case study chapter 5

Case Study Questions Class 9 Science The Fundamental Unit of Life

Case study questions class 9 science chapter 5 the fundamental unit of life.

CBSE Class 9 Case Study Questions Science The Fundamental Unit of Life. Important Case Study Questions for Class 9 Exam. Here we have arranged some Important Case Base Questions for students who are searching for Paragraph Based Questions The Fundamental Unit of Life.

CBSE Case Study Questions Class 9 Science – The Fundamental Unit of Life

All living Organisms are made up of cells and these cells perform all the functions essential for the survival of the Organism eg. Respiration, digestion, excretion etc. In Unicellular organisms, a single cell carries out all these functions and in multicellular organisms different group of cells carry out different functions.

(1) Who discovered the cell?

(d) T. Schwann

(3) Who coined the term ‘Protoplasm’?

(b) Cell organelle

(c) Fluid substance of the cell.

(b) Cell is the basic unit of life

(a) British zoologist

(b) German zoologist

(d) Antony Von Leeuwenhoek

(c) Rudolph Virchow

(a) Proteins

(4) Why cell membrane is known as selectively permeable membrane?

(a) Cell membrane

Statement 2 – Cell wall is mainly composed of cellulose.

(a) Protoplasm

(a) Cisternae, tubules and vesicles.

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CBSE Class 10 Maths Case Study Questions for Maths Chapter 5 - Arithmetic Progression (Published by CBSE)

Case study questions on cbse class 10 maths chapter 5 - arithmetic progression are provided here. these questions are published by cbse to help students prepare for their maths exam..

CBSE Class 10 Case Study Questions for Maths Chapter 5 - Arithmetic Progression are available here with answers. All the questions have been published by the CBSE board. Students must practice all these questions to prepare themselves for attempting the case study based questions with absolute correctness and obtain a high score in their Maths Exam 2021-22.

Case Study Questions for Class 10 Maths Chapter 5 - Arithmetic Progression

CASE STUDY 1:

India is competitive manufacturing location due to the low cost of manpower and strong technical and engineering capabilities contributing to higher quality production runs. The production of TV sets in a factory increases uniformly by a fixed number every year. It produced 16000 sets in 6th year and 22600 in 9th year.

Based on the above information, answer the following questions:

1. Find the production during first year.

2. Find the production during 8th year.

3. Find the production during first 3 years.

4. In which year, the production is Rs 29,200.

5. Find the difference of the production during 7th year and 4th year.

2. Production during 8th year is (a+7d) = 5000 + 2(2200) = 20400

3. Production during first 3 year = 5000 + 7200 + 9400 = 21600

4. N = 12 5.

Difference = 18200 - 11600 = 6600

CASE STUDY 2:

Your friend Veer wants to participate in a 200m race. He can currently run that distance in 51 seconds and with each day of practice it takes him 2 seconds less. He wants to do in 31 seconds.

1. Which of the following terms are in AP for the given situation

a) 51,53,55….

b) 51, 49, 47….

c) -51, -53, -55….

d) 51, 55, 59…

Answer: b) 51, 49, 47….

2. What is the minimum number of days he needs to practice till his goal is achieved

Answer: c) 11

3. Which of the following term is not in the AP of the above given situation

Answer: b) 30

4. If nth term of an AP is given by an = 2n + 3 then common difference of an AP is

Answer: a) 2

5. The value of x, for which 2x, x+ 10, 3x + 2 are three consecutive terms of an AP

Answer: a) 6

CASE STUDY 3:

Your elder brother wants to buy a car and plans to take loan from a bank for his car. He repays his total loan of Rs 1,18,000 by paying every month starting with the first instalment of Rs 1000. If he increases the instalment by Rs 100 every month , answer the following:

1. The amount paid by him in 30th installment is

Answer: a) 3900

2. The amount paid by him in the 30 installments is

Answer: b) 73500

3. What amount does he still have to pay offer 30th installment?

Answer: c) 44500

4. If total installments are 40 then amount paid in the last installment?

Answer: a) 4900

5. The ratio of the 1st installment to the last installment is

Answer: b) 10:49

Also Check:

CBSE Case Study Questions for Class 10 Maths - All Chapters

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Case Study Research in Software Engineering: Guidelines and Examples by Per Runeson, Martin Höst, Austen Rainer, Björn Regnell

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DATA ANALYSIS AND INTERPRETATION

5.1 introduction.

Once data has been collected the focus shifts to analysis of data. It can be said that in this phase, data is used to understand what actually has happened in the studied case, and where the researcher understands the details of the case and seeks patterns in the data. This means that there inevitably is some analysis going on also in the data collection phase where the data is studied, and for example when data from an interview is transcribed. The understandings in the earlier phases are of course also valid and important, but this chapter is more focusing on the separate phase that starts after the data has been collected.

Data analysis is conducted differently for quantitative and qualitative data. Sections 5.2 – 5.5 describe how to analyze qualitative data and how to assess the validity of this type of analysis. In Section 5.6 , a short introduction to quantitative analysis methods is given. Since quantitative analysis is covered extensively in textbooks on statistical analysis, and case study research to a large extent relies on qualitative data, this section is kept short.

5.2 ANALYSIS OF DATA IN FLEXIBLE RESEARCH

5.2.1 introduction.

As case study research is a flexible research method, qualitative data analysis methods are commonly used [176]. The basic objective of the analysis is, as in any other analysis, to derive conclusions from the data, keeping a clear chain of evidence. The chain of evidence means that a reader ...

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Case Studies

Chapter 5: Case Study

Florida trip.

You and your family of 5 have been planning a trip for a year.  You want to go to Florida for 2 weeks in December over the holiday season.  Your family’s preference is to travel to the Naples’s area.  You will rent a condo with 3 bedrooms.  It must have a pool.  You will need to fly to the Naple’s airport.  You also would like to have a car for the 3 weeks.  The plan is to visit many of the destination tourist sites.  Your family cannot exceed $10,000.00 in total for the trip.  There may be more details about the trip that you need to plan.  You can be creative and build these into the plan.

Following the scope project planning, develop a Scope Statement for your family that includes:

• Project objective
• Deliverables
• Technical requirements
• Limits and exclusions
• Reviews with customer (your family)

Chapter 5: Case Study Copyright © 2022 by Debra Patterson. All Rights Reserved.

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Class 9 Science Case Study Questions Chapter 5 The Fundamental Unit of Life

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Case study Questions in Class 9 Science Chapter 5 are very important to solve for your exam. Class 9 Science Chapter 5 Case Study Questions have been prepared for the latest exam pattern. You can check your knowledge by solving  Class 9 Science Case Study Questions  Chapter 5 The Fundamental Unit of Life

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In CBSE Class 9 Science Paper, Students will have to answer some questions based on Assertion and Reason. There will be a few questions based on case studies and passage-based as well. In that, a paragraph will be given, and then the MCQ questions based on it will be asked.

The Fundamental Unit of Life Case Study Questions With Answers

Here, we have provided case-based/passage-based questions for Class 9 Science  Chapter 5 The Fundamental Unit of Life

Case Study/Passage-Based Questions

Case Study 1: The cell theory, that all plants and animals are composed of cells and that the cell is the basic unit of life, was presented by two biologists, German zoologist Schleiden (1838) and British zoologist Schwann (1839). The cell theory was further expanded by Virchow (1855) by suggesting that all cells arise from pre-existing cells. With the discovery of the electron microscope in 1940, it was possible to observe and understand the complex structure of the cell and its various organelles.

