Pmbok 4th edition chapter 11 - Project Risk Management

CHAPTER 11

PROJECT RISK MANAGEMENT

Ahmad H. Maharma PMP®

PM Knowledge Areas & Process Groups

PM Process Groups / KnowledgeArea Processes

Initiating Process Group

Planning Process Group Executing Process Group

Monitoring & Controlling Process Group

Closing Process Group

Project Develop Project Charter Develop Project Management Direct and Manage Project Monitor and Control Project Work Close ProjectProject Management Integration

Develop Project Charter Develop Project Management Plan

Direct and Manage Project Execution

Monitor and Control Project WorkIntegrated Change Control

Close Project

Project Scope Management

Collect requirementsDefine ScopeCreate WBS

Verify ScopeControl Scope

Project Time Define Activity Schedule ControlProject Time Management

Define Activity Sequence ActivityEstimating ResourceEstimating Duration Develop Schedule

Schedule Control

Project Cost Management

Estimating CostBudgeting Cost

Control Cost

Project Quality Management

Quality Planning Perform Quality Assurance Perform Quality Control

Project HR Management

Human Resources Planning Acquire Project TeamDevelop Project TeamManage Project Team

ProjectCommunications Management

Identify Stakeholders Plan Communications Distribute Information Manage stakeholders expectations

Performance Reporting

Project Risk Management

Plan Risk ManagementRisk IdentificationQualitative / Quantitative Risk Analysis

Risk Monitoring and Control

yRisk Response Planning

Project Procurement Management

Plan procurement Conduct procurement Administer Contract Close procurement

Project Risk ManagementPlanningProcesses

Monitoring &Controlling Processes

Enter phase/Start project

Exit phase/End project

InitiatingProcesses

ClosingProcesses

ExecutingProcesses

Knowledge Area

Process

Initiating Planning Executing Monitoring & Contol ClosingInitiating Planning Executing Monitoring & Contol Closing

RiskPlan Risk ManagementIdentify RiskPerform Qualitative Risk AnalysisPerform Quantitative Risk Analysis

Monitor and Control RisksPerform Quantitative Risk AnalysisPlan Risk Response

Project Risk Management• Risk is an uncertain event or condition that, if occurs, has an effect on at least one project

objective.Ri k t bj ti• Risk management objectives:– increase the probability and impact of positive events (opportunities).– decrease the probability and impact of negative events (threat).

• Terms & concepts:– Uncertainty: a lack of knowledge about an event that reduces confidence– Risk averse: someone who does not want to take risks.– Risk tolerances: area of risk that are acceptable/unacceptable.– Risk thresholds: the point at which a risk become unacceptable

• Remember that in this area there is no activity in executing process group

Project Risk Management

Risk factors

1.The probability

2.The range of

possible

3.Expected

timing (when)

4.The anticipated

frequency of The probability that it will occur

possible outcome (impact)

timing (when) in the project

life cycle

frequency of risk event

(how often)

Plan Risk Management• Importance of Risk Management Planning

– Ensure that the degree, type, and visibility of risk management are commensurateg , yp , y g– Provide sufficient resource and time for risk management activities– Establish an agreed-upon basis for evaluating risk

• Risk Categories– A standard list of risk categories can help to make sure areas of risk are not forgotten.

Companies and PMO should have standard list of risk categories to help identify risk– Companies and PMO should have standard list of risk categories to help identify risk.

• 2 Main type of RiskB i Ri k f i l– Business – Risk of gain or loss

– Pure (insurable) risk – Only a risk of loss (i.e. fire, theft, personal injury, etc)

• Sources of risk = risk categoriesg• Risk categories may be structured into Risk Breakdown Structure (RBS)

Project Risk ManagementProject Risk Management

Project Risk Management includes the processes of conducting risk managementProject Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, and monitoring and control on a project. 

The objectives of Project Risk Management are to increase the probability and impact of positive events, and decrease the probability and impact of negative events in the project.

