THE UNIVERSITY OF BRITISH COLUMBIA, OKANAGAN CAMPUS
FACULTY OF APPLIED SCIENCE, SCHOOL OF ENGINEERING
ENGR 303
ENGINEERING PROJECT MANAGEMENT
ASSIGNMENT 5
December 5, 2024
Table of Contents
Project Overview 3
Project Justification 4
Quantitative Risk Analysis 4
Justification of Risk Allocation 6
Action Plan 8
Conclusion 12
Selected Project: Gordie Howe International Bridge, Windsor Detroit
Figure 1: Gordie Howe International Bridge
Project Overview
The Gordie Howe International Bridge is a bridge that will connect Canada to the USA Through
Windsor and Detroit (Federal Highway Administration, n.d.). The bridge will improve traffic flow
and make the trip across the USA-Canada border more accessible. The bridge will consist of a
Cable-stayed design and will have a length of around 2.5 kilometres (1.5 miles). This bridge will be
the largest Cable-stayed bridge in North America and will span over 800 metres without bridge
piers in the water. The bridge will have large Points of Enter (POE) on both sides ensuring efficient
traffic flow and security. The POE in Canada will be roughly 53 hectares (130-acre site) and the
USA POE will be approximately 68 hectares (167 acres) (Gordie Howe International Bridge, n.d.).
Project Justification
All projects of any scale have an associated risk, identifying these risks helps to determine how
“risky” a project may be. In the case of the Gordie Howe International Bridge, the main risk of the
project is in the name. The main risk factor of this project is that it starts in one country and ends in
another, these countries being Canada and the United States.
To answer the question of why a risk analysis is necessary, we must first refer to the definition of
risk in a project. As defined in the lecture slides “Risk relates to the potential of all threats which
can affect the achievement of objectives for an investment”. When considering this statement, it is
clear that all factors which can affect a potentially 5.7 billion dollar project must be identified and
dealt with individually in order to avert crises. In the next section, the individual risks of this project
will be identified, analyzed and mitigated.
(a) Identification of the risk factors
The risk factors with the Gordie Howe International Bridge include economic, political and safety
risks that may pose a challenge to completing the project.
Quantitative Risk Analysis
The Quantitative Risk Analysis will structurally approach the likelihood and impact of potential
risks using statistical methods and numerical data. A table will be used to organize the description
of each risk and the identification of stakeholders with each corresponding risk. Therefore, helping
quantify potential losses, costs, or delays, providing a measurable basis for decision-making. This
will be our main method of analyzing the Gordie Howe International Bridge Project and the risks
that could potentially interfere.
The analysis of our risks will take place in a table format and rated on a scale from 1-5. The
likelihood and potential impact will be analyzed on this scale. One being least likely and impactful
and five being most impactful and likely to occur. The table will be highlighted with either green,
yellow or red. Green represents the least impactful and not high risk, yellow represents a slightly
more likely and impactful risk than green while not being a high risk of occurrence. Finally, the red
highlight represents the most impactful and likely to occur risks.
Risk Name Likelihood Impact Description Stakeholders
Scheduling 3 2 This could be a result of resource Project managers
Conflicts overlap, unrealistic timelines,
prioritization issues, and external
dependencies.
Funding Delays 3 3 Delays in financial resources can Projector managers,
result in delays in resources, labourers
deliverables and activities.
Accidents 5 4 Accidents can range from small Labourers, project
individual incidents to large scale managers, investors
disasters that can affect project
schedule. When heavy equipment is
involved, this risk increases
drastically.
Financial 1 5 When things go over budget because Project managers,
deprivation of changes in design or material costs investors
rising, a lack of money can stagnate
progress.
International 1 5 This project starts in Canada and the Project managers,
Conflict US, making it an international legal team
bridge. If conflict were to arise
between the countries over the
project or something else, it would
cause delays or shutdown.
Material Shortage 3 5 If materials required to finish the Project managers
project are delayed or unavailable,
sourcing new products or waiting can
delay key steps by weeks or even
months.
Legal Barriers 2 5 When legal requirements in regards Legal Team, project
to environmental, social, and managers
governmental factors come at odds
with project plans, it can result in a
large change of design to the project.
Technological 3 3 This could result in disruptions, Investors, project
Failures delays and losses. Could be a result managers
of malfunctioning, underperforming,
and inadequate technology.