(1) Theodore Schwann was a _____

(a) British zoologist

(b) German zoologist

(c) British botanist

(d) German botanist

Answer: (a) British zoologist

(2) Matthias Schleiden was a _____

(a) German zoologist

(b) British zoologist

(c) German botanist

(d) British botanist

Answer: (a) German zoologist

(3) Which of these scientists formulated the cell theory?

(a) Schleiden and Schwann

(b) Rudolf Virchow

(c) Robert Koch

(d) Antony Von Leeuwenhoek

Answer: (a) Schleiden and Schwann

(4) Which scientist was the first to explain that new cells arise from pre-existing cells?

(a) Antony Von Leeuwenhoek

(b) Matthias Schleiden

(c) Rudolph Virchow

(d) Theodore Schwann

Answer: (c) Rudolph Virchow

(5) Which of these scientists did not contribute to the cell theory?

(a) Robert Koch

(c) Theodore Schwann

(d) Rudolph Virchow

Answer: (a) Robert Koch

Case Study 2: Study the given diagram of the bacterial cells and answer any four questions from (i) to (v).

(i) Label the parts marked 1, 2, and 3. (a) 1- Nucleus, 2-Cell wall, 3- Plasma membrane. (b) 1-Cell wall, 2- Nucleoid, 3- Plasma membrane. (c) 1- Cytoplasm,2- Nucleus, 3- Cell wall. (d) 1- Nucleus, 2-Cytoplasm, 3- Cell wall.

Answer: (b) 1-Cell wall, 2- Nucleoid, 3- Plasma membrane.

(ii) Which structure is present in region 2 of a living cell bear genes? (a) Chromosome (b) Plasma membrane (c) Cytoplasm (d) Cell wall

Answer: (a) Chromosome

(iii) How nuclear region of a bacterial cell and the nuclear region of an animal cell is different from each other? (a) Nuclear region of bacterial cell is well defined but lacks any covering while nuclear region of an animal cell is poorly defined and membrane bound. (b) Nuclear region of bacterial cell is poorly defined and has a covering while nuclear region of an animal cell is poorly defined and membrane bound. (c) Nuclear region of bacterial cell is poorly defined and lacks any covering while nuclear region of an animal cell is well defined and membrane bound. (d) Nuclear region of bacterial cell is poorly defined and lack any covering while nuclear region of an animal cell is well defined and membrane bound.

Answer: (c) Nuclear region of bacterial cell is poorly defined and lack any covering while nuclear region of an animal cell is well defined and membrane bound.

(iv) Which of the following statement is correct? (a) A single cell cannot perform all the life processes independently. (b) A single cell can perform all the life processes independently.

(c) A single bacterial cell always needs another cell to carry out the life processes. (d) A bacterium is a multicellular organism.

Answer: (b) A single cell can perform all the life processes independently.

(v) An example of single-celled organism is : (a) Bird (b) Fish (c) Snake (d) Amoeba

Answer: (d) Amoeba

Case Study 3:

The fundamental unit of life is the cell. All living organisms are composed of cells, which are the smallest structural and functional units of life. Cells vary in size, shape, and organization in different organisms. They can be classified into two broad categories: prokaryotic cells and eukaryotic cells. Prokaryotic cells are simple and lack a well-defined nucleus, while eukaryotic cells are more complex and contain a true nucleus surrounded by a nuclear membrane. Within a cell, various organelles perform specific functions. For instance, the nucleus controls the cell’s activities and contains genetic material, while the cytoplasm houses organelles and provides a site for cellular processes. Understanding the structure and functions of cells is crucial to comprehend the complexity of living organisms and their ability to carry out essential life processes.

What is the fundamental unit of life? a) Atom b) Molecule c) Cell d) Tissue Answer: c) Cell

What are cells? a) Structural units of life b) Building blocks of matter c) Functional units of life d) All of the above Answer: d) All of the above

How do prokaryotic cells differ from eukaryotic cells? a) Prokaryotic cells have a true nucleus, while eukaryotic cells lack a nucleus. b) Prokaryotic cells are more complex than eukaryotic cells. c) Prokaryotic cells lack a well-defined nucleus, while eukaryotic cells have a true nucleus. d) Prokaryotic cells are larger in size than eukaryotic cells. Answer: c) Prokaryotic cells lack a well-defined nucleus, while eukaryotic cells have a true nucleus.

Which organelle controls the cell’s activities and contains genetic material? a) Nucleus b) Cytoplasm c) Cell membrane d) Mitochondria Answer: a) Nucleus

Why is understanding the structure and functions of cells important? a) To comprehend the complexity of living organisms b) To determine the size and shape of cells c) To classify cells into prokaryotic and eukaryotic d) To study the chemical composition of cells Answer: a) To comprehend the complexity of living organisms

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• What Is a Case Study? | Definition, Examples & Methods

What Is a Case Study? | Definition, Examples & Methods

Published on May 8, 2019 by Shona McCombes . Revised on November 20, 2023.

A case study is a detailed study of a specific subject, such as a person, group, place, event, organization, or phenomenon. Case studies are commonly used in social, educational, clinical, and business research.

A case study research design usually involves qualitative methods , but quantitative methods are sometimes also used. Case studies are good for describing , comparing, evaluating and understanding different aspects of a research problem .

Table of contents

When to do a case study, step 1: select a case, step 2: build a theoretical framework, step 3: collect your data, step 4: describe and analyze the case, other interesting articles.

A case study is an appropriate research design when you want to gain concrete, contextual, in-depth knowledge about a specific real-world subject. It allows you to explore the key characteristics, meanings, and implications of the case.

Case studies are often a good choice in a thesis or dissertation . They keep your project focused and manageable when you don’t have the time or resources to do large-scale research.

You might use just one complex case study where you explore a single subject in depth, or conduct multiple case studies to compare and illuminate different aspects of your research problem.

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Once you have developed your problem statement and research questions , you should be ready to choose the specific case that you want to focus on. A good case study should have the potential to:

• Provide new or unexpected insights into the subject
• Challenge or complicate existing assumptions and theories
• Propose practical courses of action to resolve a problem
• Open up new directions for future research

TipIf your research is more practical in nature and aims to simultaneously investigate an issue as you solve it, consider conducting action research instead.

Unlike quantitative or experimental research , a strong case study does not require a random or representative sample. In fact, case studies often deliberately focus on unusual, neglected, or outlying cases which may shed new light on the research problem.

Example of an outlying case studyIn the 1960s the town of Roseto, Pennsylvania was discovered to have extremely low rates of heart disease compared to the US average. It became an important case study for understanding previously neglected causes of heart disease.

However, you can also choose a more common or representative case to exemplify a particular category, experience or phenomenon.

Example of a representative case studyIn the 1920s, two sociologists used Muncie, Indiana as a case study of a typical American city that supposedly exemplified the changing culture of the US at the time.

While case studies focus more on concrete details than general theories, they should usually have some connection with theory in the field. This way the case study is not just an isolated description, but is integrated into existing knowledge about the topic. It might aim to:

• Exemplify a theory by showing how it explains the case under investigation
• Expand on a theory by uncovering new concepts and ideas that need to be incorporated
• Challenge a theory by exploring an outlier case that doesn’t fit with established assumptions

To ensure that your analysis of the case has a solid academic grounding, you should conduct a literature review of sources related to the topic and develop a theoretical framework . This means identifying key concepts and theories to guide your analysis and interpretation.

