Question

By citing a project of your choice, discuss the strategies for responding to negative risks.

Answer 1

I created an anonymous foundation project which contacted the newly formed family planning community. The request was simple: promoting and offering women in the area the most successful methods of contraception. The foundation was able to help the initiative to do so including the expense of these "most effective approaches" and other types of reversible contraception. As the Vice-Chair saw this as an opportunity to research contraceptive use, including continuity, satisfaction and how the availability of long-acting reversible contraceptive (LARC) methods, including intrauterine devices (IUDs) and implants, could affect unintended pregnancy levels in the area. But the idea was conceived for the Contraceptive CHOICE Program.

The newly established Clinical Research Division within the Obstetrics and Gynecology Department was not prepared and staffed to plan and execute such a large-scale project as Option. There was a need to recruit new employees, and CHOICE wanted a project director, the chief. Under the leadership, a large team was formed of physicians, data analysts, and research assistants. The project was committed to adhering to a high standard of clinical practice and contraceptive treatment with carefully crafted protocols and collection of reliable data in order to shift the paradigm of how I think about contraception and treatment.

A prospective cohort study that recruited 10,000 women in the region was the Contraceptive CHOICE Initiative, or CHOICE (for short). The project was planned to tackle what experts in family planning have long assumed that high and constant levels of unintended pregnancy could be increased if LARC approaches were taken up more. To promote this improvement, the project set out to reduce the most common barriers cited for LARC low usage; cost, awareness of the patient and access. The CHOICE initiative eventually aimed to reduce unintended pregnancy at a local population level.

Females were eligible to participate if they were 14-45 years old, desirous of preventing pregnancy for at least 12 months, involved with or intended to be a male partner, and eager to start a new method of contraception. Over 2 or 3 years, each participant was provided with the reversible contraceptive method of their choosing at no expense, depending on when they enrolled. During this time, participants were allowed to change their procedure as much as desired. Complete records of social, sexual, and medical health were gathered at the foundation. At 3 and 6 months, and every 6 months following completion of the analysis, participants were contacted by telephone.

My aim was to hire a representative group of women of reproductive age, particularly women at the greatest risk for an unintentional pregnancy. Risk factors for unintended pregnancy include age < 25, racial or ethnic minority background, as well as low socioeconomic status. I developed four recruiting approaches to ensure that high-risk women were effectively hired and retained; first, we established main community partners including federally accredited health centres, local family planning facilities, and abortion services facilities. Local members were active in maintaining a mutually beneficial partnership across the entire process. Second, I formed partnerships with private community health care providers and provided recruitment material to assist in facilitating referrals. Third, I have built a framework for constantly evaluating recruitment efforts at each location. Finally, I gave participants cards containing contact details to send to their friends and family for the Options Project.

A structured therapy script was created to discuss patient awareness about contraceptive strategies, specifically effectiveness, benefits, and disadvantages. The system work for this script was based on the counselling GATHER process. Briefly, this strategy focuses on a patient-centred approach, directly discussing the needs, challenges, challenges and concerns shared by the patient. With the goal of offering reliable and impartial information on each reversible process, we used the GATHER structure during the therapy session to create relationships with patients: Greet of potential participant. Ask participants about their lives. Tell participants about their life-long contraceptive strategies and STI safety. Help the patient assess which approach suits their birth control needs. Explain all about how it works, possible side effects, and when to contact the clinic about her preferred process. Return to the clinic visits, or phone calls to the project are used to address the process and the issues of the patient.

The strategies for responding to negative risks:

A risk is an unplanned occurrence that may or may not occur, but if it does, it will impact on the scope, expense, quality or schedule of my project objectives. Can have a positive or negative effect. A positive risk has a positive effect while the negative risk influence is negative. I want a positive risk realized while preventing a negative risk. I'll try to reduce the effect or likelihood of a negative outcome if avoidance is not feasible. In the planning process, I will identify those risks and create a strategy to handle them. There are various approaches to handling negative and positive risks.

• Escalate: When you are unable to manage risk on your own, you use the escalate risk response approach because you lack the authority, expertise, or knowledge required for a response. To take responsibility for managing the risk, you contact your PMO or Management. When management agrees no further steps can be taken except to report it in the risk register. The government, for example, is implementing a rule that could adversely affect your project. You don't have the resources to handle that risk, so you are approaching management.

• Mitigate: This risk mitigation technique allows you to minimize the risk effect or probability. Simply put, the strategy reduces risk severity. For instance, during the height of your project, a team member can quit. You find another employee with similar qualifications in your company to will the effect of his absence and tell his manager that you might need him for your project. The new employee may not be as competent but he may be willing to cover it.

• Transfer: When you lack the skills or resources to handle the risk, you use this technique, or you are too busy to handle it. You transfer the responsibility to a third party in this technique. When the danger occurs, it will be handled by the third party and you'll be free from the effect. Please note that the move does not remove the risk; it just transfers the risk management burden to a third party. You have to mount hardware, for example, and you have no experience with that job. The job is complicated, and this was achieved successfully by very few contractors. And you're approaching a contractor and telling them to do the job for you and sign a fixed price contract.

• Avoid: Trying to minimize the risk of its effect here. You do so by modifying the project management strategy, adjusting the scope of the project, or modifying the timetable. This technique is used with important risks. This is the best danger strategy but you can't always use it. It is easy to use this strategy if you recognise the danger at an early stage, as it is difficult and expensive to adjust the scope or plan at later stages. To use this technique, you'll need to persuade the client or the management to change the scope or schedule. Only after their approval can you use the avoid risk response strategy.

• Accept: This risk management technique can be used for both positive and negative threats. You do not take any action here other than to accept the danger and handle it. You use this approach for non-critical risks when it is not feasible or realistic to use other approaches to respond to the danger, even if the nature of the danger does not call for a response. You may acknowledge the risk, either by accepting it actively or passively. You have a separate contingency reserve in an active acceptance plan to handle the risk, and in passive acceptance, you do nothing but record the risk log.

Negative risks have a negative impact on my project goal and I must try to reduce the impact as a project manager. I have five methods for handling harmful hazards. Every strategy has its own value and I would select the best approach that fits the situation and the risk. Escalating is the only strategy out of these five strategies that I have no accountability because it is being done by the top management.