Project Risk ManagementProject Risk Management11.1  Plan Risk Management—The process of defi ning how to conduct risk management activities for a project.11.2  Identify Risks—The process of determining which risks may affect the project and documenting their characteristics.11.3  Perform Qualitative Risk Analysis—The process of prioritizing risks for further 

l b d b h b b l f danalysis or action by assessing and combining their probability of occurrence and impact.11.4  Perform Quantitative Risk Analysis—The process of numerically analyzing the effect of identified risks on overall project objectiveseffect of identified risks on overall project objectives.11.5  Plan Risk Responses—The process of developing options and actions to enhance opportunitiesand to reduce threats to project objectivesand to reduce threats to project objectives.11.6   Monitor and Control Risks—The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.g p g p j

11.1 Plan Risk Management11.1 Plan Risk Management• Plan Risk Management is the process of defining how to conduct risk 

management activities for a project.

• Careful and explicit planning enhances the probability of success for the five other risk management processes. 

• Planning risk management processes is important to ensure that the degree, type, and visibility of risk management are commensurate with both the risks and the importance of the project to the organization.

• Planning is also important to provide sufficient resources and time for risk g p pmanagement activities, and to establish an agreed‐upon basis for evaluating risks.

• The Plan Risk Management   process should begin as a project is conceived and should be completed early during project planning.

11.1 Plan Risk Management11.1 Plan Risk Management

11.1.1Plan Risk Management: Inputs11.1.1Plan Risk Management: Inputs

.1  Project Scope Statement• The project scope statement provides a clear sense of the range  of 

possibilities associated with the project and its deliverables and establishes  the framework for how significant the risk management effort may ultimately become. 

.2 Cost Management Plang• The project  cost   management plan defines how risk budgets, 

contingencies, and management reserves will be reported and accessed. Described in Section 7.0.

.3 Schedule Management Plan• The schedule management plan defines how schedule contingencies will• The schedule management plan defines how schedule contingencies will 

be reported and assessed. Described in Section 6.0.

11.1.1 Plan Risk Management: Inputs11.1.1 Plan Risk Management: Inputs

.4 Communications Management Plan• The project  communications management plan defines  the interactions 

that will occur   on the project, and determines who will be available  to share information on various risks and responses at different times (and locations). Described in Section 10.2.3.1.

.5 Enterprise Environmental Factorsp• The enterprise environmental factors that can influence the Plan Risk 

Management process include, but are not limited to, risk attitudes and tolerances that describe the degree of risk that an organization will g gwithstand.

11.1.1 Plan Risk Management: Inputs11.1.1 Plan Risk Management: Inputs

.6 Organizational Process  Assets• The organizational process assets that can influence the Plan Risk 

Management process include, but are not limited to:• Risk categories,g ,• Common  definitions of concepts and terms,• Risk statement formats,• Standard templates• Standard templates,• Roles and responsibilities,• Authority levels for decision‐making,• Lessons learned, and• Stakeholder registers,  which    are also  critical  assets to be  reviewed  as  

components  of establishing effective risk management plans.

11.1.2 Plan Risk Management: Tools and Techniquesg q

.1  Planning Meetings and Analysis• Project teams hold planning meetings to develop the risk management 

plan. 

• Attendees at these meetings may include the project manager, selected project team members and  stakeholders, anyone in the organization with responsibility to manage the risk planning and execution activities, and p y g p g ,others, as needed.

• High‐level plans for conducting the risk management activities areHigh level plans for conducting the  risk management activities are  defined  in these meetings.

11.1.2 Plan Risk Management: Tools and Techniquesg q

Planning Meetings and analysis: Holding of Risk Planning meetings i i f j t t b d t k h ld i l dicomprising of project team members, and stakeholders including 

sponsors to determine:1. Risk management responsibilities2. Risk categories3. Risk levels4 Probability by type of risks4. Probability by type of risks5. Impact by type of objectivities6. Probability and impact matrix7. Risk contingency reserve application approaches8. Development of risk management cost elements and activities

11.1.3 Risk Management: Outputs11.1.3 Risk  Management: Outputs

• Risk Management Plan includes:1. Methodology ‐ Defining the approaches, tools, and data for defining risk 

management2. Role and responsibilities – Defining the lead, support and risk p g , pp

management team members for each type of activities3. Budgeting – Assigning resources, estimate funds needed for risk as part 

of risk management for inclusion in the cost baselineg4. Timing ‐ Defines when and how often risk management process will be 

performed during the project life cycle5. Risk Categories – Using risk breakdown structure (RBS) which depicts5. Risk Categories  Using risk breakdown structure (RBS) which depicts 

risks in hierarchical forms and the subcategories identifies the areas and causes of potential risks

11.1.3 Risk Management: Outputs11.1.3 Risk  Management: Outputs6. Definition of risk probability and impact  ‐ Defining different  levels of risk probabilities and their impacts7. Probability and impact  matrix – Combining risk probabilities with their impacts and ranking them as High, Moderate and Low8. Revised Stakeholders’ tolerances 9. Reporting format – Defining how the outcomes of risk 

management processes will be documentedg p10. Tracking – Defining how risk management processes will be 

audited.