Worker Shortage 2 4 Not having a sufficient amount of
workers will delay any project due to
not having enough people dispersed
to each activity a project has
Natural Disasters 1 5 Drastic weather changes,
environmental changes, and
catastrophic events could cause
significant damages to property,
infrastructure and equipment.
Miscommunicatio 3 2 A lack of effective exchange of Project managers,
n information among team members,
stakeholders and other parties. This
leads to misunderstanding, errors,
inefficiencies, and reduced project
success rate.
Material Defects 2 2 Any material defects will need to be Investors, project
checked and replaced due to the managers
possibility of the material breaking
and causing irreversible damage. The
time it takes to replace the materials
will cause a bit of delay but won't be
detrimental since there are other
materials.
Death 1 3 The passing of imperative players in Project managers
the project management system can
result in delays or missed visions for
the result of the project
Justification of Risk Allocation
Scheduling Conflicts
- Project managers
- Scheduling belongs to the project managers to allocate resources, and if there is a
mistake made in that process the project managers are the ones who would need to
fix it.
Funding Delays
- Project Managers
- If funding is delayed, moving things around to keep work going will be required.
Continually, project managers will need to work to get the funding that is delayed.
- Labourers
- Without funding, labourers cannot do the work they need to do next and remain idle
until they are given more work to do.
Accidents
- Labourers
- Accidents that injure labourers are not good, but other accidents that stop work or
progress can leave them without work.
- Project Managers
- Finding ways to remedy problems created by accidents takes a lot of reshuffling of
schedules and finding new ways to allocate funds and resources.
- Investors
- Wasted money on repairing accidents needs to come from somewhere.
Financial Deprivation
- Project Managers
- A lack of financial resources can influence the quality and quantity of workers on the
project, compromising project length and client standards of the quality of the result
- Investors
- Investors could pull funding if results are too slow, low quality or show no demand
International Conflicts
- Project Managers
- With international problems, many project steps are delayed, interfering with the
project timeline construction plan
- Legal Team
- International legal issues could derail project timelines, funding, and permits for
international construction
Material Shortage
- Project Managers
- Without proper materials, the project has no way to proceed regardless of any other
constraint
Legal Barriers
- Legal Team
- Legal issues with contractors, landowners and governments can stop all project
progress
- Project Managers
- Depending on the legal team, any legal barriers will stop all work at risk of a lawsuit
or project cancellation
Technological Failures
- Investors
- Large-scale technological failures cost investors more money, whether that is
replacing equipment and material or delaying a project’s critical path
- Project Managers
- Small-scale technological failure often delays a Project Manager’s operation and
future plans
Worker Shortage
- If there are not enough workers, the quality of the work can be compromised, and the length
of the project will most likely be extended
Natural Disasters
- Natural disasters can harm workers, destroy completed work, compromise materials and
extend total project time significantly
Miscommunication
- Project Managers
- Preventable mistakes use many resources that can be allocated elsewhere to advance
the project
Material Defects
- Investors
- Material repurchasing could cost investors additional money and compromise the
timeline of the project
- Project Managers
- Identified material defects can delay the project, unidentified material defects can be
dangerous and jeopardize the project’s integrity and safety
Death
- Project Managers
- Workers dying on the job site could result in large lawsuits, long project delays and
additional costs providing more safety prevention
Action Plan
Financial
Funding Delays:
To prevent any potential funding delays, the action plan should include establishing transparent and
effective communication with stakeholders, such as investors and contractors, to ensure common
knowledge of funding requirements across all aspects of planning. Project managers can provide a
bridge of communication between contractors responsible for efficient work and investors, who
provide resources required for project completion. Cost-saving measures should always be taking
place, including contract restructuring, dynamic resource allocation, and paying close attention to
all financial allocations, regardless of importance. However, these cost-saving measures should
never come at the cost of project quality.
Financial Deprivation:
Financial deprivation can quickly dissolve projects regardless of how well-designed they are. To
mitigate this, funding sources should be diverse and independent. Through government project
grants, international investment opportunities, and domestic investors, a diverse project fund results
in a more stable allocation of funds for resources or manpower. With a diverse set of investors
comes more groups with power over the project, potentially resulting in more conflict. Similar to
funding delays, a close eye should be kept on all cost-saving measures.
