriage and family life (e.g., Buss &Redburn, 1983).
Stress condition which happens when one realizes the pressures on them,
or the requirements of a situation, are wider than their recognition that
they can handle, if these requirements are huge and continue for a longer
period of time with outany interval, mental, physical or behavior problems
may occur, (Health &Safety Executive UK). Stress exists in every
organization either big or small the work places and organizations have
become so much complex due to which it exists, work place stress has
significant effects over the employees job performance, and the
organizations in Uk are trying to cope with this scenario.
R. Anderson ( 2003). Eleven forces are used as an antecedents of
stress
by
researches
(Overload,
Role
vagueness,
Role
conflict,
place
contradictory
demands
on
the
individual.
annoying
co-workers,
rebellious
students,
angry
customers,
performance
is
also
affected
by
stressors
such
as
family
of
helplessness
and
hopelessness
generate
heightened
and
blood
pressure,
stress
affects
cardiovascular,
33
Chapter III
METHODOLOGY
The main objective of methodology is to explain various tools and techniques
employed for the collection, analysis and interpretation of data, related to the study
under investigation.
34
1.
UNIVERSE
F/N x 100
Where:
P
Percentage
Number of observation
Chi-Square
Chi-square test was applied to examine association between
independent and dependent variables. It will be computed by following formula.
x2=( 0-2)
e
Where
o= Observed value
36
e= Expected value
= total sum
X2=Chi-square value
CHAPTER IV
DATA ANALYSIS
Table No. 1
DISTRIBUTION OF RESPONDENTS REGARDING THE
37
TYPE OF ORGANIZATION
Govt. Department
Private sector
organization/ Public
Limited
Total
Frequency
Percentage
120
100
120
120
Table No. 2
DISTRIBUTION OF RESPONDENTS REGARDING BY
How satisfied with the performance of Employee?
Very Satisfied
Frequency
Percentage
25
20.83
38
Satisfied
70
58.33
Not Satisfied
25
20.83
120
100
Total
Table No. 3
DISTRIBUTION OF RESPONDENTS REGARDING BY
What was the performance of Employee and that
attained 100% compliance of your contracted scope of work
in terms of quality and quantity.
Very Good
Frequency
Percentage
20
16.66
39
Good
40
33.33
Not Good
30
25
Poor
20
16.66
Very Poor
10
8.33
120
100
Total
Table No. 4
DISTRIBUTION OF RESPONDENTS REGARDING BY
Do you consider risks at the time of project planning?
Frequency
Percentage
Yes
40
33.33
No
80
66.66
120
100
Total
40
Table No. 5
DISTRIBUTION OF RESPONDENTS REGARDING BY
Have you suffered any loss / damage
(economically/financially, performance, reputation) in the
past due to occurrence of any significant risk in your
organization specially related to human resources?
Frequency
Percentage
Yes
80
66.66
No
40
33.33
120
100
Total
Table No. 6
DISTRIBUTION OF RESPONDENTS REGARDING BY
Does your organization have a proper system for risk
assessment / analysis & management before project
execution?
Frequency
Percentage
Yes
80
66.66
No
40
33.33
120
100
Total
with the statement that their organization have a proper system for risk
assessment / analysis & management before project execution.
While
Table No. 7
DISTRIBUTION OF RESPONDENTS REGARDING BY
Have you established a proper Risk Management Cell /
Unit/ Department in the organization?
Frequency
Percentage
Yes
30
25
No
90
75
120
100
Total
43
Table No. 8
DISTRIBUTION OF RESPONDENTS REGARDING BY
Does the firm have any proper risk policy / strategy
give in general?
Frequency
Percentage
Yes
30
25
No
90
75
120
100
Total
44
statement
Table No. 9
DISTRIBUTION OF RESPONDENTS REGARDING BY
Does the firm have standard operating procedures
(SOPs) for performing all major tasks along with
comprehensive documented policies and procedures in
place to manage the risks arising during the projects?
Frequency
Percentage
Strongly Agree
20
16.66
Agree
30
25
Neither
Disagree
50
41.66
Strongly
Disagree
20
16.66
120
100
TOTAL
45
statement
Table No. 10
DISTRIBUTION OF RESPONDENTS REGARDING BY
Does the firms risk analysis strategy give it any
competitive advantages in the current business operating
environment?