Example of Risk Breakdown StructureExample of Risk Breakdown Structure

Definition of Impact Scales for four Project objectives

Defined Conditions for Impact of a Risk on Major Project Objectives

Very low /0.05 Low / 0.1 Moderate / 0.2

High / 0.4 Very High / 0.8

Defined Conditions for Impact of a Risk on Major Project Objectives

Relative or numerical scales are shown

Projectobjective 0.2 / 0.8

Insignificant cost increase

<10% cost increase

10 – 20% cost increase

20‐40% cost increase

>40% cost increase

objective

Cost

increase

Insignificant time increase

<5% Time increase

5‐10% time increase

10‐20% time increase

>20% time increase

Time

Scope increase barely noticeable

Scope minor affect

Major areas of scope affected

Scope reduction unacceptable

Project end is effectively useless

Scope

uselessQuality degradation barely noticeable

Affected only very demanding application 

Quality reduction requires sponsors approval

Quality reduction unacceptable to sponsor

Project end items is effectively useless

Quality

This table presents examples of risk impact definitions for four different project objectives. They should be tailored in the risk management planning process to the individual project and to the organization’s  risk  thresholds. Impact definitions  can be developed for opportunities in a similar way.

Definition of Impact Scales for four Project objectives

Exercise 

Exercise 

Exercise 

11.2 Identify Risks: Inputs11.2 Identify Risks: Inputs 

11.2 Identify Risks: Inputs11.2 Identify Risks: Inputs 

• Identify  Risks is the   process of determining which   risks may affect the  project y p g y p jand documenting their characteristics. 

• Participants in risk identification activities can include the following: project  manager, project  team members, risk management team (if assigned), customers, subject  matter experts from outside the project team, end users, other project managers, stakeholders, and risk management experts. 

• While these personnel are often key participants for risk identification, all project personnel should  be encouraged to identify  risks.

11.2 Identify Risks: Inputs11.2 Identify Risks: Inputs 

• Identify  Risks  is an iterative process  because new risks may evolve or become y p yknown as the project progresses through its life cycle.

• The frequency of iteration and who participates in each cycle will vary by situation. The format of the risk statements should be consistent to ensure the ability to compare the relative  effect  of one risk event against others on the  project. 

• The process should  involve the project team so they can develop and maintain a sense of ownership and responsibility for the risks and associated risk response actions. Stakeholders outside the project team may provide additional objective information.information.

11.2.1 Identify Risks: Inputs11.2.1 Identify Risks: Inputs 1. Risk Management plan – Using  RBS and providing for risks in budget and 

schedule2. Activity cost Estimates – Using quantitative assessment of TCPI and expressing it 

as a range. The wider the more risks are involved3. Activity Duration Estimatesy4. Scope baseline5. Stakeholder register6. Cost Management Plan7. Schedule Management Plan8. Quality management Plan9. Project Documents – Assumption Log, Work performance reports, Earned value 

reports, Network diagrams, Baselines etc.p , g ,10. EEFS – Benchmarking, industry studies, published checklists, Risk attitudes 11. OPAs  ‐ Project files, risk statement templates, Lesson learnt project process 

control

11.2.2 Identify Risks: Tools & Techniques11.2.2 Identify Risks: Tools & Techniques 

1. Documentation Reviews – reviewing assumptions, requirements1. Documentation Reviews  reviewing assumptions, requirements contracts etc.

