Grosvenor - Project Risk and Procurement Management - Example

Project Risk and Procurement Management Name Institution Course Lecturer Date Executive Summary The project report based on Grosvenor project review is prepared to critically demonstrate how risk and procurement management have been carried out. Based on theoretical risk and procurement management knowledge, the project is put alongside the theory to evidently show the extent to which the theory is applicable. The report has provided information of the risk environment, planning and identification with the project. It has demonstrated how important risks that have been analyzed are evaluated and treated. Risk monitoring and review processes have provided information of the evidence-based mechanism applied in the coal mining project that is deploying efficient technology. The next section has demonstrated the procurement plan and strategies, solicitation, monitoring and control methods applied. The conclusion has recapped major points as discussed and the findings that are pertinent to the discussion. It has established the compliance of the project to risk and procurement management. However, the recommendations have advanced the project approach by way of providing concise directions that, if applied may lead to quality products, programs and timely delivery of the project. It has highly regarded personnel and management structure commitment, succession plans, continuous skills and knowledge development and firm rules of engagement with suppliers. Table of Contents Table of Contents 3 1.0 Introduction 4 2.0 Risk Planning and Identification 5 2.1 The risk environment of the project 5 2.2 Risk planning and identification of risks 7 3.0 Risk Analysis, evaluation and treatment 9 3.1 Project Risk analysis, evaluation and treatment 9 3.2 Project risk monitoring and review 11 4.0 Procurement planning and strategies 13 5.0 Procurement solicitation and source selection 16 6.0 Procurement monitoring and control 19 7.0 Conclusion 22 8.0 Recommendations 23 References 24 Appendices 27 1.0 Introduction The report demonstrates the risk and procurement management methodology for Grosvenor project. The theoretical approach is compared alongside the project plan and strategies in the process of delivery of its products and programs. Grosvenor project is a multi-billion project deploying underground pipeline and a longwall sensing technology to promote a triple Metallurgical coal production by 2020 (AngloAmerican 2012). The report deliberates its two themes; risk and procurement by further breaking down the aspects that fall under each one of them and comparing how it has been practically incorporated as part of the project. The report conclusion has set out general findings which are backbone to the project review. Finally, a list of recommendations offering some areas of concerns is highlighted. The discussion reviews the Grosvenor coal mine project which has been underway from 2009. The increased demand for coal as well as requirements for environmental sensitive mining activities has brought about the need for organization systematic plan for a high-technological project. The project has more than six years to go until its planned completion in 2020. Having in mind that it is employing the latest technology and innovation, risk and procurement management are very important aspects that need to be considered in delivery process. 2.0 Risk Planning and Identification As Baker (1997) points out, risk planning involves activities that continuously respond to mitigate the possible risks and their consequences. Identification involves the process of determining the aspects in the project environment and plan that may change. 2.1 The risk environment of the project Grosvenor project has a greater risk considering that it is lasting for long period of time. The project is planned in phases and the length of time to be taken between preparing the project phases plan and starting the work increases risk as seen in McDowell (2001). The project is incorporating a new system, two underground longwall and green field coal mine and most of the personnel working on it have had little experience with similar projects and so is the Moranbah as an organization. There are issues that are highlighted with the experience of the personnel. One, they might probably take longer in consultation or waiting for pre-test of workability of different products. Second, there is expected number of revision and this might see some phases being revised to bridge them with the new expectation developed in the process. Grosvenor project is incorporating a new project technology, the sensitive pipeline technology and having in mind that the technology has not been applied or is current under application by other coal mining companies, there is a greater risk due to installation, efficiency, qualified operation personnel and cost. The company that is integrating the pipeline project can take longer and shipping time for pipeline soft and hardware may extend the time of project (AngloAmerican 2012). It will also require commitment of internal project IT team to keep in touch with the technology developers to incorporate the currently explored options (Roberts 1999). As identified in Baker (1997), the risk is the greatest considering the rate of technological development and cost. Any failure to incorporate the necessary features will see the project future cost. Failure of the sensing technology to function as expected is detrimental to the benefits that the project is expected to deliver; triple the production and reduce coal stocking period by having a real-time coordination. There are environmental risks identified with the project. Underground mines may lead to sinking of where soil profile is not well accounted for. The risk may lead to loss of personnel life, injury, damages of equipments and extend time for revision and land-filling. Other risk identified is methane greenhouse gas, dust-related and biodiversity risks increased rates of raw water and energy consumption. The risks are minor in nature and the organization and project team is equipped to deal with them and reduce the extent of the risks (AngloAmerican 2012). 