Think Before You Act - 871 Words

All my life I have been taught to think before I act, in order to prevent myself from making a mistake. Yet, I have learned through my many errors in life not to duplicate my unfortunate actions. Many times I have been told to consider the consequences of my actions prior to acting. I have found, though, that this may not always be the best approach. I would not argue this to be true in every situation, however. What is to be said, for example, of those who have acted on their emotions, only to find themselves in prison? One must be able to know instinctively which situations are appropriate to be dealt with solely on emotions, and which are to require a certain amount of development. Nevertheless, as von Kleist states, in â€Å"On†¦show more content†¦This, in many ways, is how we train ourselves as we mature. After much practice, we perfect the skill of thinking and acting in unison, rather than just acting alone, without any thought or planning involved. Had Der ek Fisher, for example, in the 2004 playoffs, with 0.4 seconds left in the game and the team down by one, taken the time to think through the shot rather than acting solely on impulse and thinking as he went along, the Lakers may not have had the same outcome on that crucial night. As von Kleist may have put it, one who takes the time to think prior to acting â€Å"will always draw the short straw.† In other words, procrastination is never successful, quite the opposite in fact. According to Hemingway, â€Å"Grace under pressure is the key to success.† Whether the antagonist be an emotion, yourself, or one of life’s many curveballs, we must always be prepared to think quickly yet thoroughly. Very similar to von Kleist’s belief, that the proper time for reflection is after an act, is Marvell’s viewpoint. In the poem â€Å"To His Coy Mistress,† Marvell shows his belief towards the idea of Carpe diem. The Latin phrase meaning ‘seize the day,’ is closely paralleled to von Kleist’s advice to his son. The poem is essentially about a man and a woman who do not have time to waste, because before long their youth will have been spent. Although this takes von Kleist’s ideology to a much larger level,Show MoreRelatedThink Before You Act763 Words   |  4 PagesThink Before You Act Everyday someone loses a person dear to them. You never know if it will be your last day here in this world. We all just live day to day and don’t realize tomorrow could be our last. It’s even worse when it could have been prevented. Choices we make can impact our lives and individuals around us. People say things happen for a reason, and that God has a plan for all of us. We won’t know the truth until something tragic happens each of us. June 24, 2011 was the dayRead MoreGreen Marketing : Think Before You Act Essay1326 Words   |  6 Pages3.3 Case 3: Green Marketing; Think Before You Act 3.3.1 Introduction The report entitled Green Marketing: Think Before You Act; a primer for businesses ready to share their sustainability story is taken from Strategic Sustainability Consulting published in April 2012 which is written by Davinder Aulakh. The paper mainly focuses on green marketing and associated risks of greenwashing. It also provides the important role of different standards and certifications in green marketing. It offers an analyticalRead MoreUS Involvement Around The World: Think Before You Act995 Words   |  4 Pageswith North Korea and soldiers still in Afghanistan and Iraq the President is always quite busy. Even though the President has lots of ad-visors to help him make decisions some advice that would really aid the president is the lesson that â€Å"Think before you act, be sure not to overreact† Some examples from the Cold War era that support this lesson are The Cuban Missile Crisis, The My Lai Massacre (involving napalm and agent orange) and the incident at Kent State. First off, Kennedy was under aRead MoreLife As A Contest With Fate By Heinrich Von Kleist954 Words   |  4 PagesWhen is the proper moment to think? Is it better to think before, during, or after an action? The writer, Heinrich von Kleist, argues that one should think after an act. He uses the example of a wrestler, â€Å"The athlete, at that moment when he is holding his opponent in his grip, simply has no recourse but to act spontaneously, on inspiration; and if he begins to calculate which muscles to contract and which limbs to move in order to throw him, he will always draw the short straw and be thrown himself†Read MoreSummary Of The Short Story Confession728 Words   |  3 Pages Rough Draft â€Å"We didn’t mean to hurt anyone, honest. We just wanted to make the hood better, safer. Honest. I’m sorry.† (Gallo 111). This theme is think before you act, in the short story Confession. You genuinely need to think before you do anything in dangerous situations. In the short story, the theme shows up when they decided to burn drugs in members of the gangs lockers. Also, when Lacey needed to keep the Protectors secret so no one finds out its them. Then again, when they concludedRead MoreThe Crucible By Arthur Miller1108 Words   |  5 Pagesabout himself and ruin his reputations. He also doesn’t want people to think he is a bad person by confessing a lie just to save his life. John Proctor knew that if he confessed he would make himself look guilty and his friends who didn’t do anything would look guilty. â€Å"I speak my own sins, I cannot judge another I have no tongue for it†(Act IV,#148). â€Å"They think to go like saints, I like not to spoil their name†(Act IV,#148).â€Å"Then who will judge me? God in heaven, what is John Proctor, whoRead MoreMadness; Real or Fake?747 Words   |  3 Pagesbut twice. He also has control over his madness, being able to switch from sane to insane in different situations. Lastly, acting impulsively could be a symptom of madness; yet, Hamlet thinks before every move. Considering how Hamlet visibly has control over his madness as well as his reasoning for wanting to act mad, it is beyond a doubt that it is faked. Hamlet is very good at playing with his words, and turning them around to define something completely different. Throughout the play, using hisRead MoreEnglish Speech: Terrorism Essay example506 Words   |  3 Pages English Speech: Terrorism Good (morning/afternoon) and welcome to my speech. Today I would like to enlighten you with a subject that I feel strongly about. That subject is terrorism and what it has done to the world. My personal opinion is that terrorism is something that is causing havoc in this place called earth and it should stopped before it gets out of our hands. The word terrorism in the English dictionary means violent action for political purposes.Read MoreThe Digital Music Industry Is Forever Evolving999 Words   |  4 Pageswork hard to produce their music. They try and sell their music in order to make a living. Pirating is illegal, but in this digital age, there are so many ways around it. Producers are having to work with advertising agencies to combat this illegal act from taking place. A study done by three professors from Syracuse and Marquette University looked at how this could take place. They came up with a creative way to solve this problem. The study showed a way to prevent piracy and how to keep collegeRead MoreUSA Patriot Act Essay1210 Words   |  5 Pageswiretapping, surveillance for e-mails, and other forms of surveillance tools that were before a violation of peoples right to privacy, are now allowed to be used without probable cause. These tools now allow the FBI to find terrorists before they commit their act of violence. These surveillance tools that are now allowed to be used by the FBI were passed under the USA Patriot Act. Given that the USA Patriot Act now allows the FBI to look through what many people may consider private, many questions