Communication
Scheduling conflicts:
A project such as the Gordie Howe International Bridge is guaranteed to have scheduling conflicts
regarding worker allocation, resource allocation, and subproject completion delays. Communication
between labourers, managers, developers, and investors is very important with so many moving
parts in a project plan. Estimated subproject completion dates should be a high priority and
communication of these completion dates should be shared throughout all levels of management to
avoid delays and conflicts.
International Conflict:
When dealing with a project that spans international waters, there will always be conflict that will
occur due to different laws, cultures and the current political climate with the U.S. and Canada
being very different in those aspects. To address this, an action plan should include creating an
established team that can address all relations across the border. This established team should work
with lawyers, government officials and cultural consultants to create and enforce protocols.
Miscommunication:
When developing an international project such as this one, maintaining open lines of
communication at all times is of utmost importance. To mitigate this from happening, ensure that
practices are in place to promote communication, and communicate with staff that mistakes are not
mistakes until they are left unnoticed. Another prevention method is to introduce standardized
training for all workers on the project to promote communication. If a miscommunication were to
happen, ensuring that all parties involved retain a cool and collected mindset during the situation
and working closely to ensure both parties are satisfied with the result and all miscommunications
are cleared is imperative.
Accidents
Accidents:
Accidents are always prone to happen no matter how safe you are or how many safety measures are
implemented. To address this, the action plan must emphasize creating a strong safety culture
through in-depth training, regular drills, and adherence to safety protocols. There should be a clear
and easy way to report hazards and accidents to address them promptly when they occur. Having
emergency response teams and first-aid stations in place is also essential for minimizing the impact
of incidents. When you keep track of and review each incident it helps identify common risks and
improve safety measures over time.
Natural Disasters:
An action plan to best prepare for the occurrence of natural disasters is to first conduct a risk
assessment by using historical data, geological studies, and climate models to estimate the
probability of occurrence. Once determined, emergency protocols must be put in place to ensure
safety and project protection. Examples of procedures that will be put in place are evacuation,
equipment shutdown, and material/infrastructure protection. Furthermore, insurance will be
important to be financially sound even in the unlikely occurrence of a natural disaster. If a natural
disaster were to occur
Death:
An effective action plan to prepare for and avoid worker deaths on the Gordie Howe International
Bridge project should prioritize rigorous safety protocols, comprehensive training, and continuous
risk assessments. In-depth safety training for all workers is essential, and no worker should feel in
danger while completing their assigned tasks. Safety equipment is also a high priority, as fall
protection, helmets, and high-visibility clothing should be mandatory at all times. Safety drills
should be regularly conducted, ensuring all workers are ready to evade any potential dangerous
situations. Additionally, communication between all levels of employees on the project should be
open to any criticism or critiques relating to safety concerns.
Material Defects:
To best prepare for material defects, the identification of the most important materials is crucial.
When dealing with materials they must be kept in correct storage locations and quality tested before
use. To avoid material defects they will be properly transported and stored in the proper packaging
and in controlled environments. This will ensure no physical or chemical damage to the various
materials used in the Gordie Howe International Bridge. To avoid any safety risks a clear rejection
criteria will be set in place to inform the workers when to discard damaged materials.
Miscellaneous
Legal Barriers:
When developing an action plan to account for legal barriers, it is important to do this before the
construction process begins. Although costly, working with a team of dedicated lawyers to discuss
any possible legal issues or barriers that can possibly arise during the development process will set
up the project for success. One thing that can be done before construction, is to develop a clear
contract which outlines everything from the contractor's job and hours to each city and nation's
responsibility to the project. During the construction process, it is imperative to keep all documents
on record, in both physical and virtual copies to ensure they are not lost or destroyed. Post
construction, another action which can be taken is to ensure all inspections are complete and all
specifications of the contract are met. Another thing which can be done post construction is to have
a clear maintenance plan for the bridge which involves how each country will contribute to the
project throughout its life cycle.
Technological Failures:
When accounting for technological failures, risk assessments and mitigation are key. When working
with large-scale technology including cranes and lifts, assessments must be made consistently
regarding operator safety and machine functionality. The same principle applies to small-scale
technology, such as communication devices, planning/design software, and filing systems. A
suitable action plan would involve regular testing and updates of all digital systems, creating a
dedicated team to monitor technology performance, and implementing backup systems in case of
failure. Additionally, training workers and engineers on troubleshooting and recovery procedures is
crucial to ensure quick fixes during unexpected disruptions.