2.2 Risk planning and identification of risks Grosvenor project have acknowledged a number of uncertainties as well as unexpected events that can happen along the project phases. Risk analysis is available to address the issue that can possibly swerve from the plan (McDowell 2001). In every phase, it has established the likelihood of failure issues to happen. The analysis establishes the extent to which every issue can affect the project and the necessary steps to respond to and control it. The risk identified in the plan includes; the issue of timely hiring of staff, staff skills and their retention risks (Zhang 2000). Hillson (2002), technical risks established involve the timely delivery of equipment, cost increase and failure of methodology. The project expects diverse range of suppliers to deal with safety, responsive and consistent quality equipment which is highly risk in terms of delivery, features specification and recall risks. External supplier late delivery and failure has also been identified. Industry Capability Network- Australia (ICN) has been contacted to identify Australian and New Zealand companies and suppliers to register and supply as per the interests of Grosvenor (Moranbah) Regional Expansion project. An appointed team that is continuously learning in both local and overseas geological test is expected to include practical ways of identifying independent and dependent risks that might harm the project. Skills that are highly identified to be integrated in the team for the project focus on the earthquake and thermal impacts and effects. The project manager and the team are conducting continuous simulation to test the appropriate impact of soil profiles and identify possible areas that are prone to sinking. As recommended in Stebbing (1984), internal project IT committee is working closely with consultants and technology developers to ensure that all the necessary features are incorporated as advocated in Baker (1997). The team has identified Intranet platform to update the technological development in both the mine and under development. Moranbah is working closely with individuals, groups and institutions to proactively identify the project and project environment risks. Isaac Regional Council is working closely with Moranbah representatives to determine industry-related dust around Moranbah and community concerns. Moranbah Cumulative Impact Group has been established as the main council that will reach the community to assess, identify and offer ways to mitigate dust concerns as seen in Appendix 1 below. The organization has teamed up with learning institutions like Central Queensland University to offer scholarship for PhD students who will research and provide information about tree species, conservation and biodiversity that are threatened by the mining plant. 3.0 Risk Analysis, evaluation and treatment 3.1 Project Risk analysis, evaluation and treatment The project plan template has analyzed various risks in the tables. The potential risks have been listed as technical, staff, external suppliers and legal risks that affect the project timely delivery, equipment quality and continuity as in Roberts (1999). To ensure that each risk is given appropriate attention, the analysis has assigned a probability and severity score to various risks ranging from 1 for low and 5 for high. Low risk is identified in organization withdrawal from continuing the project and legal agreements and permissions as there is serious organization and government commitment. Staff recruitment, necessary and potential skills and withdrawal is taken as medium in the continuum have employed the measures in recruitment, coordination, collaboration with mine representatives and working on contracts as seen in Zhang (2000). However, unexpected events like death, sickness and injury are highly unpredictable for analysis (Bryde 1997). Stebbing (1984) points out that, technical and external suppliers remain high in the risk profile as the organization has little influence on them. Various incidences like change of supplier personnel attached to the project, communication breakdown and organizational challenges are some risks identified. The sensing technology is new in application and since it has not been tested or approved elsewhere, it is highly risky as the whole methodology may fail if teams do not coordinate well before, during and after its deployment. A plan has put forward recommendation/response suggestions for each. As Bryde (1997) identifies, risk evaluation is and will be facilitated by observation of risks during the project. Warning signs can be established to indicate the probability of risk occurrence. A risk log and register will provide for recording of risks and review the following phases at regular points as some might occur while other disappear. Evaluation follows a strategic approach by explain a risk is, the process of risk analysis and the way to manage them along the project. To treat the risk, the organization has essentially demanded from the Industry Capability Network (ICN) that suppliers deliver equipment on time (AngloAmerican; Suppliers). The direct agreements between Moranbah and the staff and major contractors have penalty clauses for disagreeable withdrawal or late delivery. That way, the devastating effects that partner who leave the project may bring are kept on board. A way to resolve and take responsibility for the disputes that are predicted has been agreed. The project plan is deployed with a contingency plan working hand-in-hand and particularly for unseen expenses and budget issues that are risky. Responsibilities sharing have been devised during transition of a staff before recruitment. 