There are many different research methods you can use to collect data on your subject. Case studies tend to focus on qualitative data using methods such as interviews , observations , and analysis of primary and secondary sources (e.g., newspaper articles, photographs, official records). Sometimes a case study will also collect quantitative data.

Example of a mixed methods case studyFor a case study of a wind farm development in a rural area, you could collect quantitative data on employment rates and business revenue, collect qualitative data on local people’s perceptions and experiences, and analyze local and national media coverage of the development.

The aim is to gain as thorough an understanding as possible of the case and its context.

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In writing up the case study, you need to bring together all the relevant aspects to give as complete a picture as possible of the subject.

How you report your findings depends on the type of research you are doing. Some case studies are structured like a standard scientific paper or thesis , with separate sections or chapters for the methods , results and discussion .

Others are written in a more narrative style, aiming to explore the case from various angles and analyze its meanings and implications (for example, by using textual analysis or discourse analysis ).

In all cases, though, make sure to give contextual details about the case, connect it back to the literature and theory, and discuss how it fits into wider patterns or debates.

If you want to know more about statistics , methodology , or research bias , make sure to check out some of our other articles with explanations and examples.

• Normal distribution
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• Null hypothesis
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• Control groups
• Mixed methods research
• Non-probability sampling
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Chapter 5: Conclusion, Interpretation and Discussion

Introduction.

The following chapter concludes this report. A summary of the research is presented, and findings of the study are discussed and interpreted. The significance of this research in the immediate context of El Gallo and in the field of low-income housing is examined. Recommendations for further research end the chapter.

The scope of the following conclusions is limited to the context and historical characteristics of El Gallo. Thus, applied to other situations, these conclusions may yield incorrect assumptions. Still, these conclusions are relevant to the process of dwelling evolution in progressive development projects.

5.1 Summary of Research

This study observed the process of dwelling evolution in progressive development projects. The literature review was concentrated on the process of progressive development occurring in planned sponsored projects. It was found that, based on observations of the informal settlement process, progressive development under different contextual conditions was not questioned, and its benefits were taken for granted. Studies in the area were reduced to the period of improvement up to the time when the dwelling was physically consolidated. Longer term evaluation of progressive development projects were not found.

Research was undertaken on a 27-year-old progressive development project in Venezuela. The intention was to observe the process of dwelling evolution and the kind of housing that was being produced under progressive urban development projects on a long-term basis. The case study showed dwellings built with different initial levels of user-participation. Dwelling evolution was observed in a survey sample using parameters relevant to the case study (i.e., area increase, dwelling spatial growth and plot occupation, and changes in the functional structure).

Survey dwellings followed identifiable patterns of evolution in size, spatial structure and use-layout. Patterns were affected by aspects of the surrounding context and by aspects inherent to characteristics of the initial dwelling. Consequently, different dwelling groups showed different processes of progressive development.

5.2 Discussion and Interpretation of Findings.

As progressive developments, dwellings at El Gallo were able to adopt new and diverse roles along their whole process of evolution. In this section, relevant issues of the process of dwelling evolution observed at El Gallo are discussed. The first concerns the role of the non-permanent structure in the context of El Gallo as a sponsored progressive development project. The second comments on the process of dwelling evolution that followed the construction of the permanent structure.

In principle, non-permanent structures at El Gallo were similar to ranchos built in informal settlements. Ranchos at El Gallo served as primary shelters while more basic household priorities were met (i.e., services and infrastructure were provided, sources of income were found and generated, and even a favourable social environment was developed among neighbours). However, the majority of tin shacks were neither considerably increased nor upgraded with better materials even when they were used for long periods of time. This fact, together with the sudden change in the pace of development caused by the construction of a very complete permanent dwelling and subsequent removal of the rancho, had no connection with the gradual process of shack replacement observed in invasion settlements of Ciudad Guayana during this study (Portela, M. 1992). Neither did this process have a relationship with the system of "piecemeal construction" described by several housing researchers as characteristic of low-income dwellers.

The shanties were... housing in process of improvement. In particular the piecemeal system of building afforded great advantages to those who, like most of the poor in developing societies, have great variations in income from month to month (Peattie L. 1982:132).

Under El Gallo conditions of land security, ranchos did not show consolidation, and revealed their transient character because they were eventually substituted by permanent structures. The non-permanent structure revealed the primary household's aspiration for a minimum satisfactory habitable area. However, besides basic shelter during the initial stage, ranchos served to the purposes of capital accumulation that eventually allowed households to buy a basic unit according to official standards, or building a bigger, more complete first permanent structure. The size of ranchos reflected households' aspirations for the permanent dwelling, that is,smaller ranchos were substituted by basic units of the housing programs. Instead larger ranchos were substituted by large self-produced dwellings.

It is difficult to ascertain why ranchos were removed when they could have been kept as part of the dwelling, as in fact did a minority of households (2 cases). Is a fact that the temporary materials of ranchos contributed to their deterioration that ended with the total removal of the rancho. However, an idea that may have contributed to the demolition of the rancho was the household's adoption of the planner's belief that ranchos were a bad but necessary step on the way to obtaining permanent housing. Thus, once the permanent dwelling was built, the price households paid to gain credibility (i.e., that this stage was reached) was the demolition of the rancho itself. This interpretation can be specially true for Ciudad Guayana, where dwellings of certain quality such as those of El Gallo were seen as "casas" or houses. Instead, structures of similar quality in the hills of cities such as Caracas were still considered ranchos. In the long run, informal settlements obtained the largest benefits from this process because they gained far more official tolerance and social credibility (i.e., that shacks were actually temporary means of residence towards good-quality housing).

Those who lived in smaller ranchos improved their spatial conditions by moving to the small basic dwellings. Those who occupied bigger ranchos built bigger dwellings by themselves. Still, some households built their dwellings without going through the rancho stage. Self-produced dwellings followed the formal models either to gain the government's credibility of user commitment to build "good" government-like housing, or because households believed so. Imitation of the formal models, however, varied according to the builder's interpretation. For instance, the pattern of the detached dwelling was adopted, but often one of the side yards was reduced to a physical separation between the dwelling and the plot separation wall. More effective interpretations involved enlarging the front porch or using the central circulation axis to allow easy extension in the future.

The building approach of the permanent structure influenced the process of evolution that followed. Basic units built by the housing agencies had a compact, complete layout with higher standards of construction; however, aspects of the design, such as internal dimensions, were inadequate for household criteria, and the layout was not well adapted. Dwellings built according to provided plans and specificationshad similar problems, but households enlarged spaces and modified layouts when they were building the units. The level of construction standards was also reduced since the lateral façades of some dwellings were unfinished. Dwellings built totally by self-help means were the largest permanent structures. Aspects of the design of the first permanent structure allowed easy extension of the dwelling towards open areas of the plot. More user participation was reflected in straight-forward processes of evolution without internal modifications, and fewer stages to reach the current houseform.

