PJM 5300 Module 2 Risk Identification Example

Course	PJM-5300 Project Risk Management
Module	Module 2
Paper type	Module 2 case study: risk identification
Length	About 559 words, 5 pages
Format	APA 7 student paper
School	Thomas Edison State University
Program	M.S. in Management in Project Management
Updated	October 2026

Free sample paper for PJM 5300 Module 2

Ten Risks in Cause, Event and Effect: Identifying What Could Derail a Packaging Line

Student Name

M.S. in Management in Project Management, Thomas Edison State University

PJM-5300: Project Risk Management

Mentor Name

Month Day, Year

What this page is doingThe title names the format the register uses, which forces each risk to be stated precisely enough to manage.

Ten Risks in Cause, Event and Effect: Identifying What Could Derail a Packaging Line

Identification Techniques

Kendrick (2015) stresses that risk identification starts with thorough planning: the work breakdown structure and schedule reveal risks in each activity and dependency. He also draws on the PERIL database, a collection of problems reported by project managers, which shows that scope, schedule and resource risks dominate real projects. I used four techniques.

Technique	What it found
Work breakdown review	Integration of the line with our serialization system has no owner
Team brainstorm with engineering, quality, validation and maintenance	Compressed air capacity may be insufficient; operators need certification
Review against PERIL categories and our past projects	Vendor delays and late scope changes were common on our last two lines
Assumption analysis	We assumed the client's blister format is final; the client has not signed off

Stating Risks Precisely

Hillson (2002) recommended stating each risk in three parts, sometimes called a risk metalanguage: a cause, the uncertain event it could trigger and the effect that event would have. This format separates the risk from its cause and its consequence, so responses can target the right one.

The Risk Register

ID	Because of (cause)	This may occur (event)	Leading to (effect)	Owner	P	I	Score
R1	Vendor's order backlog	Line ships 4 or more weeks late	Validation and client start slip	Project manager	3	4	12
R2	New vision inspection camera model	Camera fails validation tests	Rework and revalidation; 2 to 4 weeks	Validation lead	2	4	8
R3	Client's format not signed off	Blister dimensions change after design	Tooling rework, $90,000	Account manager	2	4	8
R4	Line uses more air than current system	Compressed air capacity insufficient	Utility upgrade, $35,000 and 2 weeks	Facilities manager	2	3	6
R5	One validation engineer knows our protocols	Engineer leaves during the project	Validation delays	Quality director	1	4	4
R6	Serialization integration has no owner	Integration not ready at installation	Line cannot run commercially	IT manager	3	4	12
R7	New thermoforming technology	Operators not certified in time	Start delayed	Training lead	2	3	6
R8	Cleanroom shutdown needed	Shutdown overlaps another client's campaign	Lost revenue or delay	Operations director	2	3	6
R9	Exchange rate on euro-priced line	Euro strengthens before final payment	Cost rises up to $60,000	Finance	3	3	9
R10	Vendor finishes early (opportunity)	Line arrives 2 weeks early	Earlier operator training	Project manager	2	2	4

What this page is doingWriting each risk as cause, event and effect, as the register does, is what lets the team see that R6 is a planning gap it can close today rather than an uncertainty it must wait out.

Priorities

Two risks score 12, above the plan's threshold for reporting to the sponsor: late vendor shipment and the unowned serialization integration. R6 is unusual: its cause is a gap in our own plan, so it can be removed by assigning an owner and adding integration tasks to the schedule. Raz et al. (2002) found that risk management practices were associated with better project outcomes, especially in projects with high technological uncertainty, which describes the vision system and the new thermoforming technology here.

Next Steps

Owners will draft responses for R1, R6 and R9 by the next biweekly review, and the validation lead will quantify R2 in the activity risk analysis of Module 3.

Conclusion

Four techniques found ten risks, including one that was really a planning gap. Stating each as cause, event and effect, with an owner and a score, makes the register a tool for action rather than a list of worries.

References

Hillson, D. (2002). Extending the risk process to manage opportunities. International Journal of Project Management, 20(3), 235-240. https://doi.org/10.1016/S0263-7863(01)00074-6

Kendrick, T. (2015). Identifying and managing project risk: Essential tools for failure-proofing your project (3rd ed.). AMACOM.

Raz, T., Shenhar, A. J., & Dvir, D. (2002). Risk management, project success, and technological uncertainty. R&D Management, 32(2), 101-109. https://doi.org/10.1111/1467-9310.00243

Reading the PJM 5300 Module 2 assignment instructions

PJM-5300 includes four case studies, together worth 30 percent of the grade, two of them accompanied by live sessions in Modules 3 and 5. This case covers risk identification. Expect to apply several identification techniques to a project, state risks precisely, record them in a register with causes, effects, owners and scores, and decide which need responses first. Use the scales from your risk management plan so the scores mean something, and look for risks that are really gaps in the plan. Include at least one opportunity in the register, and check your assumptions as a source of risk, since unchecked assumptions often hide the largest exposures. Use the scoring scales from your risk plan.

How the PJM 5300 Module 2 example is put together

The case applies four identification techniques in a table, noting what each found, and draws on the PERIL database. A section introduces the cause, event and effect format with research support. A register lists ten risks, including an opportunity, with owners and scores. A priorities section explains which risks exceed the threshold and why one is a planning gap, with research on technological uncertainty. Next steps and a conclusion follow. The register includes an opportunity, early delivery, and an assumption that turned out to be a risk, the unsigned blister format, showing that identification covers more than obvious threats. Each technique is credited with what it found, so the reader can see why several were used. The priorities section explains why two risks exceed the reporting threshold.

Where the marks sit in the PJM 5300 Module 2 rubric

Mentors grade case studies on correct use of identification techniques, precise risk statements, a complete register and sound priorities. Papers that write risks in cause, event and effect form show precision. Using several techniques, and showing what each found, demonstrates thoroughness. Recognizing that some risks are planning gaps to close now shows practical judgment beyond filling in a template. Including opportunities and assumption risks shows command of the full identification process. Next steps with dates and owners show that the register will drive action. A register with owners and scores for every risk is ready to manage.

Common PJM 5300 Module 2 mistakes, and how to avoid them

Students lose points by listing vague risks such as "schedule delays," by confusing causes with risks or by leaving owners blank. Others identify risks from intuition alone. Use more than one technique. Write each risk as cause, event and effect. Assign an owner and score each risk with your plan's scales. Look for gaps you can close immediately. Check every assumption in your plan, and add at least one opportunity to the register. Name an owner for every risk before the first review, and rate each with the same scales. A free first sample on your own PJM-5300 risk identification case is available on request.

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More PJM 5300 and M.S. in Management in Project Management sample papers

PJM 5300 Module 2 questions, answered

Where can I find a free PJM 5300 Module 2 sample paper?

A ten-risk register for a packaging line installation is the case study above.

What is the cause, event and effect format?

A three-part risk statement naming a cause, the uncertain event it could set off and the effect that would follow.

What is the PERIL database?

Kendrick's collection of problems reported by project managers, used to find common sources of project risk.

What techniques identify project risks?

Work breakdown and schedule review, brainstorming, lessons from past projects and assumption analysis, among others.

How many case studies does PJM-5300 require?

Four case studies, which carry 30 percent of the course grade.

PJM 5300 Module 2 Case Study: Building the Risk Register for the Packaging Line Example