3.2 Project risk monitoring and review As Knutson (1999) argues, risk monitoring extends through the project until its completion. The plan is set in place to identify and analyze new risks, keep a track of new risks and form contingency plan in case they arise. Monitoring does not entirely deal with risk but also ensure that resources set aside by the organization are operating properly. Risk monitoring is important for Grosvenor project as the project has to stay on track for the next 6 years (AngloAmerican). The techniques are put in place to ensure that phases are executed properly. Every phase is assigned a team, monitoring schedule and recording of risks. The project has identified team members and the organization as responsible partners in reporting the risks and ensuring that the applied measures bring back the project product to its initial plan or in a better way than what was planned (Knutson 1999). The risk monitoring paradigm depict the basic functions of project team as to identify potential risks, report them to the project team, analyze risk independently and together and plan ahead if they rise again. According to Bryde (1997), risk profile promote anticipation, preparation and response level where adequate information is gained by analyzing processes to adequately control them. Monitoring for phases follows evidence-based approach and the team is well prepared through risk training. Monitoring will ensure closer assessment of project’s risks status as well as to determine whether the risks are present even when dealt with and the likelihood of the risk decreasing or increasing. Risk review process relies on the project management board which plan and set priorities and audit them accordingly. Review identify, updates registers and draft the assessment outcomes for the identify project risks. Review follows the risk management plan to assess whether the identified risks are still present and recommend further actions. Grosvenor project management board has assigned every team to submit a record of risk and the management processes that applied for each. As McDowell (2001) observes, the board then compares each risk response and outcomes with the initial response plan. After new equipments are brought in, the procedures and substances are realized to bring new hazards. As observed by Kwak & Stoddard (2004), it has made sense to review the risks on an ongoing basis. The board has established the changes for instance where soil profile was loose, hardwood plantation that was recommended has been reviewed to prove that it will reduce geological effects. 4.0 Procurement planning and strategies As observed in Bailey (2000), procurement planning combines the relevant policies from external and internal organizational environment and principles of working. The policies establish what the organization sees appropriate and comply with the government regional, State and overseas procurement regulations. Procurement plan assume the necessary flowchart including activities, goods and services, unit and measures, delivery dates, shipment and locations. Knutson (1999) argues that, the organization that support the project promote procedures to be followed to network and maintain supply and promote effective relationship between the organization and the suppliers. Inputs; labor, services and goods are stated for every program and project deliverables. Deliverables are stated clearly and comprehensively to allow the suppliers to have an overview of what the project entails and the uniqueness in each project program. Bailey (2000) further points out that, procurement strategies align the roles and responsibilities mandating who will be involved, where and why. Alongside, expectations are set to allow preparation, guide personnel and allow the highest degree of accountability for actions taken in the project. As Brock, Hendricks, Linnell & Smith (2003) points out, templates and forms are part of procurement that allows all the parties to deal with specific details and probably expand the list of goods, inputs and deliverables. Additional information that concern general criteria that applies in all cases are stated and provided for the parties to agree on before commencing the contractual relationship. As argued in Willams (1994), the lessons that are part of project based on evidence from past and present procurement strategies are noted accordingly to guide future processes. A physical layout of project procurement is laid on a drawing board with all the steps included for easy follow-up. As argued in Love, Gunasekaran & Li (1998), procurement is one of the most important functions that will ensure that Moranbah meets all the goals in line with the accomplishment of project phases and the project as a whole. Procurement is a core and a critical function that promotes project delivery and enhances programs. Moranbah organization does not carry out procurement in isolation but combines the efforts of external organization that has been involved in national and international procurement. As Lankford & Parsa (1999) argued on outsourcing, Industry Capability Network in Australia has worked for a long time to bring together competent organizations for expansion projects and particularly those that target major projects in the State. Moranbah realizes its central part in the process of achieving the project goals and