Frequency
Percentage
Strongly Agree
20
16.66
Agree
30
25
Neither
Disagree
60
50
Disagree
10
8.33
120
100
Total
current business operating environment. The above table shows that the
highest number of respondents with the percentage of 50 had neither
agreed with the statement that the firms risk analysis strategy give it any
competitive advantages in the current business operating environment.
While 25 % agreed with the statement and 16.66 % strongly agreed with
this. 8.33 % of the respondents disagreed with.
Table No. 11
DISTRIBUTION OF RESPONDENTS REGARDING BY
Have there been any significant changes in the firms
management, staffing and data processing systems over the
past two years to mitigate risks after risk assessment
studies?
Frequency
Percentage
Strongly Agree
10
8.33
Agree
20
16.66
Neither
Disagree
70
58.33
Strongly
Disagree
20
16.66
120
100
TOTAL
processing systems over the past two years to mitigate risks after risk
assessment studies. The above table shows that the highest number of
respondents with the percentage of 58.33 had neither agreed with the
statement that the firms risk analysis strategy give it any competitive
advantages in the current business operating environment. While 16.66
% agreed with the statement and 16.66 % strongly agreed with this. 8.33
% of the respondents strongly agreed with.
Table No. 12
DISTRIBUTION OF RESPONDENTS REGARDING BY
As per your experience of working, which phase of
project need more focus in terms of risk assessment?
Frequency
Percentage
Pre bidding
40
33.33
During Contract
Preparation
20
16.66
During Execution
30
25
Closing
30
25
120
100
TOTAL
Table No. 13
DISTRIBUTION OF RESPONDENTS REGARDING BY
Are the firms policies, procedures and controls
effectively implemented to provide complete, accurate,
relevant and timely risk management information?
Frequency
Percentage
Strongly Agree
40
33.33
Agree
30
25
Neither
Disagree
30
25
Strongly
Disagree
20
16.66
120
100
TOTAL
disagreed with.
Table No. 14
DISTRIBUTION OF RESPONDENTS REGARDING BY
What are the major risks normally being faced in
projects due to workers?
Frequency
Percentage
Financial
70
58.33
Engineering
40
33.33
Natural
10
8.33
Total
120
100
50
Table No. 15
DISTRIBUTION OF RESPONDENTS REGARDING BY
Does skilled workers are vital role during risk
assessment for engineering projects?
Frequency
Percentage
Strongly Agree
60
50
Agree
40
33.33
10
8.33
10
8.33
120
100
Neither
Disagree
Strongly Disagree
Total
51
Table No. 16
DISTRIBUTION OF RESPONDENTS REGARDING BY
Team members of project have life insurance?
Frequency
Percentage
10%TO 20%
60
50
30% TO 49%
30
25
50% TO 69
10
8.33
70% TO 89
10
8.33
90% TO 100
10
8.33
120
100
Total
52
Table No. 17
DISTRIBUTION OF RESPONDENTS REGARDING BY
Which Factor has major effect on Risk in project
execution?
Frequency
Percentage
Cost
60
50
Time
20
16.66
Performance
20
16.66
Quality
20
16.66
120
100
Total
Table No. 18
53
Frequency
Percentage
Yes
70
58.33
No
50
41.66
120
100
Total
Table No. 19
54
Percentage
Yes
40
33.33
No
80
66.66
120
100
Total
Table No. 20
DISTRIBUTION OF RESPONDENTS REGARDING BY
55
Percentage
80
66.66
Consultant
20
16.66
Client
20
16.66
120
100
Vendor SubContractor
Total
Table No. 21
DISTRIBUTION OF RESPONDENTS REGARDING BY
Which Engineering risk is most critical?
56
Incomplete design
information
Frequency
Percentage
20
16.66
20
Inadequate project
planning D
30
25
delay in providing
timely
information/design
10
8.33
40
33.33
120
100
Total
16.66
57
Frequency
Percentage
40
33.33
40
33.33
40
33.33
120
100
Total
Table No. 23
DISTRIBUTION OF RESPONDENTS REGARDING BY
Which Project execution Risk is most critical?