The Social Issue Of Mental Health - 1167 Words

To discuss the social issue of mental health is to take into account a wide range of related issues and concerns, because describing the problem brings other subjects up that should also be presented. Starting with mental illness, it is defined as a wide range of mental health conditions or disorders that affect your mood, thinking and behavior. Serious mental illnesses include major depression, schizophrenia, bipolar disorder, obsessive compulsive disorder (OCD), panic disorder, posttraumatic stress disorder (PTSD) and borderline personality disorder. In the United States one in four people have anxiety disorders while 20 percent have a serious mental illness (Substance Abuse and Mental Health Statistics [SAMHSA], 1998, p. 116).†¦show more content†¦Data from the last five years show about 30% of people who are chronically homeless have serious mental illnesses, and 50% have co-occurring substance use problems. These percentages jump when referring to lifetime experience (S AMHSA, 2011, p. 4). Homeless shelters are temporary residences of desperation for homeless people which seek to protect vulnerable populations from the often devastating effects of homelessness while simultaneously reducing the environmental impact on the community. Many in the mentally ill population are also involved with substance abuse and crime. Substance abuse is overindulgence in or dependence on an addictive substance, especially alcohol or drugs. Crime is any illegal activity or an action or activity that, although not illegal is still considered deviant, shameful, or wrong. The stigma of mental illness is a powerful negative attribute in all social relations and is a sign of disgrace, which sets them apart from others. The social impact of mental illness is massive and costs society over 200 billion dollars a year (Rouse, 1998, p. 170). Combined with the costly impact of substance abuse and the U.S. pays half a trillion dollars a year in productivity losses and crime victimizations. The social problem of mental illness is a multi-faceted challenge with many discussion points, as the incidences are linked in many cases, so it is difficult to talk about the subject of mental health without considering

Airbags Essay Example For Students

Airbags Essay Airbags have been known not only for their saving lives but also for taking them. Airbags were an option in the mid 1970s and now airbags are standard in every car. (Automobile) Airbags are built into steering columns, dashboards and in newer cars also the side panels, to cushion passengers and drivers in an event of a wreck. Airbags are made from nylon and inflated with sodium oxide and nitrogen. Now that airbags are so common and expensive, thieves are known to steal and sell them. During the rainstorm, its hard to see anything especially when the downpour makes the windshield wipers work constantly. On this cold, dreary February night Tracy was driving her 1996 Ford Explorer with her husband in the passenger seat and her 16-month-old daughter, Alix, in her car seat in the back. Suddenly, out of nowhere, a tall, 12 point buck is caught by the vehicles headlights. Both the buck and Tracy freeze. A second later, a powerful explosion occurs inside the cabin of the car. The airbags def late nearly as quickly as they inflate. An hour later a car sees the wreck and stops to help. At that point, Tracy had no pulse, her husband is unconscious, and Alix was screaming in the back seat. (Mellon, Webster ; Mellon)At last count, this scenario has happened 135 times. (Strong) How many more times does it have to happen before the automotive industry does something about it? Drivers are not the only victims, though. Small women, children, and the elderly have also been killed as a result of airbags. The time has come to ask ourselves, Do airbags really work? First off, most people feel that airbags are a great safety device. They let people walk away from an accident without a scratch, right? They protect everybody, right? People dont need seatbelts if their car has an airbag, right? Wrong. Airbags cause injuries, airbags kill, and airbags dont work unless seatbelts are worn. In a rollover accident, people still have a chance of being thrown from the car even if their car has airbags. When looking at the airbag issue, we must first look at the issue of safety. When the idea of installing airbags was first introduced, it seemed to be a good, life-saving idea. However, airbags have snapped the necks of 135 children and short women. (Strong) Smaller women might survive their accidents if airbags werent installed in their vehicles. True, airbags have had some success. Airbags have been credited with saving 3,800 lives since they have been introduced. (Akre) The airbags may be saving some lives. However, in other cases, they are doing more damage than good. USA Today broke the story on airbag performance. The news report told us that airbags deliver enough non-lethal injuries to the passengers that it offsets their performance on overall injuries. The net result is that airbags have been found to cause injuries in so many accidents that the little good they do is overshadowed by the injuries they cause. Now that you understand some of the problems with the p erformance of airbags, lets look at another problem, why they are unreliable. The reliability of airbags is questioned since they do not protect all sizes of bodies. When the first airbags were tested, the engineers didnt take into account the different sizes of people the bags would have to protect. They used a one-sized dummy. The engineers didnt think about the possibility of babies in the front seat or smaller-framed people being hurt by the bags. The airbag deploys at speeds of 200 miles an hour. (Air bag) The bags explode when a sensor sets them off, whether the car is involved in a fender bender or a head on collision. If the cars sensors could sense the severity of the crash, the airbag could deploy with more or less force, resulting in less overall injuries. These smart sensors are still on the drawing board. It will be years before they are being put into full effect. According to Ford and General Motors, the advent of