outcomes. The organization laid down transactional procurement strategies and plan. Requisitions are done in collaboration with ICN for sourcing technological; hardware and software for underground pipeline and longwall equipments. Grosvenor project programs teams worked on description of good on separate templates to achieve an exhaustive list and units in each case. As observed in Andersson & Norrman (2002), the templates details a description of the goods and the services sought. The goods and services are aligned with the particular dates of delivery. Each supplier signs a contract that establishes relationship and reduces detriment to goods delivery. The quantity of procured input is included in templates. The contract made with each supplier has definite unit measure delivery or engagement date, estimated prices and cost. Moranbah warehouse was established for the purpose of serving as a central location for delivery of goods and planning for works and services to be performed. The location has allowed different personnel working on each product, installation of programs and planning to access what has recently been completed as well as the project status to plan and ensure that goods and services will match with the project direction (Love 2002). In the requisition additional information has been provided to ascertain preferred and standardized shipment method. As Hillson (2002) argues, procurement plans and strategies need to be reviewed as the project progresses to include up-to-date lessons and requirements. The suppliers and collaborating organizations are continually made aware of updates to prepare in advance and deliver appropriately. 5.0 Procurement solicitation and source selection According to Love (2002), solicitation process precedes upon determination the most appropriate procurement method for the requirements. Solicitation documents are developed in order to assist Business Units to obtain offers for intended program. Solicitation documents contain all the information that is necessary for preparation of responsive offer, quotation or proposal with the best value for the inputs required. There is minimum information included in solicitation documents. Letters of invitation for offer submission is the first thing in solicitation documents. Instructions are provided to offerors with detailed language, procedures, deadlines, currencies and documents required. A standard form for offer submission and proposed contract is concluded with a successful offeror. Under the standard forms the details of offer, proposal, quotation, purchase order and professional services contract are established. General and special contract conditions are exhaustively set. The document also sets the technical specifications, statement of works or the terms of references that describes all the requirements (Willams 1994). The document has evaluation criteria tables and also points the minimum qualification requirements. The offeror also includes documents evidencing compliance with the detailed requirements. Solicitation document clearly defines the project scope of supply or the work that will be performed. It also sets the location where work will be carried out, the goods and services to be supplied or rendered, place of delivery and installation delivery/completion schedule, the minimum requirement of each performance, warranty and maintenance and other terms and conditions. As Chapman (1998) observes, the document in appropriate phases defines the methods, standards and tests to apply to conform to equipment delivery. Business Units in most cases use standard templates which a procurement support office develops to draft solicitation documents for procurement. Moranbah have the sole responsibility to submit its offers to Industry Capability Network (ICN). Depending on the project phase, Moranbah organization has set submission date and time as indicated in the solicitation document. Offers are signed properly by the ICN authorized signatories. Moranbah have worked closely with ICN and follows the procedures to ensure practicality. ICN has set deadline for permitting acceptance of project phases offers which helps to avoid untimely receipt of various project offers which ultimately help to avoid technicalities. Both organizations have established that organization for offeree will be considered based on some parameters. One of the highly set parameter is the firm expertise where a firm provides management structure, organizational resources, experiences, list of completed and ongoing domestic or international contracts related to similar requirements of Grosvenor Project. It is highly recommended that the firm should prove their financial stability and show the adequacy of their resources so as to complete goods delivery or required services provision (Hillson 2002). Moranbah contacted ICN to connect with the suppliers due to its qualifications criteria used to satisfy its selection of suppliers. In case the suppliers do not produce the goods needed under any contract entered, the supplier should be an authorized dealer by the manufacturing plant and will supply good to the final destination. The suppliers have to prove to be financially, technically equipped as well as show capability necessary to perform the contract (Westney 2002). Any suspended or removed vendor in the State, country or international according to UN and ICN list will not be included. That way it has assured competent and high profiled suppliers for different hardware and software requirements of the project. The companies in the mine so far has not had any major issue that might lead to termination and discontinuation from the project. Documentations have regulated project delivery phases as sections are provided with details that each supplier or professional service provider understands well (Kwak & Stoddard 2004). 