Risk Management Process Identify RisksRisk Identification focuses on identifying the risks that will affect a project, by examining the project plan, the breakdown structure of the work, the project charter and other project-related documents (PMBOK, 2008). The broad categories of risks are human resources, technological changes, quality and performance issues, customers, suppliers, management, financing, political issues, legal issues, market forces and environmental issues (PMBOK , 2008). Risk identification involves forward-looking and creative thinking on the part of project stakeholders (Hilson, 2003). Risk identification should be carried out on an ongoing basis and project team members and stakeholders should look for new issues that may affect the success of the project (Brewer & Dittman, 2009). It is impossible to eliminate risks independently of detailed planning of a project. Project managers must identify and analyze potential risks associated with a project. As Fleming (2005), stated, project managers must examine the triple constraints of time, budget, resources and quality to identify areas of risk. Project managers need to understand the methods used to identify project risks and, according to Hilson (2003) and supported by PMBOK (2008), these are a variety of techniques or methods used to identify risks, such such as brainstorming, expert interviews, history, SWOT analysis and the Delphi technique. These risk identification methods can be applied individually or as part of a group approach (Hilson, 2003). Brainstorming is an informal method for generating a list of ideas regarding project risks, where a comprehensive list of various ideas is generated and then the group places them into priority levels based on priority. Fleming (2005), stated that brainstorming is middle of paper...... (2007) The Complete Idiot's Guide to Project Management 4th ed. New York, NY: Alpha/Penguin. p.37-39, 80 - 91Fleming, Q. W (2003) Project procurement management - contracting, subcontracting, teamTustin, CA: FMC Press. p.59 -76Hillson, D. (2003) Effective opportunity management for projects. New York: Marcel Dekker. p.3 - 42. Lock, D. (2007). Project management. Burlington, VT: Burlington, VT: Ashgate. p.99 - 111Nokes, S & Kelly, S (2008) The definitive guide to project management: The fast track to getting work done on time and on budget, second edition: FT Press Pub. p 269 - 279Perrin, R. (2008) Real project management: unconventional wisdom. Hoboken, New Jersey: John Wiley p. 101-103Phillips, J (2007). All-in-one CAPM/PMP Project Management Exam Guide. Emeryville, CA, USA: McGraw-Hill Osborne. p.314,317.