5.3 Significance of the Study

While this study acknowledges again the effectiveness of progressive development in the housing system, it shows how dwelling evolution in progressive development projects can have different characteristics produced by internal and external interventions. Usually, projects are designed and launched to reproduce certain desirable outcomes and meet specific expectations. However, conditions prevailing in these projects and sometimes strategies that are introduced to "improve," "speed up" or make more "efficient" the process of evolution can affect the outcome in many different ways. This study showed how contextual characteristics of El Gallo, as well as the design and level of user participation in the initial permanent dwelling, affected successive stages of progressive development. However, it is important to recognize that are other issues beyond the spatial aspects that are intrinsically related with the evolution of the dwellings and that were not included within the scope of these particular research (i.e., household's changes in income, size, and age or gender structure).

The findings at El Gallo add modestly to the body of knowledge of literature on progressive development. Progressive Urban Development Units, UMUPs , have been the main housing strategy in Ciudad Guayana these last years, and they are likely to keep being used. Simple facts such as knowing the characteristics of the additions and modifications that households make to their dwellings over time can be the basis for more assertive actions supporting or enforcing progressive development activities. Understanding the process of dwelling evolution in low-income developments would be an effective way to help the process that, in the case of Ciudad Guayana, zonings and bylaws have been unable to regulate.

5.4 Recommendations for Further Research

Long term assessments are particularly constrained by the availability and reliability of recorded data. The frequency, and often the methodology, in which censuses and surveys are made do not always suit the purposes of this kind of research. Household interviews are very important, but they may become troubled by informant's limited memories and the continuity of the household in the dwelling. Aerial documentation, if available, represents one of the most reliable sources to observe physical change. Nevertheless, a careful and detailed process of observation of aerial data becomes very time consuming. For similar studies, a first phase in which the housing diversity is identified in the aerial data according to the selected criteria, would allow to reduce the number of detailed survey samples needed, thus considerably reducing the time of data collection.

In the context of Ciudad Guayana, further studies of the non-permanent dwelling in recent UMUPs would reveal new insights into the function of these structures in progressive development projects. This would be essential especially if any kind of initial aid is to be provided. On the other hand, following the growth of progressive developments is necessary if services and infrastructure are, as they are now, the responsibility of the local government. Identifying the producers of physical evolution -- i.e., the drivers and catalysts of change -- would be an important step for further research. An interesting step within this trend could be to ascertain the extent in which other household processes -- family growth, income increase and economic stability, household aging, changes in the household composition (single- to multi- family), etc., affect the process of dwelling evolution.

In the context of low-income housing, the process of progressive development needs further understanding. As in Ciudad Guayana, progressive development is likely to be the main housing strategy for other developing countries in the near future. Local authorities would do well to follow the evolution of settlements and to identify real household needs, and the consequences of public and/or private interventions in low-income settlements. Perhaps the most important learning of this study is that the experience of El Gallo acknowledges again the dynamic participation of the low-income households under different conditions, and still leaves wide room for a positive participation for the many other actors in the evolving urban entity.

. Notes for Chapter V

1 Dodge reports that some settlers of Ciudad Guayana kept the rancho and rented it to poorer families (Dodge,C. 1968:220). This attitude has been more common in other progressive development projects. The Dandora site and services also encouraged the construction of temporary shacks while the permanent dwelling was built. However, non-permanent structures remained to be rented or used as storage areas even after the permanent dwelling was built (McCarney, P.L. 1987:90).

Department and University Information

Minimum cost housing group.

Case Study Research Design and Methods

• Robert K. Yin - COSMOS Corporation

This text provides a useful overview of how to conduct, structure and design case study research. It is a useful text for undergraduates as it also introduces ethical considerations that are, at times, overlooked in other texts. The specific boundaries that require evaluation as part of the research design process are well represented in this text.

Good view of case study research by one of the key authors on the area. Easy to read for students and very useful for those using case study method for their dissertations

This Book is the latest for Yin's case study as far as I am aware of. Well thought and structured Book which most of the students in the class liked. I will strongly recommend.

It is an essential reading for those doing a research project. Explains in detail every notion and construct. Shows what one have do in practice when approaching a research problem from a case study perspective

A must read for any researcher that intends to design and undertake case study research.

Robert K. Yin

Robert K. Yin is President of COSMOS Corporation, an applied research and social science firm.  Over the years, COSMOS has successfully completed hundreds of projects for federal agencies, state and local agencies, and private foundations.

Outside of COSMOS, Dr. Yin has assisted numerous other research groups, helping to train their field teams or to design research studies. The most recent such engagements have been with The World Bank, the Division of Special Education and disAbility Research at George Mason University, the Department of Nursing Research and Quality Outcomes at the Children’s National Health System (Washington, DC), and the School of Education, Southern New Hampshire University.

Dr. Yin has authored over 100 publications, including authoring or editing 11 books (not counting the multiple editions of any given book). Earlier editions of the present book have been translated into eight languages (Chinese, Japanese, Korean, Swedish, Romanian, Italian, Polish, and Portuguese), and a second book on Qualitative Research from Start to Finish (2016) is in its 2nd edition and has been translated into four languages (Chinese, Korean, Swedish, and Portuguese).  Dr. Yin received his B.A. in history from Harvard College (magna cum laude) and his Ph.D. in brain and cognitive sciences from MIT.

Implementation of the AASHTO Guide for Enterprise Risk Management (2022)

Chapter: chapter 5 - other case studies.

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

82 Other Case Studies During the ERM pilot implementation portion of this project, numerous meetings were held (workshops, COP meetings, peer exchanges, and webinars). Representatives from a number of other DOTs also participated in these meetings and shared their experiences about implementa- tion of ERM. In this section, selected experiences from a few of these state DOTs are discussed. ese case reports relate either to the status and progress of overall ERM in their states or other specic initiatives that are separate and distinct from the pilot initiatives implemented as part of this project. Selected experiences from Caltrans, VTrans, MnDOT, and WSDOT are included. 5.1 California Department of Transportation e discussion in this section is based on information presented by Caltrans sta during a peer exchange conducted for the project. It shows how risk management works at that agency. Caltrans represents a mature risk management agency with practices supported by a state government-wide eort to manage risks. Risk management in California is mandated by state law, and the agency is required to report its risk management activities annually to the governor. A key action taken by Caltrans in ERM implementation was to assign the responsibility of ERM to a risk management division led by a chief risk ocer, thereby ensur- ing continuity of ERM eorts in the agency. 5.1.1 Caltrans Risk Management Case Study Caltrans adopted an ERM program in 2013 aer receiving scrutiny in 2012 for questions about the integrity of testing related to the Oakland Bay Bridge. When Caltrans started its ERM program, there were few models to follow. Caltrans sta reached out to WSDOT and MnDOT for input. ese two DOTs were among the few states that had examples to share at the time. e Caltrans risk management program identies and manages risk to the agency’s strategic objectives. e agency’s mission is to provide a safe, sustainable, integrated, and ecient trans- portation system to enhance California’s economy and livability. Caltrans’ risk management program is strongly aligned to its strategic objectives. e risks it identies and focuses on are those that relate to the agency’s strategic objectives. Because Caltrans is so large, with over 20,000 employees and a budget of over $15 billion, the agency faces numerous and diverse risks. e Caltrans ERM team facilitates the risk management process by organizing and conduct- ing agency-wide risk assessments. ese produce a list of threats and opportunities such as those shown in Figure 5.1. e example shown in Figure 5.1 is based on 28 four-hour meetings that Caltrans conducted while assessing the agency’s risks. e meetings originally were free-owing sessions of writing risks on boards and reaching consensus. at process proved dicult for C H A P T E R 5