2. Information Gathering Techniques:a) Brainstorming – Obtaining comprehensive listing of all risks bya) Brainstorming Obtaining comprehensive listing of all risks by 

categories using RBSb) Delphi Technique – Using anonymous experts by using 

questionnaires for getting consensus on risks It keeps bias awayquestionnaires for getting consensus on risks. It keeps bias awayc) Interviewing – Asking subject matter specialists to identify risksd) Root Cause Analysis – Identifying the risk problem, the underlying 

causes that leads to it and developing preventive actionscauses that leads to it and developing preventive actions

11.2.2 Identify Risks: Tools & Techniques11.2.2 Identify Risks: Tools & Techniques 

3. Checklist Analysis – Using the lowest level of RBS as checklist based on historic information and knowledge of projects

4. Assumptions Analysis – Exploring the validity of assumptions, accuracies, completeness, stability and consistency

5. Diagramming Techniques:a) Causes and effects also known as ISHIKAWA – identifying risk 

causesb) System or process flow charts – identifying system interrelate and 

mechanism of causationc) Influence diagram – graphical representation showing causalc) Influence diagram  graphical representation showing causal, 

influences, time ordering of events

6. SWOT Analysis – Strength–Weakness‐Opportunities‐Threats

7. Expert Judgment – Using experts such as consultants

11.2.3 Identify Risks: Output11.2.3 Identify Risks: Output

• Risk RegisterRisk Register1. List of Identified risks – The identified lists must be described 

in details such as CAUSE, EVENT, EFFECTS

i f i l i f ibl i l2. List of potential Responses – List of possible potential responses and their impacts

11.3 Perform Qualitative Risk Analysis11.3 Perform Qualitative Risk Analysis 

11.3 Perform Qualitative Risk Analysis11.3 Perform Qualitative Risk Analysis 

• Perform Qualitative Risk Analysis is the process ofPerform Qualitative Risk Analysis is the process of prioritizing risks for further analysis which involves combining their probabilities of occurrence and impacts, the time frame for response should the risk occur and the organization’s risk tolerance associated ith th j t t i t f t h d lwith the project constraints of cost, schedule, scope 

and quality

11.3.1 Perform Qualitative Risk Analysis ‐ Inputs11.3.1 Perform Qualitative Risk Analysis  Inputs

1. Risk Registerg2. Risk Management Plan – Detailing definitions of 

categories, probability and impact, stakeholder risk ltolerance

3. Project Scope Statement – State‐of‐the‐art or first‐of its kind technology and complex projects tendof‐its‐kind technology and complex projects tend to have more risks

4. Organization Process Assets – Risk information on gprior projects

11.3.2 Perform Qualitative Risk Analysis ‐ Tools and Techniquesy q

1. Risk Probability and Impact Assessment –y pinvestigates the likelihood of each risk occurring and the assessment of the impacts on project objectives such as on schedule cost quality orobjectives such as on schedule, cost quality or performance by interviewing stakeholders

2. Probability and Impact Matrix ‐ Rating risks for2. Probability and Impact Matrix  Rating risks for prioritizing as low, moderate or high

3. Risk Data Quality Assessment ‐ Examining the degree of accuracy, quality, reliability, and integrity of gathered data regarding the risks

11.3.2 Perform Qualitative Risk Analysis ‐ Tools and Techniquesy q

4. Risk Categorization –Grouping risks by their4. Risk Categorization  Grouping risks by their root causes

5. Risk Urgency Assessment ‐ Establishing5. Risk Urgency Assessment  Establishing indicators as warning signals for risks that should be addresses urgently based on risk severity rating

6. Expert Judgment – Using consultants internal and or external

11.3.2 Perform Qualitative Risk Analysis ‐ Tools and Techniquesy q

11.3.2 Perform Qualitative Risk Analysis ‐ Outputsy p

• Risk Register Updatesg p1. Relative ranking or priority list of project risks2. Risks grouped by categories3. Causes of risk or project areas requiring particular 

attention4. List of risks requiring response in the near future4. List of risks requiring response in the near future5. List of risks for additional analysis and response6. Watch lists of low‐priority risks7. Trends in qualitative risk analysis results

11.4 Perform Quantitative Risk Analysis11.4 Perform Quantitative Risk Analysis

• Perform Quantitative Risk Analysis This is thePerform Quantitative Risk Analysis This is the process of analyzing numerically the effects  of the analyzed risks on the project objectives. 

• The analysis could be for individual risks and or for yaggregate effect of all the risks that may affect the project. 