6.0 Procurement monitoring and control According to Rahman (2003), as the general rule of contract, procurement establishes legal relationships between different parties. Parties are brought together in project and each has to work for the services needed by the other and deliver as per the specifications. According to Walker & Nogeste (2008), procurement is established by the bringing together of parties mind, negotiations and the rules set to regulate the relationship. According to Alhazmi & McCaffer (2000), procurement plan has general and specific rules that govern the parties and this are a comprehensive document that ensure that delivery prospect do not go out of rail to the detriment of the project. Considering the losses and the subsequent damages a party may experience, legal liabilities are explicitly or implicitly stated. The terms as well as the representations establish the conditions and warranties that parties take concern of. The parties realize as per the conditions that any breach of the procurement can lead to penalties and sanctions. Transnational procurement relationships are governed by the UN 1267 List and UN Ineligibility List to regulate ineligible venders that might harm the procurement. Procurement process is not haphazardly done and roles and responsibilities are established to ensure that different parties are brought together in the delivery process. As Westney (2002) points out, large project breaks its procurement plan depending on the programs that require continuous follow-up and cannot done by an individual in the project team. However, as Rahman (2003) argues, for the purpose of monitoring and control, procurement plan establishes a central place and a person experienced in procurement. The person may not necessary be part of the project team but can be an experienced procurement manager who carries out the processes on behalf of the project team or owners. As Walker & Nogeste (2008) point out, a successful procurement process requires continuous involvement, communication between parties and review of delivery as specified. The responsibility begets accountability where individual or organization is bound by the legal relations that exist; actual or implied. The complications that arise are detriment to the project as they bring about delay, rising cost and eventually distort the project plan (Zhang 2000). Moranbah and ICN has established control partner and common review process to ensure that both the organization comply with the reporting requirements, scheduled dates, delivery process and documentation of procurement details. The set place has been ICN offices where copies are submitted by authorized person and recorded to avoid inappropriate delivery (Tyrill 1998). The relationship established is purely governed by trust and legal implications are prevalent in case one party fails to deliver as per the set needs. The capability of Moranbah to perform is directly invested in ICN which has the necessary experience in performing contracts. There are two levels in which Moranbah is involved with multiple suppliers. One, it has direct link with ICN which acts as a middle-man/organization to indirectly connect suppliers to the project organization. There are stronger legal relationship put up to ensure that any failure or claim is met appropriately between Moranbah and ICN. The expertise that the company has and highly organized process of reviewing suppliers and assigning them work highly ensure control of associated with procurement. As Ward (1999) points out, it is realized that due to the long duration of the project and its procurement, an independent review committee was formed to keep the project procurement plan updated and particularly where prices are concerned. Legal representations of ICN at State level has ensured efficacy in both its domestic and international specific procurement processes. As Neale (1995) observes, suppliers are not working independently as there is indirect relationship through a common third party who is put in central position to influence the offer and follow up regarding specific procurement process. Technical specification implementation plan is only given to both the contractors and their sub-contractors to establish the expectations and ensure delivery through the started sanctions. 7.0 Conclusion Risk and procurement management are very critical parts of the project. There are similar aspects that apply in both such as planning, monitoring and control aspects. However, the most important element is project team and committee involvement in the management. If risks inappropriately planned and identified, the project quality is jeopardized. For procurement, comprehensive plans and strategies are desirable and professional standards needed to have the best criteria for the whole supply process. Grosvenor project has identified a myriad of risks including; technical, external suppliers, staff, legal and organization that runs through the project and products delivery. The organization capacity to respond to those risks is established through a comprehensive risk analysis that sets organizational readiness to evaluate, monitor, manage and review the risks and responsive approaches based on evidence-based risk practices. To ensure that risks are decreased or mitigated, proactive engagement of the team in identifying and reporting risk to the project manager has been highly recommended. Procurement plan and strategies for Grosvenor project have been prepared by Moranbah organization and committed them to Industry Capability Network, an expert Australian organization that deals with both the domestic and international procurement and with Moranbah personnel, deliver the project procurement requirements. 