smart sensors will accompany smarter airbags. These ai rbags will not only be located in the steering wheel and the glove box, but on the side of the seats. The airbags will also be smart enough to know whether a passenger airbag should deploy, in case no one is seated there. (GM, Ford rethink safety) Hopefully, the cost will not overshadow the safety devices. . Until that time, drivers will have to continue to use good driving skills. .uf237fe43665d603ff6ef11bff77fd21e , .uf237fe43665d603ff6ef11bff77fd21e .postImageUrl , .uf237fe43665d603ff6ef11bff77fd21e .centered-text-area { min-height: 80px; position: relative; } .uf237fe43665d603ff6ef11bff77fd21e , .uf237fe43665d603ff6ef11bff77fd21e:hover , .uf237fe43665d603ff6ef11bff77fd21e:visited , .uf237fe43665d603ff6ef11bff77fd21e:active { border:0!important; } .uf237fe43665d603ff6ef11bff77fd21e .clearfix:after { content: ""; display: table; clear: both; } .uf237fe43665d603ff6ef11bff77fd21e { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uf237fe43665d603ff6ef11bff77fd21e:active , .uf237fe43665d603ff6ef11bff77fd21e:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uf237fe43665d603ff6ef11bff77fd21e .centered-text-area { width: 100%; position: relative ; } .uf237fe43665d603ff6ef11bff77fd21e .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uf237fe43665d603ff6ef11bff77fd21e .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uf237fe43665d603ff6ef11bff77fd21e .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uf237fe43665d603ff6ef11bff77fd21e:hover .ctaButton { background-color: #34495E!important; } .uf237fe43665d603ff6ef11bff77fd21e .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uf237fe43665d603ff6ef11bff77fd21e .uf237fe43665d603ff6ef11bff77fd21e-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uf237fe43665d603ff6ef11bff77fd21e:after { content: ""; display: block; clear: both; } READ: Albert Camus the Plague Essay Cost is a major decision when deciding what car to buy. Since the price of insurance is rising, most people want a car that is cost effective when it comes to insurance. Insurance companies actually charge substantially more to insure an airbag-equipped car. The insurance rate for an airbag-equipped car will continue to rise, due to the reports of airbag related deaths. The main reason the insurance is so high for an airbag equipped car is that the cost of replacing a deployed airbag is expensive. The air bags cost nearly 800 dollars to replace. (Doran) A simple fender bender can result in thousands of dollars of medical bills and another thousand to fix the car. Airbags not only cause injury and raise insurance, they also make your car a target. If you have an airbag in your car, a thief can be 200 dollars richer in two minutes. The couple of hundred dollars received by the thieves is more than enough incentive to target them, since they are worth more than most car stereos. A coupl e of screwdrivers and two minutes of time is all it takes to steal an airbag. (Newman) Quite an incentive for the average thief. The thief has no use for the bags, though. So who buys them? Any repair shop owner that wants to stay competitive, thats who. When stolen bags and sensors are sold illegally to repair shops, the repair shops endanger everybody. Airbags arent easily transferred from one vehicle to another. Sensors might be different or the size of the bag may be improper. People have no way of knowing if the airbags will even go off. After paying upwards of a thousand dollars to replace an airbag, knowing whether or not it will go off should not even be a factor. (Newman)The last problem with airbags is the fact that people seem to become more dangerous on the roads when they have them. People not only drive faster, they also take more risks. These risks include increased speeding and not wearing their seatbelts. Drivers with airbag equipped cars feel that the airbag gives them an advantage, and that they can drive like a maniac. An airbag will not work properly if a seatbelt isnt worn. (Healey ; ODonnell) This belief can kill, as it has before. Many people would probably still be alive today if they had worn their seatbelt in conjunction with their airbag. In an accident, the airbag will not prevent the passenger from being ejected from the vehicle. If people just wear seatbelts, they do not face a chance of being ejected from a vehicle. If people dont wear any safety device, they sustain serious injuries in fender benders. Airbags can even harm people in a low speed crash. (Strong) Airbags cause more problems over all than they are worth. Airbags cause death and insurance rates to increase due to theft and the increasing number of airbags located in a car. Automakers need to consider installing smart sensors as soon as possible. Lets not forget that there have already been way too many accidents that were preventable. Bibliography:

Risk Management in Construction Projects

Risk management is currently a core integral process that helps to identify risks and come up with plans to mitigate their effects on projects. In production management, risks affect the quality or performance of a developed product. In the construction industry, risks can disrupt schedules of projects, as well as resources used in the project. Success of any project within the construction industry relies on the level of risk management that contractors put in place to curb construction risks.Advertising We will write a custom assessment sample on Risk Management in Construction Projects specifically for you for only $16.05 $11/page Learn More With increasing construction activities and competition in this industry, there is urgent need to inculcate risk management in the entire construction process. At the same time, no construction project will be risk-free, thus applying ways of preventing and managing them is crucial in avoiding financial losses (Ge ntle 2002). Risk management techniques must start from the initial stage of construction to the final stage, and in the process foresee possible risking factors that can undergo immediate mitigation process. Risk management has procedures that help in final mitigation of risks at all phases of construction. Since construction projects are open systems, there is need to adjust the risk management process to the cooperative environment (Winch 2012). With high variability and riskiness of such projects, this industry ought not to rely on contracts for risk management. The processes are in a sequence, from risk identification to risk monitoring. There are also risk analysis and planning within the mentioned process. With each construction stage presenting different risks, risk management process also changes to match the risk. Risk management at the construction sites is essential in enhancing the overall safety of labourers. Through operations management, managers are able to identify and manage inherent risks within the construction industry (Gunn 2009). Uncertainty arises when the exact outcome of a project is not known, that is, there exist more than one possibility resulting in lack of complete conviction. In this parameter, there are probabilities in a given set of possibilities for occurrence of an event. The research paper discusses the changes in risk management processes at different phases of a project. Besides, the discourse expounds on how risk analysis for a construction project drive decision-making processes under uncertainty conditions at all the phases of a project. Risk management process begins with identification of risks in a construction project. For project managers, setting risk management techniques into stages makes it possible in ensuring that products at each phase meet their purposes. Since many actors are involved in the project phases, contractors have to ensure that a party that has the best corresponding qualifications addresses s uch risks. For any typical project, there are the initiation, planning, implementation and closure phases (Li et al. 2005).Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More These stages represent the path a project goes through from commencement to its completion. In meeting the goals and objectives of a project, the contractor, project manager, designer, and owner must have one shared goal at all the phases of construction. Simultaneously, risk management must go together with the outlined phases. At the initiation stage of a project where the outlining of the purpose of a project occurs, risks that associate with identification are unknown. However, possible risks at this phase must be measured against the benefits that the success of a project might have in order to determine whether to select the project or not (Gunn 2009). This stage touches on aims and objectives of the project, c onsultation process, and overall management of the design process. Since this phase is significant in determining the state of future phases, a risk management plan is necessary to mitigate potential risks that may arise (Gentle 2002). For instance, in identifying key stakeholders who intend to finance a construction project, there are possibilities of support withdrawal. This constitutes a risk that concerned parties must have immediate solutions to address the situation, thus avoiding scenarios of project delay as per the schedule. Time, cost, and quality form the framework for eventual evaluation of project risks and performance. In the UK, for instance, the government has allowed clients to consider other sustainability-related parameters (Clayton 2001). With time factor in question, risk management techniques must be in place to help contractors organise and handover the project for commissioning and occupation to respective clienteles. Poorly finished structures present numero us risks to users and the public. Notably, high risking structures imply high premium to insurance companies, which is quite expensive (Bunni 2003). A review of a case study on the construction of a 380-meter steel and concrete bridge by Hidden Critical Paths (HCP) reveals the unique risk management awareness that helped in covering the possible risks. The project manager had no management alternative that could have prevented the hidden risks in the project. In another project, building an 18-storey office tower presented numerous risks in which the HCP Deep Schedule Analysis identified several exit strategies as ways of managing potential risks. The management focused on the identified paths that contained 254 tasks in order to prevent hindrances to timely completion of the project. HCP brainstorms on possible risks that can occur within the schedule, and then formulates a risk mitigation plan that stipulates how to manage too risky situations (Smith 1999). Therefore, project mana gement helps in identifying whether a project is extremely risky in order to put in place necessary mitigation measures in the plan.Advertising We will write a custom assessment sample on Risk Management in Construction Projects specifically for you for only $16.05 $11/page Learn More Most risks are not always under the control of project co-ordinators, hence the need for continuous decision-making to address the complex risks. Some of these risks include quality of materials, weather, and labour productivity. In execution of projects, contractors should ensure that the hired labour is productive and are up to the task in order to meet the objectives of the project within the set timeline. Construction projects may fail to realise their purpose due to delays from owner’s interference, financing and payments, and unproductive labour. In addition, slow decision-making, inadequate contractor experience, and improper planning constitute risks that ca n cause delay to project completion or stop the construction process (Vyas 2009). Notably, risk management process at this phase deals in perfectionism and competency among key actors in the construction project. For example, after identifying the possible causes of risks at the initiation stage, there ought to be a guarantee that all actors have competent skills and experience in their respective fields of operation. The aforementioned networks of risks that can cause delays in project completion require adequate preparation to avert negative consequences. According to Chapman (2001), risks determination occurs at early stages of construction, but their effects are visible at the construction and production start-up stages. Risk categorisation puts risks that arise from similar causes in a specific group. Some of the common classifications include political, technical, financial, and logistics. The process of risk management changes with the types and categories of risks that are h ighly likely to occur at a specific phase of construction. With different phases of projects, cooperation in risk management is vital in minimising the total cost of the whole project, as it helps in managing unforeseen risks in the post-contract phases. Close and efficient cooperation help to coordinate and integrate different components of the entire project (Smith 1999). Further, actors cannot foresee all risk items at the planning phase. Risk management processes are iterative, implying that they repeat themselves in the entire life cycle of a project. Since there are high possibilities of making fundamental changes at the initiation phase of a project, execution of a risk management process is strategic. Risk management process helps in ensuring that well-grounded and unbiased decision-making occurs during the entire project development phases. Just like the phases of project development, risk management has three vital processes, which include identifying of risk, estimating t he risk, and risk response planning and implementation. There are also different accessory processes: risk management planning, risk communication, risk ownership enlargement, risk management approach, and risk management control. One has to know the risks in order to device means of managing them.