Other Case Studies 83   synthesizing risks. In a revised process, risk management sta sent forms to various divisions for them to prepopulate with the risks. ese prepopulated risks served as input to the brain- storming in the sessions. Caltrans is continually evolving its process and has not used the same process twice. is is a reection of the agency’s learning and streamlining of the risk assessment process. e ERM sta provide risk management–related training and organize and facilitate the risk assessment meetings. ey lead the teams through the risk assessment and develop the agency’s risk prole. ey also monitor the risk-response actions and keep the agency informed. Caltrans has a chief risk ocer with delegated authority to implement, manage, and lead a statewide ERM function. Caltrans develops two levels of risk assessment. One is at the agency-wide level, and the other is at the level of districts, divisions, and specic programs. Program and district leadership teams participate in the risk sessions. e risks at the agency-wide level are used to support ERM and strategy setting, and they feed into a statewide risk management process. e district- or program-level risks support annual planning and priorities at the district or program levels. At the time of this writing, Caltrans was looking at gaps in the management of risks at the mid- levels of the organization. e 2019 risk assessment eort led to 603 risk statements, of which 197 were opportunities and 406 were threats. Values are assigned not only for likelihood and impact, but also for velocity, which is an indication of how imminent the risk is. Velocity was a new factor in 2019, reecting the continuing eorts to improve the process. Participants discussed how adding velocity, or a time factor for a risk, can help identify which risks are imminent and which are longer term. In the 2019 exercise, likelihood, impact, and velocity, when combined, could create the highest score of 15, while low-risk items had scores of between 4 and 7. e most common risk areas were external partnerships, workforce planning, data governance, project delivery process, and compliance. Figure 5.2 shows a summary of the risk categories. e risk matrix Caltrans used is shown in Figure 5.3. However, the highest-scoring risks include those related to unsheltered populations, equity, out-of-scope work, quality management, and information technology/replacement strategy. Source: Caltrans. Figure 5.1. Caltrans threats, opportunities, and risk owners.

84 Implementation of the AASHTO Guide for Enterprise Risk Management Source: Caltrans. Figure 5.2. The most common risk areas. Source: Caltrans. Figure 5.3. The risk matrix with opportunities and threats.

Other Case Studies 85   Helping the unsheltered population and improving equity are priorities of the governor. e inclusion of these risks reects how risk management adapts to changing priorities. ese are also the governor’s priorities. Caltrans updates its risk analysis annually. e updates feed the agency’s and the statewide strategic planning process. In 2019, at the time of this case study, Caltrans had four risk sta who reported directly to the director and chief deputy director. In addition to the four sta, there were risk champions in each of the four districts. Caltrans encourages the identication of opportunities. As evident from the 197 opportu- nities identied, the Caltrans process identies threats and opportunities, although risks that were threats outnumbered opportunities by three to one. Caltrans also has a training program that focuses on risk training for new supervisors as they are brought on board. As expected, the expertise of the participants and area of work inuence the risk assessments. Sta notice distinct dierences in what types of risks are identied by dierent groups. Audit sta mostly tend to identify threats and not many opportunities. Field sta tend to identify physical risks to safety, while project sta identify project risks. Caltrans has completed ve cycles of risk analysis, and the agency considers itself to be at a level four on a ve-level maturity scale. One of the next steps being considered to reach the next level is to propose a formal risk governance process to align risk responses to the overall organizational strategies and objectives. 5.2 Vermont Agency of Transportation e VTrans study described here details practical aspects of incorporating and integrating ERM into an agency’s culture, how the experience demonstrated value to the agency and secured buy-in from its leadership and sta, and how the continuity of ERM eorts can be sustained through leadership changes. It provides valuable insights to practitioners and to agencies that are not yet in a mature state of implementing ERM. 5.2.1 VTrans Risk Management Case Study is case study from VTrans emphasizes that risk eorts at state DOTs need to be exible and to the scale of the issue being addressed. Risk management can be advanced more eectively with a clear understanding of how it inte- grates into asset management and other processes. It is important to know what the risk prac- titioner is intending to achieve in establishing or supporting ERM at the agency. e VTrans experience shows that one way to advance ERM is to get it included in an agency strategic plan. e experience of implementing risk management at VTrans provides an example of how advancing ERM is not always a linear, predictable process. In 2014, agency leadership sup- ported risk management, hired a risk management engineer, and adopted a risk management policy. en there was a leadership change, and the new administration had less interest in risk management. Understanding the importance of risk management and addressing this change in interest at the highest level required some changes in the approach which required what VTrans risk prac- titioners called “managing from the middle.” e risk management team conducted risk analyses and provided risk management strategies to support decision making without emphasizing that these were risk management activities. ese eorts were well received and turned the tide in interest in risk management. e VTrans experience shows that risk management can survive

86 Implementation of the AASHTO Guide for Enterprise Risk Management leadership changes with middle managers continuing to manage risks even if the top leadership does not emphasize risk management. Despite the leadership changes, the sta continued to focus on important strategic objectives that were identied before the leadership change. e risk managers also learned that advancing risk management was not just about personnel changes. ey needed to show what could be achieved by using risk management. is required making sure that the sta who used risk management were successful in managing the risks to those objectives. e VTrans experience was similar to the experiences of other DOT risk management practitioners in that the risk management sta acted like consultants. Emphasizing the need to be exible and adaptive, the risk sta oen perform risk manage- ment without calling it risk management. Successful adoption of risk management within the agency also requires addressing the thinking that risk is inherently negative. is tends to make sta avoid using risk management. ere also is a fear that the risk process will get bogged down in minutiae. By making the risk process leaner, it can be more successful. ere was also the perception by design managers who were already working on several steps in the project deliv- ery process that adding risk management would create delays. However, once they saw that risk management could help avoid delays by mitigating risks, they became supportive. e agency’s experience has been that receptiveness to risk management varied. Sta in avia- tion and information technology (IT) were accustomed to managing risks and quickly embraced ERM. Other sta were less receptive when they thought that asking them to manage their risks meant they had done something wrong. It is also important to understand that some sta become nervous when asked to discuss risks. Not calling the practice “risk management” can result in the successful managing of risks even without the name. Figure 5.4 illustrates that there are several activities that are required to keep the risk manage- ment process functioning through changes in agency priorities. Oen, people only see the successes and may be unaware of the many other activities that go into eective risk management. VTrans understands that it is important to be as ecient as possible and use lean processes to continue to expand risk management. Despite the leaner sta, VTrans is encouraged by feed- back from others in the agency using risk management that it has helped them better manage Source: VTrans. Figure 5.4. A graphic illustrating the “beneath the surface” efforts supporting risk management.