• It presents a quantitative approach for decision making when risks are involved

11.4 Perform Quantitative Risk Analysis11.4 Perform Quantitative Risk Analysis

11.4.1 Perform Quantitative Risk Analysis: Inputs11.4.1 Perform Quantitative Risk Analysis: Inputs

1 Risk Register1. Risk Register2. Risk Management Plan3 l3. Cost Management Plan4. Schedule Management Plan5. OPAs

11.4.1 Perform Quantitative Risk Analysis: Tools and T h iTechniques

1. Data Gathering & Representation Techniquesa) Interviewing – documenting risk range & assumptions the output of interviewingb) Probability Distribution – discrete and continuous distributions can be used

2. Quantitative Risk Analysis and Modeling Techniquesa) Sensitivity Analysis  ‐ e.g. tornado diagram use for comparing the l f bl h h h k h h h blrelative impacts of variables with high risks with those that are stable

b) Expected monetary value analysis – calculated by multiplying the values of outcomes with their probabilities & adding the products e.g. in decision tree analysisyC) Modeling and simulation – iterative simulation using Monte Carlo techniques

3 J d i i h l i3. Expert Judgment – using experts with relevant experience

Example of range of Project cost estimates ll d d i i k i icollected during a risk interview

Low Most Likely HighWBS Elements

Low Most Likely High

Design $ 6m $8m $12mBuild $18m $22m $37mTest $12 $17 $25Test $12m $17m $25m

Total Project cost

$36 $47m $74m

Interviewing stakeholders often helps to establish the three point estimates for the WBS for both beta and triangular distributions. In this case the likelihood of completing the project with only $47m is rather small as shown in the next Cost Risk simulation

Total Project Cost Cumulative ChartTotal Project Cost Cumulative Chart

Mean

75%

100%

$52.33m

The Cumulative data in slide 23

Probability50%

The Cumulative data in slide 23 shows that the project is 25% likely to meet the $47m estimate, if there is a desire to meet 50% of likelihood, a contingency will have to be added which will be

25%

$20m $40m $60m $80m$47m

calculated as (($52.33-$47m)/$47m) = 11.3%

$64m

Cost$

37%

Total Project Cost Cumulative ChartTotal Project Cost Cumulative Chart

Examples of Commonly used distributionsExamples of Commonly used distributions

Decision Tree Diagram

Decision Definition

Decision to be made

Decision Node Chance Node Net Path value

Input: Cost of each DecisionOutput: Decision made

Input: Scenario ProbabilityReward if it occurs

Computed: Payoffs minus

Strong Demand($220m)

60%

$220m - $140m = $80m

$80m

Output: Decision made Output: Expected Monetary Value (EMV) Costs along Path

Build New Plant(Invest $140m)

Weak Demand($100m)

40%-$40m.60($80m) + .40(-$40) = $32m

EMV (B f C t ) f b ild

Build or Upgrade

Strong Demand($140m)

($100m)

60%

$100m - $140m = -$40m

$140 $60 $80

$80m

EMV (Before Costs) of buildNew Plant considering demand

Decision EMV = $72m Upgrade Plant (Invest $60m)

Weak Demand($80M)

Decision Node

Chance Node

40%

$140m - $60m = $80m

$80m - $60m = $20m

$20m.60($80m) + .40($20m) = $72mEMV (before build costs) of upgradePlant considering demand

i.e. the larger of $32m &$72m

End of Branch

$80m $60m $20mPlant considering demandScenarios1. Probability of strong demand is 60% and Probability of Weak demand is 40%2. Build new plant will cost $140m while strong demand yields $220m and weak demand yields $100m3. Upgrade Plant will yield $140m while weak demand will yield $80mDecision made upgrade because its EMV is $72m while that of build new plant is $32m

Decision Tree Diagram

11.4.3 Perform Quantitative Risk Analysis: O t tOutputs

1. Risk Register Updates includes b bili l i f h j li i ibl‐Probability Analysis of the project – listing possible 

completion dates and cost and their confident levels of achieving and using contingency reserve to bring result to an acceptable level

‐Probability of achieving cost and time objectives – Using cumulative chart

‐Prioritized lists of quantified risks ‐ using tornado diagram to identified most impacting risks and listing them 

‐Trends in quantitative risk analysis results – using historical reports of past risks trends on schedule cost , time and quality

11.5 Plan Risk Response11.5 Plan Risk Response

• Plan Risk Response : This is process of developing p p p goptions and actions for opportunities and threats.