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More A study by Hillson (2009) reveals the need to make risk identification process a continuous practice and have iterative rounds in order to meet the expected objectives of the project. Hillson held that identification is the most regularly used risk management element in all the phases of a project. Risk identification and categorisation use modelling, brainstorming, interviews, and analysis of project plans and different scenarios as key methods. After identification of risks, evaluation and ranking occurs in order to prioritise risks for management and effective allocation of resources. Even though the initiation phase of a project seems to be risk-free, there are several tasks on forecasting on possible sources of risk occurrence, which have to take place in order to mitigate the risks. The risk identification stage in risk management process is highly significant in the entire process since the success of other stages rely on this phase. Risk management is presented in a wider un certainty scope, and from different perspectives to assist in identifying all possible causes of risks in a project. In risk identification, there is always a list of all the sources of known unknowns and sources of risk or uncertainty. Clayton (2001) reiterates that the uncertainty perspective approach is the most preferable approach in the risk identification segment given that it does not only determine all possible sources of threats, but also all possible sources of positive risks or opportunities. With increasing changes in the construction environment, there is always unrelenting follow up and frequent updating of the identification list as per the knowledge and comprehension of the project atmosphere. After risk identification, vivid evaluation and estimation in terms of the probability of occurrence and consequence take place. Here, a clear comprehension on the major effects of the risks on the objectives of the project is needed given that several projects have limited amo unt of resources to set aside for risk management forcing concentration on key risks. Estimations on the likelihoods and consequences of risks are highly considered for prioritisation. Although the identified risks do occur across the entire phases of a construction project, identification and evaluation have to take place at the initial stage (Vyas 2009). Risk management processes are mostly applied practically in the execution phase and not at the early stages. However, identification remains concentrated at the initiation phase of the project with fewer instances at the later stages. At this stage, high priority is accorded to reliable and consistent estimates of occurrences and effects. Qualitative and quantitative analysis are applicable in risk assessment, where estimation of risk probability and consequence occurs in simple scales with clearly defined boundaries (Gunn 2009). For example, a scale of values ranging from 1 to 5 helps in classifying risks, with those requiring mo st attention placed under group 1 while the less detectable are classified under group 5. Those risks under category 5 may require prompt action if there are adequate resources. At the same time, action may be necessary if the cost of mitigating the risk is less than the result of possibilities of risk’s occurrence and effect on the goals of the project. A probability impact grid is also essential in helping to compare the impact and probability of risks. Risk mapping helps in giving due attention to risks that are easily detectable and even taking action to control risks that have less impact and probability of occurrence to a project. Probability Since the two discussed risk management processes do not provide sufficient support for the remaining processes, data from these two phases ought to be organised to support interpretation and conception of the risks. Gunn (2009) adds that risk assessment can occur in relating a risk to other risks since such relations can make mino r risks turn out to be more relevant to the entire risk management process. This stage looks into the possibility of one risk causing another risk to rise; this is a risk continuum, which is a cause-and-result-sequence. For effective and efficient risk management, managing risk continuums at all the phases of a construction project is vital. As Gunn (2009) points out, assessments of risk-links have to consider relatively small number of risks given that they have numerous links that can take care of low-probability risks, which may cause more severe risks. The planning phase of a project is where contractors create a set of plans to assist in guiding the project team to the implementation and closure phases of any project. For project managers, this phase is the most challenging, as they have to make estimations on the equipment, resources, and staffs that they need in order to complete their projects. They have to plan their procurement and communication actions by contracting any third party dealers. In essence, project managers use this phase to create clear and comprehensive roadmaps to guide the processes in completing a project. Notably, there are strategic plans that help in guiding project managers in completing projects on time and within the earlier set budget. Several plans are created at this phase. Some of the plans touch on the project, resources, finance, quality, risk, communications, procurement, and performance review. Since projects are dynamic, new risks that remained unidentified in the early phase frequently surface overtime (Chapman 2001). This calls for regular review of the Risk Management Plan (RMP) in order to make alterations and additions. In terms of risk management, a risk plan created at the planning phase of a project helps in further identifying risks and developing a plan to mitigate them. It guides project managers on how to reduce risks completely in any project. In addition, they can monitor and control risks effectively, thus enhancing their chances of attaining success. Just like in the initiation phase, a risk management plan helps in risk identification, risk categorisation, and prioritisation, determination of the probability of occurrence and identification of impacts on a project if the risk occurs. Therefore, the risk plan can be useful to project managers, contractors, and subcontractors in identifying preventative measures that can avert risk from happening, as well as listing contingent processes to follow in reducing the impact in case of risk occurrence. The risk plan also helps contractors to programme the set of actions within an acceptable timeline, as well as check the position of the risks throughout the project life cycle. Evidently, the initiation and planning phase of a project do not involve practical application of risk mitigation procedures, but deal in planning on the possible sources of risk throughout the project and how to counter the risks in order to allow a project achi eve its objectives (Chapman 2001). For quick risk mitigation, actors in a construction project