Other Case Studies 87   achieving their objectives. is shows that the benets of risk management have become known and that sta are using risk-based approaches. VTrans’ experience is that the risk message is better received when the risk processes are exible and are revised to meet the individual circumstances that are being addressed. e agency also learned that it is important to identify process owners and empower them to manage their risks. e agency has conducted many tabletop exercises to manage and mitigate the risks of oods and other events. at experience of dealing with unpredictable emergencies helped VTrans when it responded to the COVID-19 pandemic. Risk management helped the agency improve its project delivery process. When VTrans began to focus on reliable project delivery, it was delivering only 46 percent of its projects on time. e agency started to measure delivery reliability and started to manage risks to project delivery such as from issues related to environmental approvals and utility relocations. VTrans assembled a group of managers who identied the risks to on-time project delivery and identi- ed steps to mitigate those risks. e goal was to deliver projects on time 80 percent of the time, which they achieved for ve consecutive years. A lot of the success resulted from identifying risks and empowering people at all levels to manage the risks to project delivery. Another lesson from the VTrans experience is that empowering and engaging people at all levels to manage risks is important to achieving success. In the early stages, when VTrans had a risk management engineer, they relied too much on that person to catalyze risk management. Some sta thought that managing risks was the responsibility of the risk management engineer, not a shared responsibility across the department. To make risk management successful, the agency had to dene roles better and assign risk management to the appropriate sta. Figure 5.5 illustrates how the responsibility of responding to bridge risks was both simplied and distributed among the bridge sta to make the eort successful. e pyramid illustrates the risk responses that are to be followed when a bridge inspection identies an issue. e most minor issues result in a cyclical activity that will occur the next time bridge maintenance is performed. e low level of response contrasts to urgent issues that must be addressed within 48 hours. Emergency ndings during a bridge inspection require immediate closure or response. Simplication of risk-response protocols claried how bridge engineers are to respond to issues found during inspections. Source: VTrans. Emergency – Immediate Figure 5.5. A risk-response pyramid showing responses to risks uncovered by bridge inspections.

88 Implementation of the AASHTO Guide for Enterprise Risk Management Another major risk initiative at VTrans was the development of a risk and resiliency tool. e tool allows analysis of the ood vulnerability of assets up to 100 years into the future based on potential precipitation and the elevation of a site. e information is available to designers so that as they consider projects, they can incorporate the ood risk potential into design elements. Asset management working groups in VTrans are sharing broader responsibilities for manag- ing assets and the risks to them. Another initiative is that VTrans conducts a quarterly review of its risk register to assess if risks have changed and if the necessary mitigation eorts are continu- ing. Another risk-related development is that VTrans is incorporating risk and resilience into its Vermont Project Selection and Prioritization Process criteria as a factor in evaluating proposed projects. VTrans is incorporating location risks into its corridor planning process. Summaries of new, proposed projects include a discussion of potential risks that new assets could face. e intent is to plan with a longer horizon and to incorporate risk mitigation improvements before project scopes are set. VTrans has developed a management system known as the Vermont Asset Management Information System, which is resulting in VTrans mapping and documenting its processes. e mapping of processes allows VTrans to identify the places within its processes where risk assessment and management should occur. VTrans is using working groups to identify those people tasked with managing assets, performance, and risks. VTrans is using working groups to manage from the middle and to make risk management more formal and less messy. VTrans has developed a web-based application called the Transportation Resilience Planning Tool (TRPT). is tool generates detailed vulnerability assessments for roads, embankments, bridges, and culverts vulnerable to damage from oods. It estimates risks based on the vulner- ability and criticality of the roadway segments. e TRPT also includes vulnerability assessments for six watersheds. e TRPT was targeted to include the entire state by late summer 2021. VTrans is working with districts to capture information about at-risk slopes. is engagement of districts is part of the new normal of managing change from the middle with an emphasis on peer-to-peer interactions but without emphasizing or calling it risk management. e infor- mation can be incorporated into project designs. VTrans achieves buy-in by promoting risk management through informal and formal means. e informal means include storytelling of how risk management has been successful. More formal means include providing data services and data visualization experts to help sta better identify risks. Success in achieving objectives has helped advance the use of risk management. For example, when district maintenance sta see that a culvert that has been identied as at risk is improved with the next paving project, it becomes evident that risk management is meaning- ful. ese successes help build advocates and leaders for risk management at every level of the organization. Convincing agency leaders to support risk management is important. However, to sustain risk management, it is important is to build the support of leaders at every level of the organization. 5.3 Risk Management to Support Financial Decision Making e year 2020 roiled many state DOTs, which faced signicant nancial challenges caused by declines in highway and transit revenues. e following case studies examine how two state DOTs used risk management to support executives’ budgeting decisions during 2020’s revenue uncertainty. Although neither case study is related to the pilot, they provide examples of state DOTs actively engaged in this project and in implementing risk management. ese are sum- maries from presentations made by Washington and Minnesota during the project’s national

Other Case Studies 89   webinar. e webinar, titled “Managing Risks in Uncertain Times,” showed how states are using risk management to manage the unpredicted risk of the COVID-19 pandemic and budget reduc- tions. Both case studies represent COP members’ eorts, and both illustrate the utility for risk management to support decision making. 5.3.1 Washington State DOT Financial Risk Analysis WSDOT views risk management as integral to the agency’s strategic planning and performance management process, as shown in Figure 5.6. In describing risk management at the agency, one WSDOT ocial described the department as being “fortunately unfortunate.” e department is fortunate to have many incentives to practice risk management. Unfortunately, those incentives are driven by the many risks that the agency faces. e state faces many weather-related risks. It has active seismic zones, can be volcanically active, is exposed to sea level rise, and has experienced devastating wildres. e state has faced several revenue shortages since 2019. en in 2020, the COVID pandemic slashed ridership on the department’s transit, rail, and ferry services and reduced fuel tax receipts. In 2019, through the I-976 initiative, Washington voters approved cutting car-tab fees. I-976 threatened to reduce WSDOT revenue by $500 million in its rst year, $1.7 billion in the second year, and $4.5 billion over 10 years. Its passage would have resulted in billions in lost revenue for WSDOT. In 2020, the initiative was overturned by the courts. However, it has forced WSDOT to delay projects and plan for other budget reductions. WSDOT sta called COVID-19 a “game changer” because of its immediate and long-term eects. In the short term, it reduced mass-transit and fuel-tax revenue and aected how and where WSDOT employees worked. COVID’s long-term impact on revenues and its inuence on commuting patterns create long-term risks to WSDOT’s assumptions about the projects it should plan for and how to pay for them. Much of the I-976 revenue was slated for transit, which exacerbated the COVID-related transit fare revenue losses, although this impact was soened somewhat when I-976 was overturned. However, prior to that court decision, WSDOT’s risk management sta, in preparation for the budget cuts, quickly applied risk analysis to an extensive list of proposed budget cuts. e Source: WSDOT. Figure 5.6. WSDOT integration of risk management and strategic objectives.

90 Implementation of the AASHTO Guide for Enterprise Risk Management analysis supported WSDOT’s executives in their deliberations and was forwarded to the gover- nor’s oce to support statewide budget decisions. WSDOT ocials described the agency’s scal situation as catastrophic in the early months of 2020. e I-976 vote from November 2019 brought a freeze on hiring and new projects. Eorts were begun to cancel numerous projects, and the agency’s long-range plan assumptions required serious revision. en, beginning in about March 2020, automobile travel declined as people stayed home, and mass-transit ridership fell far more. WSDOT ocials compiled highway trac volumes, as well as ridership numbers for rail, bus, and ferry services. In some cases, ridership fell 80 percent compared to the same month in the previous year (Figure 5.7). WSDOT’s previous budget assumptions became moot, and the governor and WSDOT leader- ship ordered analysis of what services and projects could be cut to balance agency budgets. In response to the direction for budget cuts, each department and division in WSDOT began to formulate and prepare the required budget cut proposals. However, these pro- posed cuts were viewed from the perspective of how they would aect the individual function proposing the cut. In this siloed approach, how cuts in one area could ripple across the depart- ment and affect other functions was not being taken into account. Understanding that a low priority for one unit can be a high priority for another work unit was missing. An example Washington Governor Jay Inslee released a statement on I-976, stating, “. . . in response to the will of the people, I am taking immediate action. I have directed the Washington State Department of Transportation to postpone projects not yet underway. I have also asked other state agencies that receive transportation funding, including the Washington State Patrol and Department of Licensing, to defer non-essential spending as we review impacts. I will work with legislators, agency leadership, and stakeholders on how best to respond to the impacts of this initiative. I remain committed to finding solutions to meet Washington’s growing and urgent transportation needs.” (Inslee 2019) Source: WSDOT. Note: The baseline year is the top line; current year is the lower line. Figure 5.7. Washington passenger rail ridership.