Frequency
Delays in Mobilization of
Vendor/Contractor
20
Percentage
16.66
58
Rework/repetition/rectification of
work due to inferior quality of
workmanship or material
20
16.66
30
25
20
16.66
Breach of contract
10
8.33
20
16.66
120
100
Total
of
work
due
to
inferior
quality
of
Chapter V
FINDINGS, CONCLUSION AND
RECOMMENDATIONS
FINDINGS
59
effectively
implemented
to
provide
complete,
the
the
61
Conclusion
From the research findings, we concluded that Work overload,
Career development and Work/family conflict are considered to likely
cause a disruptive effect on performance of workers. They are also seen
as more problematic compared to the other causes of stress.
The
study
reveals
that
workers
through
tiredness,
worry,
Recommendations
62
who
are
developing
their
career
should
be
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Ivancevich M.J., & Donnelly H. J. (1975). Relation of Organizational
Structure
to
Job
Satisfaction,
Anxiety-Stress,
and
Performance.
68
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(1976).Organization
and
Environment:
Managing
70
absence:
systematic
literature
review,
71
of
Management
Sciences,
Corresponding
Author;
American
Institute
of
Stress,
(2004)
http://www.stress.org/workplace-stress/
SURVEY QUESTIONNAIRE
"EVALUATION OF WORK CAPACITY, STRESS AND
FATIGUE OF HUMAN RESORCES WORKING IN
ENGINEERING PROJECTS"
Name: ____________
Company Name:________________
1 Type of Organization
I Govt. Department
II Private sector organization/ Public Limited
2 How satisfied with the performance of Employee?
I Very Satisfied
II Satisfied
III Not Satisfied
72
I
II
III
IV
V
4
III Neither
Disagree
IV Strongly Disagree
10 Does the firms risk analysis strategy give it any competitive
advantages in the current business operating environment?
I Strongly Agree
II Agree
III Neither
Disagree
IV Strongly Disagree
11 Have there been any significant changes in the firms
management, staffing and data processing systems over the
past two years to mitigate risks after risk assessment
studies?
I Strongly Agree
II Agree
III Neither Disagree
IV Strongly Disagree
12 As per your experience of working, which phase of project
need more focus in terms of risk assessment?
I Pre bidding
II During Contract Preparation
III During Execution
IV Closing Interim Invoicing
13 Are the firms policies, procedures and controls effectively
implemented to provide complete, accurate, relevant and
timely risk management information?
I Strongly Agree
II Agree
III Neither
Disagree
IV Strongly Disagree
14 What are the major risks normally being faced in projects
due to workers?
I Financial
II Engineering
III Natural Political
15 Does skilled workers are vital role during risk assessment
I
II
III
IV Strongly Disagree
16 Team members of project have life insurance?
I 10%TO 20%
II 30% TO
40%
III 50% TO
60%
IV 70% TO
80%
V 90% TO
100%
17 Which Factor has major effect on Risk in project execution?
I Cost
II Time
III Performance
IV Quality
18 Have you claimed any insurance damages in any of your
project?
I
Yes
II
No
19 Are you satisfied with insurance claim settlement and think
that insurance is an important risk mitigation tool for
workers?
I Yes
II No
20 Which is most risky as per your experience?
I Vendor
Sub-Contractor
II Consultant
III Client
21 Which Engineering risk is most critical?
I Incomplete design information
II Missed out items by Engineering
III Inadequate project planning D
IV delay in providing timely information/design
V Poor Quality and performance of engineering Sub-contractor.
22 Which financial risk is most critical?
I Change in Taxes/ duties Currency Fluctuation Risks
II Price Validity risk
III Increase in Freight Cost Supplier/ Vendor Bankruptcy
23 Which Project execution Risk is most critical?
I Delays in Mobilization of Vendor/Contractor
II Rework/repetition/rectification of work due to inferior quality of
III
IV
workmanship or material
Poor communication with Client
Disputation or litigation
75
V
VI
VII
Delay in shipment
Breach of contract
Health & Hygiene risks at site
76