must refer the risk plan regularly. A risk plan boosts chances of success in projects by helping to foresee risks and lessen their effects should they occur. Risk response planning and execution of risk management process takes place at the planning phase of a project, in which it develops options and determines measures of minimising threats and increasing opportunities to the project goals. In risk response planning and execution, there are four options of handling risk, such as avoiding, transferring, mitigating, and accepting. Actors in the construction industry have to plan of how to cope up with risks. The process requires vibrant and communal principles in order to acquire collective responsibility in managing risks. A consistent attitude towards risks ensures that planned and taken undertakings bring expected effects on project risks (Li et al. 2005). Since risk management processe s are iterative and on-going processes, there is need to have effective control over this phase of risk management in order to ensure that the technique is incorporated at the start of the project and monitored to produce the expected results. Li et al. (2005) accentuate the need for teamwork and communication among the actors in a construction project as a way of risk management. To monitor and control the risk management processes, one has to write and check documents, as well as organise for meetings. Since the actual construction begins at the implementation phase, risk management processes at the initiation and planning phases only evaluate the basis of earlier decisions and assess the relevance of assumptions made at the same stages. At the implementation or execution phase of a project, project managers have to ensure that the staffs manage time, risks, quality, and other issues in order to achieve the objectives of projects (Wu 2011). At this phase, risk management process e laborates on necessary steps that actors in a construction project ought to take in implementing risk management. Project execution phase presents the actual point where practical application of the identified risks and mitigation procedures eventuate. In this phase, time management is vital in completing a project within a given timeline, as it helps in monitoring the real progress of a project. As well, there is need to have a rigorous process in dealing with management costs to make sure that the delivered project lies within the earlier set budget. The cost management process helps to keep contractors within budget given that it aids in monitoring and controlling project expenses, hence acting as a mechanism for saving money. Actors in a project use risk register to track risks as they occur. In different stages of construction, a risk register assists in writing down the identified risks and the present status of the dependent actions assigned. The execution phase being the act ion stage, risk process identifies and documents critical and non-critical risks in risk forms. The actors receive notifications on the severity of all the risks, and take necessary steps to lessen the likelihood of risk occurrence. In addition, the risk process outlines all the risk processes in depth, as well as includes a diagram to explain the entire process of risk. It shows ways of identifying, monitoring, and controlling risks, and assists in mitigating risk using finest practice processes (Bunni 2003). Here, project managers compare the project’s position and advancement to the actual plan. Given that this is the actual practical work, project managers can adjust schedules after understanding the environment in order to keep the project on the completion path. Risk monitoring and control assist in executing the risk plan and regularly evaluating the effectiveness of the plan in minimising risks. The process can also help in monitoring allocation of resources that had been pre-planned. Moreover, paying great attention to the process can help in effective decision-making prior to risk occurrence. Clearly, communication with all project stakeholders is indispensable to assess the tolerability of the risk level. The closure phase of a project marks the end of all activities that had been taking place at a construction site. Markedly, the closure begins at the planning phase where there is emphasis on consistent and detailed inspections of all procedures and processes of construction during the entire life cycle of a project (Bunni 2003). For instance, project managers who take proactive approach in supervising activities in the project plan reports limited complaints from customers. Notably, constant inspections ensure that contractors follow the requirements of the project plan, hence incorporating aspects of risk management processes. At this stage, finalisation of contracts that covered all the resources that had been used in the project occurs ( Vyas 2009). Contract closure checks on the project results and financial usage in the project. At the same time, finalisation of all activities that different groups had been engaged in takes place. In case of project failure, project managers have to give a clear subject assessment on the possible causes of failure. This process also gives project managers opportunities to appraise areas of success on the project and recommend ideas applicable to future projects. This phase presents recap of lessons that actors have learned in the whole construction period. In terms of risk management, project managers acquire feedbacks from key actors in the project concerning risks that went unnoticed, risks that received low intervention, and possible risk mitigation procedures that are applicable to future construction projects (Bunni 2003). In this phase, project managers may propose use of alternative risk prevention strategies if the used option did little to change the situation. Numerous a nd necessary adjustments on risk identification, estimation, response planning and implementation occur at this last stage of a project. Manifestly, the closure stage is an integral part of a project lifecycle as it involves documenting the experience gathered during the construction period (Wu 2011). As assessment on the effectiveness and profitability of a project occurs, the risk management processes also go through in-depth reviews. For example, reviews on the effectiveness of risk prevention methods take place at this phase. Additionally, confirmations of whether the risks materialised, and if so, possibilities of upgrading the current prevention technique occur. For risk management, this phase acts as a recapitulation for the effectiveness of the risk identification techniques, estimations, and responses. Recommendations contained in the project completion report help project managers to make necessary adjustments to risk management processes by comparing it to the documents p repared during the initiation and planning phases of the project (Winch 2012). Risk management processes change across the phases of a project from theoretical dimensions to