Other Case Studies 91   cited was cutting data collection. The loss of data may not have a critical impact and might be a lower priority for the data-collection staff functions. However, the lack of data could cre- ate serious impacts on functions that relied on the data, such as safety or asset management analysis. Another concern the risk staff raised was how to consider the impact of cuts on key agency values, such as supporting diversity and enhancing the environment. Without a framework to assess the risk to agency values, the impact of cuts could not be fully considered. When all WSDOT offices submitted their individual proposals for 20 percent budget reductions, the result was an unprioritized 350-page list of possible cuts. Each of these cuts proposed in isola- tion did not include any analysis of how it affected other work units or the agency’s strategic objectives. The risk management staff saw the need to look at the budget cuts while taking into consid- eration the cross-area impacts and providing analysis to help decision makers make informed decisions that accounted for cross-agency priorities. The WSDOT risk staff reviewed the AASHTO ERM Guide and used all the available tools to help the agency make risk-based decisions. They looked at the 350-page budget reduction document and considered the use of a simple risk-register-like tool to document and succinctly present the assessment results and the implications of each proposed cut. The team worked to reduce the amount of detail and came up with a new methodology of doing a risk assessment. The analysis addressed both the DOT’s guiding principles and the guidelines for doing risk assessments. Figure 5.8 shows a screen capture of the Excel-based risk-register-like tool that the risk man- agement staff used for this exercise and that is based on a simple example. Each section of the tool is expanded and shown in Figures 5.9 through 5.11 to be more legible. Staff evaluated each cut by two sets of criteria, each of which contributed to a final numeric risk value. The risk value of each proposed cut could then be used to assess the degree of risk the cut presented. The first set of criteria ranked was based on WSDOT’s strategic objectives (also listed in Figure 5.9 under Potential Risk Categories): • Develop core workplace competencies • Department performance • Environmental sustainability • Financial sustainability • Health and safety • Legal compliance • Reputational credibility • Transportation system performance The second area that the risk team considered was how a cut affected multiple divisions, documented as “cross-functional considerations” (Figure 5.9, in the lower part of the figure). As noted with the data-collection example, a minor cut in service in one area could impede perfor- mance in several others. An X was assigned for each performance area that the cut would affect. The number of areas affected served as a multiplier for the effect of the cut. Overall risk rankings were then developed on an “additive” or a “multiplicative” basis, reflective of whether the cumu- lative risk impacts from the risk categories individually or in combination with cross-functional impacts were additive or multiplicative. The latter would be indicative of a compounding of the impacts between the primary risk categories and the cross-functional considerations. As shown in Figures 5.10 and 5.11, the product of the risk assessment was a document similar to a risk register that provided a numeric ranking of the risks to strategic objectives

Source: WSDOT. Expenditure Reduction Rankings Template (Overall Risk: +Additive) Cross-functnl considertns X = 2.0 Concerns, gaps and opportunities Comments Column1Column2 Column22Column3 Column32 Column33 Column3211 Column32112Column3210Column3212 Column6Column7Column8Column9Column10Column11Column12Column13Column48Column47Column46Column45Column44Column43Column42Column5Column14 Column16 1 Division A AB Item 1 22 2 16 3 6 2 2 5 1 3 1 2 1 1 X X X Concern 1 Comment 1 2 Division B CD Item 2 27 1 17 1 10 1 5 2 1 1 2 2 3 1 X X X X X Concern 2 Comment 2 3 Division C EF Item 3 21 3 17 1 4 3 3 1 1 1 1 2 5 3 X X Concern 3 Comment 3 4 Division D GH Item 4 17 4 15 4 2 4 1 1 1 4 1 1 5 1 X Concern 4 Comment 4 5 Division E IJ Item 5 17 4 15 4 2 4 1 1 1 1 5 1 4 1 X Concern 5 Comment 5 Effi ci en t d el iv er y (p ro je ct /P SE /c on st ru cti on ) Co re w or kf or ce & c om pe te nc y D ep ar tm en t p er fo rm an ce En vi ro nm en ta l Fi na nc ia l H ea lth a nd sa fe ty Re pu ta tio n an d cr ed ib ili ty Tr an sp or ta tio n Sy st em P er fo rm an ce Sa fe o pe ra tio ns Pr es er va tio n & m ai nt en an ce D at a- dr iv en d ec is io ns / re se ar ch Le ga l a nd c om pl ia nc e Instructions for Ranking: For each division, enter focus item/subject in column D Identify (X) cross-functional considerations X, these are from the guiding principles Identify weight for guiding principles Rank risk categories 1 low to 5 high Brief description of other concerns/opportunities in column AJ Comments, if any, in column AL IMPORTANT NOTE: TO MAINTAIN FUNCTIONALITY OF FORMULAS, INSERT LINES (DO NOT ADD THEM FOLLOWING THE LAST ROW). TO CUSTOMIZE FOR YOUR OWN USE, de ne Potential Risk Categories (cells L1:S1) and Cross-functional Considerations (cells T1:AA1). Enter your items a er row 11, then delete rows 6-10. There are multiple ways to sort, including overall ran, overall totals, risk rank and cross-functional rank. Page Division Exec Item Overall Totals (Risk + Cross Functional) Ca pa bl e w or kf or ce /s us ta in ab le k no w le dg e Te ch no lo gy / e nt er pr is e bu si ne ss su pp or t St ew ar ds hi p / st ro ng o w ne r So ci al o r g eo gr ap hi c eq ui ty Potential risk categories Overall Rank Potential Risk Category (Total) Risk Rank Cross- Functional Considerati ons (Count*X) Cross- Functional Rank Figure 5.8. A screenshot of the risk assessment tool. To be more legible, its components are shown in Figures 5.9 through 5.11.

Other Case Studies 93   Source: WSDOT. Potential Risk Categories Core workforce & competency Department performance Environmental Financial Health and safety Legal and compliance Reputation and credibility Transportation System Performance Cross-Functional Considerations Safe operations Preservation & maintenance Data-driven decisions / research Efficient delivery (project/PSE/construction) Capable workforce/sustainable knowledge Technology / enterprise business support Stewardship / strong owner Social or geographic equity Figure 5.9. A section of the risk assessment tool. At the top are the potential risk categories, and at the bottom are the cross- functional considerations. Source: WSDOT. Expenditure Reduction Rankings Template (Overall Risk: +Additive) 1 Division A AB Item 1 22 2 16 3 6 2 2 Division B CD Item 2 27 1 17 1 10 1 3 Division C EF Item 3 21 3 17 1 4 3 4 Division D GH Item 4 17 4 15 4 2 4 5 Division E IJ Item 5 17 4 15 4 2 4 Page Division Exec Item Overall Totals (Risk + Cross Functional) Overall Rank Potential Risk Category (Total) Risk Rank Cross- Functional Considera- tions (Count*X) Cross- Functional Rank Column1Column2 Column22Column3 Column32 Column33 Column3211 Column32112Column3210 Column3212 Figure 5.10. A section of the risk management tool. The nal values indicated the overall risk from a proposed cut and how the cut affected functions across agency departments assuming a cumulative additive impact.