• It includes assigning one person as each risk owner to take responsibility for each agreed to and funded risk response addressing the risks by priorities andrisk response, addressing the risks by priorities and putting more resources and activities into the budget, schedule and cost of quality as approved in the Project Management Plan.

11.5.1 Plan risk response: Inputs11.5.1 Plan risk response: Inputs

11.5.1 Plan risk response: Inputs11.5.1 Plan risk response: Inputs

1 Risk Register1. Risk Register2. Risk Management Plan

11.5.2 Plan Risk Response: Tools and Techniques11.5.2 Plan Risk Response: Tools and Techniques

1. Strategies for Negative RisksAvoid e g Reducing scope‐Avoid e.g. Reducing scope‐Transfer e.g. Insurance, Performance bond, Warranties, Fixed price transfer risk to the seller, cost‐plus contracts transfer risk to the buyer‐Mitigate e.g. choosing a more stable supplier, conducting more tests for early detection‐Accept e.g. providing a contingency reserve to take care of it if it occurs

2. Strategies for Positive Risks‐Exploit e.g. Assigning most talented person to perform the tasks – reduces time to p g g g p pdo the job‐Share e.g. forming joint venture to share the benefits‐Enhance e.g. Maximizing the key drivers that creates the opportunity‐Accept e.g. Willingness to take advantage when the opportunity occurs but not ti l i itactively pursuing it

3. Contingency Response strategies e.g. identifying events that can trigger the contingency response

4 Expert Judgment e g Using Risk Experts with specialized education4. Expert Judgment e.g. Using Risk Experts with specialized education

Strategies for Threats• Avoid

Eliminate the threat entirely– Eliminate the threat entirely– Isolate project objectives from the risk’s impact

• Transfer (Deflect Allocate)Transfer (Deflect, Allocate)– Shift some or all the negative impact of a threat to a third party

• MitigateMitigate– Implies a reduction in the probability and/or impact of an

adverse risk event to be within acceptable threshold limits• Accept

– Deal with the risks– Project management plan is not changed

Strategies for Opportunities• Exploit

Seek to ensure the opportunities definitely happen– Seek to ensure the opportunities definitely happen• Share

– Allocate some or all of the ownership of the opportunity to a – Allocate some or all of the ownership of the opportunity to a third party who is best able to capture the opportunity for the project benefit.

• Enhance– Increase the probability and/or the positive impacts of an

t itopportunity.• Accept

Not actively pursuing an opportunity– Not actively pursuing an opportunity

Exercise 

Exercise 

Exercise 

Exercise 

11.5.3 Plan Risk Responses: Outputs11.5.3 Plan Risk Responses: Outputs

1 Risk Register updates1. Risk Register updates2. Risk related contracts3 j d3. Project Management Updates4. Project Document updates

11.6 Monitor and Control Risks: InputsMonitor and Control Risks is the process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the projectevaluating risk process effectiveness throughout the project

The Monitor and Control Risks process applies techniques, such as variance and trend analysis, which require the use of performance informationand trend analysis, which require the use of performance information generated during project execution. Other purposes of the Monitor and Control Risks process are to determine if:

•Project assumptions are still valid•Risk has changed or can be retired•Risk management policy & procedure are being followed•Align contingency reserves with current risk assessment

11.6 Monitor and Control Risks: Inputs

11.6.1 Monitor and Control Risks: Inputs

1 Risk Register1. Risk Register2. Project Management Plan3 k f f i3. Work Performance Information4. Performance Reports

11.6.2 Monitor and Control Risks: Tools and Techniquesq

1 Risk Assessment1. Risk Assessment2. Risk Audit3 i d d l i3. Variance and Trend analysis4. Technical Performance measurement5. Reserve analysis6 Status meetings6. Status meetings

11.6.3 Monitor and Control Risks: Outputs11.6.3 Monitor and Control Risks: Outputs

1 Risk Register Updates1. Risk Register Updates2. OPAs3 h3. Change requests4. Project Management Updates5. Project Document Updates

For more information do not hesitate to contact me.

Ahmad H. Maharma ‐ PMP®

• Ramallah, Palestine • Phone: + (972) (2) 2968644• Mobile: + (972) (599) 001155

E‐Mail: [email protected]