practical applications during the implementation phase of a project. With increasing complexity in designs, owners, architects, contractors, and project managers should fully integrate the concept of risk management in the entire life cycle of projects. Project risk management (PRM) being an integral component of project management helps in cost estimation and schedule. Risk management identifies uncertainty and offers forecasts of probable consequences. Uncertainty is a state of unknown possibilities within a construction project. In recognising uncertainties, analysis of risk during the entire project acts as a positive influence on creativity in decision making for the success of a project. At the initiation phase of a construction project, qualitative risk analysis aids in assessment of the effect and likeli hood of the risk that have been identified (Akintoye Macleod 1997). Risk analysis applies two approaches to gauge the probability of occurrence and the impact of risks on a project. Qualitative and quantitative analysis are applicable in assessing the degree of risk occurrence. Qualitative analysis uses comparable degrees of probability and impact of all risks that have been identified as likely to occur in the phases of a project (Vose 2000). After the assessment, builders, architects, contractors, and designers make decisions on prioritising the lists of the risks for direct prevention. On such uncertainties, the project team evaluates the risks for their probability of occurrence and their effects on the goals of the project. Actors in the construction industry will be able take immediate actions to address urgent risks that can cause great negative impact to the project. Therefore, risk analysis makes it possible for project managers to prioritise risks as per their probability of occurrence (Morgan, Henrion, Small 1990). Decision-making process relies on the risk assessment and overall review of project risks. At the same time, in identifying, describing, and characterising of project risks, contractors are able to decide on the best action path to follow in order to address uncertainties. In addition, risk analysis enables contractors to evaluate actions that can mitigate the identified risks through an iterative process, thus occurring at all points in construction project. In limiting uncertainty, contractors come up with risk register that elaborates on the extent of risks in a project, thus making them move forward in difficult situations due to quick decisions on the risk categories (French 2005). Prioritisation helps actors in the construction industry to make prompt decisions as it provide specific and documented risk proceedings. In uncertain environments, prioritisation assists in making decisions and addressing risk in a direct and deliberate way. Since risks influence project objectives, prioritisation helps project managers to acquire necessary information on project resources. The forecasting technique makes risk analysis vital in making proactive decisions on how to counter impeding risks in order to allow a project attain its objectives. Qualitative analysis provides a prioritised list of risks that actors in the construction industry should work on in order to minimise their effects. From this dimension, qualitative risk analysis eases decision making to architects in mitigating certain risks, as well as providing ways forward of handling other risks after completion of projects. The initiation phase of a construction project in which prioritisation of risks occurs makes it possible for actors in a project to institute proactive actions that verify the causes and impacts of risks (Morgan et al. 1990). Risk analysis in the planning stage of a project helps in forecasting on cost estimates, as it identifies and quan tifies the overall costs through quantitative methods of analysis (Vose 2000). In dealing with uncertainties, risk analysis assist contractors and other key actors in a project put necessary strategies to control cost throughout the life cycle of a project. Risk analysis encompasses risk assessment, risk management, and risk communication; the assessment process touches on identification and evaluation of risks (Smith 2003). At the management stage, actors in the construction industry look into ways of controlling the identified risks, while risk communication tends to keep all the actors informed of all the necessary steps to mitigate the evaluated risks. Using the information acquired from the risk identification stage, actors in a project can make informed decisions to control and prevent risks. At the planning stage, contractors decide on the risks that need mitigation or opportunities that ought to be pursued. The quantitative risk analysis method deals in numerical probability on whether a project may meet its cost and timeline goals. It entails evaluating the effects of all the risks identified in a simultaneous pattern. Smith (2003) contends that using probability theory as a quantitative technique makes it possible for project managers to plan into the future and forecast on possible consequences. In gathering and presenting data on risks that are likely to arise in the entire phases of a project, planners make decisions that limit the overall value of uncertainty. Estimated cost and dates of project completion together with their confidence levels are in the probabilistic analysis of a construction project. In this aspect, discussions on the associated risk and uncertainty in a project help in making appropriate decisions. Uncertainty in the planning phase receives complete attention after determination of the appropriate range to use in possible space outcomes. Notably, it is the risk analysis at the planning phase of a project that gives contractor s the go ahead to continue working on a project. Given that cost and schedule are the most vital risks, actors will have to work together to ensure that there are no mismatch and delays in project completion (Flynn Bellaby 2007). Risk analysis enables contractors and project managers to determine risk acceptability by targeting a certain qualitative threshold for opportunities or mitigation. The process makes it possible for actors in a project to set limits for risk levels and cost effectiveness. After determining the acceptability of a risk, project managers decide to pursue acceptable cost effective strategies in order to limit occurrence of such risk. At the execution phase of a project, actual results of risk analysis begin to come up. With this phase marking the beginning of actual construction, concerned parties in a project devices a cost control methodology that ensures that all project cost are in line with the prior budget estimates. Actual realisation of the uncertainti es and risks occur, with new information helping in expanding or updating the documentation on assessment of impacts and probability of earlier identified risks. Markedly, in the implementation phase, risk valuation takes place along with earned value analyses