94 Implementation of the AASHTO Guide for Enterprise Risk Management and a ranking of the cross-divisional risks. These figures show how the rankings change when viewed individually. Using the risk scores, the risks were sorted to show the executives the highest and lowest priorities based on the overall risk to the organization and its 53 divisions. e tool also showed some concerns, gaps, and opportunities along with comments. Using risk management to assess and support this complex budget cut was a new way of approaching business. e goal was to analyze the risks from hundreds of proposed cuts and summarize the nal analysis into a succinct, understandable, and actionable format. e prod- uct allowed decision makers to quickly see how each proposed cut aected strategic objectives and how each proposed cut inuenced one or more functions. e risk-based budget assessment was well received by WSDOT leadership, and it was included in the information sent to the governor’s oce. e assessment summarized the 350 pages of narrative down to a few pages of tables that allowed for easy assessment of the risks posed by each possible cut. WSDOT staff said that an important takeaway is to avoid the common problem of pro- viding too much information to decision makers. If it takes more than 30 seconds to explain a proposed action, the presenter can lose the decision maker. In the case of the budget-cut risk assessment, the WSDOT risk team presented decision makers with a succinct evaluation of what had been an overwhelming amount of information. They highlighted the risks and the impacts. e process used is reinforced in Figure 5.6, which shows that risk management is an integral part of the WSDOT strategic management process. In the case of evaluating the impacts of the budget cuts, the cuts were evaluated for the risks they posed to achieving WSDOT’s strategic objectives, while considering the high risks and priorities of all the work units. WSDOT sta said the process contributed to better decision priorities and better alignment with strategic Source: WSDOT. Expenditure Reduction Rankings Template (Overall Risk: *Multiplicative) Column1Column2 Column22Column3 Column32 Column33 Column3211 Column32112Column3210 Column3212 1 Division A AB Item 1 96 2 16 3 6 2 2 Division B CD Item 2 170 1 17 1 10 1 3 Division C EF Item 3 68 3 17 1 4 3 4 Division D GH Item 4 30 4 15 4 2 4 5 Division E IJ Item 5 30 4 15 4 2 4 Overall Rank Potential Risk Category (Total) Risk Rank Cross- Functional Considerati ons (Count*X) Cross- Functional RankPage Division Exec Item Overall Totals (Risk * Cross Functional) Figure 5.11. A section of the risk management tool. The nal values indicated the overall risk from a proposed cut and how the cut affected functions across agency departments assuming a multiplicative impact.

Other Case Studies 95   objectives, had executive support, and aligned risk treatment strategies and goals. One result of the exercise is that going forward, the risk oce will work with the budget oce to evaluate proposed budget decisions. is engagement in future nancial planning and prioritization is an advancement of WSDOT’s risk management process. e budget managers appreciated the analysis. e way the risk sta set up the conclusions helped the budget managers readily see the results of the analysis. 5.3.2 Minnesota Department of Transportation – Incorporation of Risk into the Budgeting Process It its biennial budget cycle, MnDOT integrated risk management throughout the budget- development process. e results were strongly inuenced by current events, which directed attention to equity, employee safety, productivity, technology, and workforce safety and devel- opment. Risk integration was accomplished through the identication of risks to the oce and district objectives and through risks to strategic objectives, which included the inuence of current events. e result was that budget funding requests addressed the most signicant risks facing the agency’s strategic objectives and business plan objectives. As part of the development of the biennial budget-request challenges, the title of the applica- ble Excel section, “Opportunities and Challenges,” was changed to “Risks and Mitigation Strat- egies,” and was basically a risk register for meeting business plan objectives. e risk register summarized the threats and opportunities to achieving each oce’s budget objectives. Each oce used a high-, medium-, low-threat, and opportunity rating in its assessment for each objective, and it identied the mitigation needed to resolve the risk. Next, a checkmark was used to indicate if an investment was needed as part of the mitigation strategy (Figure 5.12). Source: MnDOT. Figure 5.12. This risk-register-like summary was the product of an effort to integrate risk into the budget-development process.

96 Implementation of the AASHTO Guide for Enterprise Risk Management e eort included identifying the major strategic objectives for the agency and how sta rank the risks that were identied for the opportunities and challenges in accordance with the investment strategies. e risk sta worked with the Oce of Financial Management to develop an exercise for senior leadership to help identify investment priority areas. ey took the gover- nor’s priorities as well as the priorities from the transportation plan and the strategic operating plan, and they grouped these priorities into 11 areas. e exercise asked the executives to assess the agency’s ability to inuence each objective. Figure 5.13 shows the matrix mapped based on responses to certain questions. e executives were asked to view the objectives from four quadrants: • Where there would be high inuence with low eort • Where there could be high inuence but with high eort required • Where there could be low inuence with low eort • Where there would be low inuence even if high eort were invested e eort was a risk assessment exercise to understand the investment priority areas for MnDOT. e eort also helped assess the ability to inuence a priority area and the level of eort needed. It helped MnDOT assess whether the initiatives were adequately resourced. Although each area was considered important, the exercise allowed the agency to see which areas needed additional resources. Each oce was asked to develop a budget request and show how each request linked to the 11 priority areas shown in Figure 5.14. In addition, the oces were asked to identify the objec- tives that would be met by the budget request, the likelihood of these risks occurring, and how the budget request would address the risk. rough these activities, the sta collected about 50 budget request proposals. e proposals were sent for deliberation and prioritizing to the Resource Investment Committee, which is an internal group of assistant commissioners and assistant division directors as well as sta from Source: MnDOT. Figure 5.13. MnDOT investment priorities – ability to inuence versus level of effort.

Other Case Studies 97   the Oce of Financial Management. e committee members brainstormed on each and ranked all 50 of the proposals on a 1 to 5 scale specically addressing the following ve areas: 1. Advancing agency investment priorities 2. Importance of expected outcomes 3. Importance of advancing risks 4. Likelihood of mitigating risks 5. Comfort in accepting trade-os Based on the scoring, all 50 of the budget requests were then grouped into one of six tiers, depending on how they scored in the ve areas. As shown in Figure 5.14, several of the top ini- tiatives were directly related to key risk areas prominent in 2020, such as equity, environmental sustainability, and employee recruitment and retention. e ranking of these issues illustrated how risk assessment can bring social factors such as equity into the risk assessment process to support budget decision making. Source: MnDOT. Figure 5.14. Budget requests were placed in tiers once their risks were assessed.

The AASHTO Guide for Enterprise Risk Management , published in 2016, defines enterprise risk management as “the formal and systematic effort to control uncertainty and variability on an organization’s strategic objectives by managing risks at all levels of the organization.”

The TRB National Cooperative Highway Research Program's NCHRP Research Report 986: Implementation of the AASHTO Guide for Enterprise Risk Management documents how several state departments of transportation are adopting risk management principles and practices.

Supplemental to the report are a presentation , a risk assessment tool , a Washington State Department of Transportation budget template , and a video of a webinar by the project team.

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