Worker Shortage:
A possible worker shortage could be avoided with many different strategies. A team dedicated to
recruitment efforts, targeting skilled labourers from local communities, nearby provinces and states,
or even international sources if necessary. Partnerships with trade schools, apprenticeship programs,
and unions could be formed to provide a steady flow of qualified workers. Additionally, a priority
should be offering competitive wages and benefits for the workers to retain workers with
experience on this specific project. Flexible work schedules and providing out-of-city workers with
accommodation can help attract more skilled workers. If shortages are still likely, temporary
staffing solutions and limiting non-essential personnel for certain subprojects could provide some
relief.
Material Shortage:
To address the risk of material shortages in a bridge project, accurate material estimation and early
procurement are critical. Reliable suppliers should be engaged with clear contracts specifying
delivery timelines and contingencies for delays. Maintaining buffer stock and using multiple
suppliers for critical materials reduces dependency. A robust inventory management system must
track stock levels and ensure proper storage to prevent degradation. Regular communication with
suppliers helps monitor progress, while contingency plans, such as alternative suppliers or
substitute materials, mitigate unexpected shortages. Continuous monitoring and periodic reviews
ensure timely corrective actions, minimizing delays and cost overruns.
Conclusion
To summarize, the risks involved with the construction and completion of the Gordie Howe
Bridge Project are numerous but not unconquerable. The benefit of an additional crossing to
connect the United States and Canada will bring greater unity and decreased local traffic density
around the existing crossing. Although the tasks ahead are physically larger because of the scale of
the project, there are very few circumstances that are not familiar to project managers. This analysis
demonstrates the best action to take for specific and high risk circumstances, with the greatest risks
being the unexpected circumstances; natural disasters, material shortages, and accidents to name a
few.
Regardless of the challenges, there is always a way to bring the project to completion. The
key to keeping these risks low level comes about from a comprehensive and proactive approach
through risk analysis. By addressing possible problems and their causes before they cause damage,
there can be financial savings and life savings. Planning for disaster instead of recovering from it is
imperative to risk reduction.
Financial risks are a major threat, with funding being a root cause; ensuring that resources
are properly allocated as well as ready and available can reduce risks of financial struggle greatly.
Communication risks such as scheduling conflicts and miscommunication can be mitigated via
focusing resources in these areas to create dedicated teams and action plans. Unpredictable risks
such as accidents, natural disasters, and deaths should have contingency plans put into place when
these unlikely occurrences do happen. Worker and material shortages are difficult risks to plan for,
but having additional teams ready to recruit workers and having a buffer stock of materials can
reduce the impact if these circumstances become a reality.
Risks are inevitable when it comes to starting any project; having a plan for them is not
guaranteed. It takes work and planning to ensure these risks are not detrimental to the completion of
the project. With enough thought and planning, most risks can be mitigated or at the very least not
entirely destructive when they come to life.
Project Manager’s Report:
When working on assignment 5, it was a much different approach. Our initial meeting was
much longer than previous assignments, as a more in-depth plan provided a more strategic approach
to this report. In assignments 1-4 the questions were generally done with little collaboration, aside
from checking work and ensuring all members worked efficiently and without error. However,
assignment 5 required collaboration regarding every aspect of the report.
The responsibilities were divided evenly, with two members focusing on the overview and
justification, two on the risk allocation and action plan, and one on the conclusion. The quantitative
risk analysis was done in person with the whole group, as there was the most versatility and
variability within that section, sparking debates and opinions.
There were a few challenges in this assignment. The organization of in-person meetings was
difficult due to varying schedules across all group members. While in the group meetings, there
were clashing opinions on the likelihood of risks and their impacts. All opinions were noted and a
final draft was completed to the liking of all group members.
As this was the most time-consuming assignment, I learned many things about teamwork
and leadership. While in-person meetings are very efficient, sometimes varying opinions are very
different, and incorporating both ideas is very important, despite the challenge.
References
Federal Highway Administration. (n.d.). Gordie Howe International Bridge. U.S. Department of
Transportation.
[Link]
ordie%20Howe%20International%20Bridge,53%20mile.
Gordie Howe International Bridge. (n.d.). Project overview.
[Link]
%20being%20delivered,%2C%20to%20long%2Dterm%20maintenance.
