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Hello everyone and welcome to Part C of our third session in Project Risk

Management. In this part, we will explore schedule -related risks, what

them, how to identify them early, and why they can significantly impact your

project timeline and so forth.

Let's dive in and see what makes schedule risk one of the most critical

challenges in project planning.

Schedule risk are often underestimated, but as we will see, even small timing

issues can have major consequences for project success.

According to the PERIL database, schedule risk represents slightly less

% of all recorded risks.

On average, these risks delay projects by more than six weeks, a delay

comparable to that caused by resource risks.

Even more importantly, schedule -related risks account for about one quarter of

all total project impact in the database.

Schedule risks can be grouped into three main categories, delay, estimate, and

dependency. Let's review each of them.

Delay -related risks are the most common one.

These involve a slippage caused by factors that are within the project

control. Second, estimate -related risks tend to have the highest average

impact. These risks arise when not enough time is allocated for activities,

often due to poor or optimistic estimating.

And finally, dependency -related risks stem from external causes outside of the

project's direct control, such as delays from third parties, infrastructure

readiness, or legal approvals.

Now let's explore 10 common reasons for scheduled risks that can impact project

timelines.

First, we have incorrect estimation of new work. Often due to the learning

curve, teams assume tasks are easier than they are, leading to

and major scheduling impact.

Second, legal dependencies, changes in regulations or standards can introduce

long unforeseen delays, especially when approvals or compliance are involved.

Third, project interdependencies. Delays in one project can ripple into others,

particularly when multiple initiatives are connected or share resources.

Fourth, unrealistic deadlines.

When deadlines are imposed from the top without detailed scheduling analysis,

they tend to lead to inevitable delays.

Five, lack of sufficient information.

Without the right data or input, planning becomes guesswork.

And that uncertainty almost always leads to schedule problems.

Number six is poor estimation or inadequate analysis.

This often comes down to human judgment errors.

If tasks are misjudged in terms of duration, it directly disrupts the

Number seven is unready infrastructure.

When essential systems like IT support, logistics, or printing services aren't

in place on time, everything gets delayed.

Number eight is waiting for required components.

It is a very common risk.

Missing materials or parts can halt progress until they arrive, especially

manufacturing or construction projects.

Number nine is delayed decision making, whether it is slow approvals or internal

indecision. Every delay in making heat choices can cascade across the schedule.

And finally, number 10 is late or faulty equipment.

When tools or hardware arrive late or don't work as intended, your timeline

takes an immediate heat.

This bar chart illustrates the impact of various schedule -related risks on

project timelines.

As you can see, the two biggest contributors to delays are estimates and

in parts.

In other words, underestimating how much effort new work requires or waiting for

essential components are the top items in a schedule overrun.

Next, we have risks like missing information and project dependencies.

These also cause significant delays, especially when teams don't have access

complete data or when they rely heavily on other projects or teams to proceed.

Let's walk through this example.

David was managing an IT project to set up a secure internal network for three

of his branches.

At first, he thought configuring the switches and firewalls would be quick

easy, but the team ran into unexpected technical issues that took much longer

than planned.

This delay happened because the work was more complex than they had assumed

first. Later, they had to stop progress because the shipment of important

routers was stuck in customs.

While waiting for the parts, another problem came up when an internal

for a data sharing agreement took too long to finalize.

These delays weren't part of the original plan, but they had a real

the schedule.

David quickly realized that even small misjudgments can turn into big timeline

problems when multiple risks show up at once.

As mentioned before, Blackstone risks are rare but extremely damaging events

that can seriously impact the project schedule.

In the PERIL database, they refer to the worst 20 % of all recorded risks.

These events usually cause delays of three months or more and are difficult

predict or control.

Out of 206 major risks studied, 46 were related to schedule issues and made up

half of the total delay impact.

As you can see in the table, risks like Poor estimates and missing parts are

among the top contributors to this schedule -related black swath.

When reviewing your schedule, look closely at estimates that feel vague or

uncertain. Be cautious with any time estimates that aren't backed by real

Watch for dependencies, especially where tasks come together, as they often hide

risks. Try to tackle high -risk tasks early in the project. Keep an eye on

critical parts because having too many of them can create pressure points.

Also remember that longer projects usually come with more uncertainty and

issues.

And that wraps up Part 3 of our session on identifying project scheduling.

We have explored where schedule risks come from, what forms they can take, and

how to recognize them early. Now please continue on to Part D.