Business Risk Assessment1. INTRODUCTION 41.1 PURPOSE OF THIS DOCUMENT 42. PROJECT DEFINITION 52.1 OBJECTIVES 52.3 DELIVERABLES 53. PROJECT ORGANIZATION STRUCTURE 63.1 MANAGEMENT ORGANIZATION 63.2 PROJECT STEERING COMMITTEE 63.3 TECHNICAL COMMITTEE 73.4 PROJECT MANAGER 83. 5 RES TECHNICAL MANAGER 93.6 CHANGES TO ORGANIZATIONAL STRUCTURE 94. PROJECT RESOURCES 104.1 REDUCTION OF PROJECT RESOURCES 104.2 ENET PROJECT RESOURCES 105. REPORTING PROCEDURES 115.1 CHECKPOINT MEETINGS 115.2 REPORTING HIGHLIGHTS 116. CHANGE CONTROL PROCEDURES 126.1 PROJECT ISSUES 126.2 CHANGE REQUESTS 126.3 IMPLEMENTATION OF VARIATIONS AND CHANGES 137. QUALITY ASSURANCE AND ACCEPTANCE 147.1 INFORMAL REVIEWS 148. PROJECT PLAN 158.1 PROJECT STEPS 159. RISKS 169.1 ASSUMPTIONS 169.2 BUSINESS RISKS 169.3 PROJECT RISKS 169.4 EMERGENCY PLAN FOR PROJECT RISKS 1710. PROJECT PLAN 18ANNEX A 20PROJECT GANTT CHART 201. Introduction1.1 Objective of this documentThe objective of this document is to evaluate the prospects of opening a new branch of Marfin Popular Bank in the commercial center of Cyprus in Nicosia. It will serve as a basis document on which the Bank's Premises Management Committee can assess the costs, benefits and viability of project implementation.2. Project Definition2.1 Project DescriptionThe idea for this study arises from the upcoming opening of a new shopping center of unprecedented scale in a prime location in Nicosia, called "the Mall of Cyprus". The shopping center built by the largest conglomerate active in Cyprus – the Shakolas Group – is expected to have a huge impact on the shopping habits of the city's residents and residents of other towns. The building itself will be by far the largest shopping center on the island and, in addition to the various stores, it will include a large Carrefour supermarket, a cinema multiplex and several restaurants. Due to the Bank's need and its internal policy to have presence in all major geographic areas and important business centers, the mall can be considered a vital location for consumer banking services. Marfin was the first to recognize the importance of having branches in places where the flow of people is continuous, as proven by its small branches in the small "Orfanides" shopping centers in Limassol and Nicosia. The experience gained over time and the financial results of specific branches can be used as a basis for assessing the potential of the project. Furthermore, Marfin Popular Bank's overall corporate strategy, as recently defined by its new management, emphasizes retail banking and acquiring a greater market share in the local market . A branch in the shopping center apparently fits well into this strategy, because the shopping center is a place where people of all ages and interests pass through: young people going to the cinema, families doing their shopping or occasional shoppers. Vending machines will certainly be widely used in such a prime commercial location, but above all; the Bank will have the capacity to implement more direct marketing campaigns aimed at the end consumer.