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Hi everyone and welcome back to Part B
of our Session 3 on Risk Identification

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Projects. Let's get started this section
together.

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In this section of Module 3, we will
focus especially on identifying scope

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-related risks.

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These are the types of risks that can
arise when the scope is unclear,

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and beyond what the organization is
realistically able to handle.

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We will break down common categories of
scope risk, look at some real examples,

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and discuss how you can proactively
recognize them in your own project.

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Let's get started with what these risks
might look like and why they matter so

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much.

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One of the best ways to protect your
project is to start strong, and that

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recognizing risks early.

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A poor project start can lead to delays,
rewards, stress for the team, and

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sometimes even failure.

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Interestingly, most project risks can be
identified right at the beginning,

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especially those related to a scope.

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In fact, when we talk about the triple
constraint, scope, schedule, and

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resources, a scope risk is often the
first concern that surfaces.

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That's why early identification is so
important.

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If the project scope is unclear or
unrealistic, it is better to address

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front or even walk away if it is not
feasible.

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Scope risks usually fall into four main
categories.

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First, we have scope gaps.

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This happens when the project starts
before requirements are fully clear.

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You move forward, but then discover
missing needs later, forcing change in

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stream. Then there is scope creep,
probably the most familiar one.

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This refers to small unofficial
additions to the project that are added

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time, often without proper analysis or
approvals.

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Scope dependencies are risks.

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tied to the external factors like
regulations, infrastructure readiness,

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platforms that can impact the scope and
need to be actively managed.

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Lastly, we have defect risks, which
include software bugs, hardware failure,

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integration issues that disrupt how
project components work together.

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Let's look at some data to understand
how significant scope risks really are.

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According to the Project Experience Risk
Information Library, or PERIL, scope

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risks make up more than 40 % of all
recorded project risks.

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Even more striking is that scope
-related risks account for almost half

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total schedule impacting projects.

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PERIL groups these scope risks into two
major categories, chains and defects.

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Among the chains, scope gaps where
legitimate requirements are discovered

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are the most frequent one but when it
comes to damage a scope creep stands out

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as the most harmful overall so if you
are wondering where to focus your risk

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identification efforts this data gives
you a pretty clear answer

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Let's look at a real -world example that
shows both scope gap and scope creep. A

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project aimed to develop an HR system
for a large organization, including

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payroll, lift tracking, and training.

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Initially, only payroll and lift
tracking were included.

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Midway through, the HR manager realized
training records were also needed.

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This missed but valid requirement was a
scope gap and caused delays as the team

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had to design a new feature.

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Later, a scope creep happened when a
department manager unofficially asked

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an employee satisfaction survey to be
added just because they were already

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building a system.

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The team agreed without proper analysis
and checking resources.

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That unplanned change led to extra
costs, more complexity, and added

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This project faced both a missed
requirement and an unapproved addition,

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are common scope risks.

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Now let's talk about black swan risks.

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In project management, a black swan is a
rare and highly unpredictable event,

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something you didn't expect, but that
has massive consequences when it

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What is tricky is that these risks often
seem obvious only after the fact.

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You will hear things like, we should
have seen this coming.

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Looking at the table here, you will
notice that creep, gap, and software

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are the top contributors to total
impact, each with more than 60 % of

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impact attributed to black swan events.

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In fact, across all the categories
combined, 59 % of total impact weeks

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from these rare but severe surprises.

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So the lesson here is even if a risk
looks unlikely, that doesn't mean it is

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unimportant. Always make a room in your
planning to monitor and prepare for such

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unexpected events.

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To manage a scope risk effectively,
there are a few key steps that project

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should take.

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They start by clearly defining
deliverables and documenting any known

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early on.

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Then set realistic boundaries based on
the value and priority of each

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deliverable to avoid overcommitting.

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Break the project into smaller parts to
uncover unclear or risky areas.

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Assign clear ownership for each risk, as
unclear responsibilities often cause

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issues.

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Finally, watch for risks linked to time
or complexity.

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Even simple -looking projects can hide
technical or scheduling challenges.

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These practices help you stay ahead of
scope -related, problems

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and this brings us to the end of part b
where we explore different types of

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project scope risks and how to identify
them early on thanks for watching this

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video and see you in the next part