Introduction: Effective Risk Mitigation And Monitoring For MAP Project Success

The present paper provides a comprehensive analysis of the risks associated with the Multi-Arts Pavilion (MAP) project, with more focus on subterranean services and bushfire issues. As for business risks, it explains how these risks can be identified and evaluated and presents effective management strategies to avoid challenges and additional costs. The goal is to eliminate such crucial sources of threats and ensure that the project costs and timelines do not exceed the set budget. Non-intrusive surveys of potential subterranean utilities must be part of the evaluation, and the risk of bushfires must be evaluated properly. By way of this proactive approach, project planning and delivery will be more efficient, thus enhancing the chances of its success.

Identification and Evaluation of Risks

Risk Identification

Multi-Arts Pavilion (MAP) involves significant environmental risks, which should be taken into consideration. Imminent bushfires that may arise from the potential location of the project site impact development dates and costs. Environmental Protection Agencies and Local Fire Authorities can contribute to this since they provide the regulatory oversight and information necessary for an accurate assessment of risks. For the dangers to be clearly described and effective ways of minimising them to be established, a preliminary survey of the bush fire hazards is required. Another important risk is the Underground Services Risk. This has to do with the fact that there may be unknown underground cables, such as gas, electric or water pipes, that may be affected by construction work. Such interruptions can lead to significant amounts of time being wasted and possible extra costs (Priest, 2024). This risk involves engaging the local government and utility companies, as they have information on what subterranean infrastructure is available at the moment. A preliminary risk assessment of the likely and probable location of these utilities before excavation begins should be conducted and must involve non-invasive surveys. It is a proactive approach that contributes to an orderly business of the projects and can go a long way in minimising major disruptions.

Risk Evaluation

The Multi-Arts Pavilion (MAP) project's risk study identifies two main issues: which include those of underground services and risks arising from bush fires. They are still categorised as the potential having a medium level of likelihood and a high level of impact. Frequently, construction prices may go high, and time will be affected because of the Bushfire Risk. However, it has a medium relative likelihood, which can be evaluated according to the regional patterns; nonetheless, a quantitative estimate is needed to assess it. Likewise, if there are utilities that are found, the Underground Services Risk may lead to issues preventing the development and extensive costs (Gulari and Fremantle, 2021). Despite the fact that this risk is well experienced in the developed regions, more research has to be undertaken to establish the true extent of this risk.

Table 1: Risk management table

(Source: Self-created)

Project Development & Management Process

Risk Mitigation Strategies

In order to tackle the risks indicated for the MAP project, it is possible to utilise a number of mitigation measures: Risk assessment is the first approach when it comes to managing wildfire risks, whereby one has to ensure that a comprehensive assessment of the bushfire risks is conducted. To achieve this, it is mandatory to engage a certified fire safety expert to undertake a review before the entire design of the project is developed. This means that from the design and budgeting aspect, the bushfire mitigation measures will be integrated into the project for construction within a hostile environment (Currie and Correa, 2021). The second process that should ensue from the risk assessment is the development of a bushfire management plan. Selecting the right materials, of which fire-resistant ones are recommended, being smart in the manner in which the landscape surrounding the building is maintained, and lastly ensuring that there are emergency response procedures in place are parts that make up this plan. In order to decrease the potential effects of wildfire threats, it is essential that this plan be created and implemented after the assessment but before any construction takes place (Fremantle, 2022). An initial check without The Drilling process is the first method used in Underground Services Risk. To estimate probable utility locations early integral survey in the Project is required to estimate the probability of Utilities crossing the Project area. Detailed forecasts are capable of guiding the subsequent stages in planning and the resultant disruption (Richer, 2021). Special surveys for those utilities that may be located underground need to be conducted before the start of construction. Such utilities are usually identified during the construction process, which is why this action involves detailed utility mapping and exploration to avoid any potentially devastating incidents during the construction phase. In the early stages of the project, the consultation with the community and other stakeholders and the local utility providers also happens. These parties could be incorporated to ensure full cooperation with the provision and utilisation of relevant data that may be available regarding already existing subterranean services (Barrett et al, 2023). These are some of the actions typically undertaken to minimise possible risks while assuring increased effectiveness of project delivery.

Figure 1: Designer's impression of the new development

(Source: Self-Created)

Monitoring and Updates

In the case of the Multi-Arts Pavilion (MAP) project, especially where risk management is concerned, observation is continuous, and updates are required. It is important to have a sufficient system for monitoring the risks to be able to focus on the risks to review the assessment of risks from time to time because of the fresh information. This step is continuously needed up to the final stage of a project in order to identify visually arising risks and address them before they become a serious threat. The project team is able to avoid any disruptions and maintain a high level of project velocity by updating the risk assessments and consequently, the expectation of the project plans and management strategies (Scott, 2022). Moreover, it would require compliance with transparency, which implies reporting on the stated goals and continued engagement of the stakeholders. This requires making stakeholders aware of the current performances and changes in risk management; this may be through monthly reports where necessary (Ware et al, 2025). By these updates, risks, the progress that has been made in managing them or any changes to the risk management plan that has been developed are communicated to the stakeholders (Heim, 2021). By means of such proactive communication, trust is built, and it is guaranteed that everyone is in harmony with the risk management of the project. Altogether, this approach ensures proper control over the projects as well as helps to achieve the goals set before the end of the specified spending budget and time.

Figure 2: Floorplan of the multi-arts pavilion
(Source: Self-Created)

Conclusion

In conclusion, this research implicitly posited that for the Multi-Arts Pavilion (MAP) project to develop successfully, risk management issues must be identified and effectively managed. Another way the project can manage potential problems is by employing preventive measures to decrease the impact of control and focus on severe risks, such as subsurface services and wildfire issues. With suitable risk descriptions and a carefully developed management plan, the necessary safety measures for the design and construction phases will be incorporated smoothly. In the course of the project life cycle, frequent reporting and risk assessment ensure that changes are implemented in an easy way, maintaining transparency and engaging all parties. All of these are in an effort to bring about management of the project’s finances, time scope and thus bring about efficient and effective delivery of the project.

References

Journal

Priest, R.A., 2024. The value and impacts of collaborative visual art projects for young artists: an exploration of the national galleries of Scotland’s outreach work.

Gulari, M.N. and Fremantle, C., 2021, December. Learning Arts Organisations: Innovation through a Poetics of Relation. In Arts (Vol. 10, No. 4, p. 83). MDPI.

Currie, M. and Correa, M.M., 2021. The culture and communities mapping project. Palgrave Macmillan.

Fremantle, C.N., 2022. Working together on ecological thinking: relationality and difference (Doctoral dissertation).

Richer, S., 2021. How can cultural policy strengthen the arts and cultural sector? (Doctoral dissertation, Open Access Te Herenga Waka-Victoria University of Wellington).

Barrett, F., Johnson, P. and Ratliff, M., 2023. Queer Curatorial Relations: A Dialogue on Five Recent Projects. Australian and New Zealand Journal of Art, 23(1), pp.61-79.

Scott, C., 2022. Moving air-a portfolio of sounding sculpture (Doctoral dissertation, University of Glasgow).

Ware, V.A., Sadeghi-Yekta, K. and Prentki, T., 2025. Drawing it Together: The Art of Development. In Routledge Handbook of Arts and Global Development (pp. 509-528). Routledge.

Heim, W., 2021. The Times of Caring in a Nuclear World: Sculpture, Contamination and Stillness, Arts, 11 (7): 1.