8.0 Recommendations Project risk and procurement plan may exist but does not guarantee the ultimate success of the project. Grosvenor project will need agile personnel and project management structure to ensure that comprehensive risk management, monitoring and control. The personnel nominated should have the capacity to fulfill risk management demands during the stated phases and project delivery time (Ward 1999). The length of the project might see a number of personnel becoming unavailable or become less responsive due to unavoidable reasons like medical incapacity, death among other possibilities. Project management must establish role sharing, succession plans and plan for recruitment earlier to avoid detriment during transition period. Reporting and forecasting of risks is very important if the project is to avoid the adverse effects of risks when a personnel leaves (Rolstadås, Hetland, Jergeas & Westney, 1998). Grosvenor project should realize the possibility of delay in implementation of project program due to fault that may occur. The organization should ensure that supplier organizations and the third party comply with its own acceptance, approval, qualification, substitution or replacement procedures in procurement (Tyrill 1998). The methodology laid down has high degree of uncertainties being a recently developed technology. Internal learning and training, external consultancy and special innovation is highly needed by engaging teams through project programs. References AngloAmerican. Projects: Sustainable Development AngloAmerican 2012, Moranbah community news letter from the project manager, Byron Higgins: Construction starts on Grosvenor project. Issue 1; 1-2. Alhazmi, T., & McCaffer, R. (2000). Project procurement system selection model. Journal of Construction Engineering and Management, 126(3), 176-184. Andersson, D., & Norrman, A. (2002). Procurement of logistics services—a minutes work or a multi-year project?. European Journal of Purchasing & Supply Management, 8(1), 3-14. Bailey, R. W. (2000). Six steps to project recovery. pm Network, 33-38. Baker, B. (1997). Great Expectations: Turning Failure Into Success-And Vice Versa. PM NETWORK, 11, 25-28. Brock, S., Hendricks, D., Linnell, S., & Smith, D. (2003, September). A balanced approach to IT project management. In Proceedings of the 2003 annual research conference of the South African institute of computer scientists and information technologists on Enablement through technology(pp. 2-10). South African Institute for Computer Scientists and Information Technologists. Bryde, D. J. (1997). Underpinning modern project management with TQM principles. The TQM Magazine, 9(3), 231-238. Chapman, R. J. (1998). The effectiveness of working group risk identification and assessment techniques. International Journal of Project Management,16(6), 333-343. Department of Environment and Resource Management. Proposed Grosvenor Coal Mine Project Retrieved 2013, Oct 9 from < http://www.angloamerican.com.au/~/media/Files/A/Anglo-American-Australia-V2/Attachments/content/grosvenor_project_public_notice_apr_10.pdf > Hillson, D. (2002). Extending the risk process to manage opportunities.International Journal of Project Management, 20(3), 235-240. Knutson, J 1999, Welcome back, quality ... from a project management perspective. PM Network. Pp 17-19. Kwak, Y. H., & Stoddard, J. (2004). Project risk management: lessons learned from software development environment. Technovation, 24(11), 915-920. Lankford, W. M., & Parsa, F. (1999). Outsourcing: a primer. Management Decision, 37(4), 310-316. Love, P. E. (2002). Influence of project type and procurement method on rework costs in building construction projects. Journal of construction engineering and management, 128(1), 18-29. Love, P. E. D., Gunasekaran, A., & Li, H. (1998). Concurrent engineering: a strategy for procuring construction projects. International Journal of Project Management, 16(6), 375-383. McDowell, S. W. (2001). Just-in-time project management In a perfect world, project management would begin before projects got underway. But who works in a perfect world?. IIE SOLUTIONS, 33(4), 30-33. Neale, C. W. (1995). Post-completion audits: avoiding the pitfalls. Managerial Auditing Journal, 10(1), 17-24. Rahman, M. M. (2003). Revitalising construction project procurement through joint risk management (Doctoral dissertation, University of Hong Kong). Roberts, J 1999 Project sponsors reduce IT risks.Gatner Group. Rolstadås, A., Hetland, P. W., Jergeas, G. F., & Westney, R. E. Risk Navigation Strategies for Major Capital Projects. Stebbing, L. E. (1984). Quality Assurance, and the role of the qa engineer, in offshore structure design. In Proceedings of the World Quality Congress' 84: 19, 20 and 21 June 1984, Brighton, England (Vol. 1, p. 258). IQA. Tyrill, J. (1998). The dark side of partnering. Australian Construction Law Newsletter, 56, 30-41. Walker, D. H., & Nogeste, K. (2008). Performance measures and project procurement. Procurement Systems–A Cross Industry Project Management Perspective, 177-210. Ward, S. C. (1999). Requirements for an effective project risk management process. Project Management Journal, 30(3), 37-43. Westney, R. E. (2002). Managing offshore projects requires re-thinking the process. Offshore (November 2002), 34, 36. Willams, T. M. (1994). Using a risk register to integrate risk management in project definition. International Journal of Project Management, 12(1), 17-22. Zhang, Z. (2000). Developing a model of quality management methods and evaluating their effects on business performance. Total Quality Management,11(1), 129-137. Appendices Risk management: Community complaints form Read More