in order to control project’s overall cost. Earned value processes and risk assessment in this phase assist in making prudent decisions that are highly likely to lower the base marks for risks and costs (Flynn Bellaby 2007). Since risk management processes are continuous throughout the phases of a project, risk assessment helps in providing insights to items of different risk levels, thus aiding in identifying potential origins of variances. With early identification, project managers get adequate time to correct a problem that could have great impact on a project. Here, decision analysis helps in flagging prospective risks that may cause uncertainty at any point in the life cycle of a project. Taking advantage of a pa rticular risk determines appropriate strategies that are applicable from a decision tree analysis. For example, risk analysis using goal tree techniques at the implementation phase of a project assist project managers in understanding the essence of time, possessing accurate data, and acquiring systematic and simple corrective approaches (Bunni 2003). Time as a factor in a project influences decision-making process on the outcome of a project. Parties to a project will be able to have numerous decision-making options in using goal trees that is constructed in a simple and swift manner. With presence of accurate data and ample time, decision-makers can be able to choose among different alternatives on how to come up with new risk management techniques, which are efficient and effective. Decisions that can correct observable variance emanate after in-depth risk analysis. Implementation of such decisions requires continuous monitoring until the completion of a project in order to enhan ce their effectiveness. With high level of uncertainty in construction project management, cost control becomes part of risk analysis to take care of the cost of completing such projects. According to Akintoye and Macleod (1997), decisions made from the outcomes of risk analysis prevent instances of structural defects, fund misappropriation, and even failure of a project from reaching completion. Project managers use risk-based cost control methodology to acquire structured frameworks that helps in making cost control decisions at the initiation, planning and execution phases of a construction project. Using a simulation technique in determining schedules and costs of a project, as well as performing decision analysis, develop a highly cost-effective solution to cost problems. In the closure phase of a project, risk analysis takes a historical perspective given that the actual construction process is over. Actors in a construction project carry out overall review of the entire proje ct occurrences, and propose possible decisions that project managers should make in improving mitigation processes in future projects (Bunni 2003). With displays of risk events from risk profiles, project managers are able to make risk acceptability decisions. Construction project managers can also be able to compare the proportionality link between likelihood of an event and impact on risks. Such comparison helps in handling project’s uncertainties that would have affect one or more objectives of a project. In real life aspect, risk analysis in construction projects helps in making proactive decisions that are not only cost effective, but also life-saving to the actors in the construction sites (Flynn Bellaby 2007). For instance, risk analysis takes into concern the issue of occupational health and safety of people at the construction site, as well as the public. Risk management process in projects remains a significant practice that players in the construction industry mus t inculcate in the entire process of project management. Risks, if not mitigated properly, can cause great harm to the objectives of a project. Project risk management requires collective understanding from the project team in order to help in project risk assessment and uncertainty in order to support effective decisions on project progress and handover. Such decisions do not only take care of the project’s objectives, but also on the safety and wellbeing of the public. With the discussed significance of project risk management, risk management processes ought to take comprehensive approaches to look at projects and carry out assessments and documentation of uncertainty and risks. Risk mitigation process has to follow a sequential procedure in enhancing effectiveness in reducing risks. Therefore, project managers should respond to identified risks basing their actions on risk analysis. Risks that are likely to cause significant consequences on the goals of a project should r eceive maximum effort and attention. Actors in the construction industry should take a wide perception on issues of risk analysis and management processes in order to bring sanity within the construction industry, in terms of risk mitigation. References Akintoye, A. S. Macleod, M. J 1997, ‘Risk analysis and management in Construction’, International Journal of Project Management, vol. 15, no. 1, pp. 31-38. Bunni, N. G 2003, Risk and insurance in construction (2nd ed.), Spon Press, London. Chapman, R.J 2001, ‘The controlling influences on effective risk identification and assessment for construction design management’, International Journal of Project  Management, vol. 19, no. 3, pp. 147-160. Clayton, C. R 2001, Managing geotechnical risk: improving productivity in UK building and construction, Thomas Telford, London. Flynn, R., Bellaby, P 2007, Risk and the public acceptance of new technologies, Palgrave Macmillan, Basingstoke, Hampshire England. French , N 2005, Risk and uncertainty, Emerald Group Publishers, Bradford, England. Gentle, M 2002, The CRM project management handbook building realistic expectations and managing risk, Kogan Page, London. Gunn, S. A 2009, Risk and financial management in construction, Gower, Farnham, England. Hillson, D 2009, Managing Risk in Projects, Ashgate Publishers, Farnham, England. Li, B., Akintoye, A., Edwards, P. J. and Hardcastle, C 2005, The allocation of risk in PPP/PFI construction projects in the UK. International Journal of Project  Management, vol. 23, no. 1, pp. 25-35. Morgan, M. G., Henrion, M., Small, M 1990, Uncertainty: a guide to dealing with uncertainty in quantitative risk and policy analysis, Cambridge University Press, Cambridge. Smith, N. J 1999, Managing risk in construction projects, Blackwell Science, Oxford. Smith, N. J 2003, Appraisal, risk and uncertainty, Thomas Telford, London. Vose, D 2000, Risk analysis: a quantitative guide (2nd ed.), Wiley, Chichester. Winch, G. M 2012, Managing Construction Projects (2nd ed.), Wiley, Chichester. Wu, D. D 2011, Modeling risk management in sustainable construction, Springer, Berlin. Vyas, G 2009, Risk Management in construction Industry, Scribd. Web. This assessment on Risk Management in Construction Projects was written and submitted by user Hezekiah Burt to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.