Introduction Construction projects, like any other projects, involve risks during and after their implementation. Project managers understand that during and after the implementation of their projects, there is the likelihood that unfortunate incidences or events will occur. Organizations refer to these unfortunate events as risks. When project managers do not handle the risks in a way that protects the business from making loses, it makes the whole project to be unproductive. Project managers have to identify risks that they expect, analyze them, and propose measures to reduce their effects. In some cases, when the project managers properly apply certain measures to manage the risks that they expect, it is likely that the risks and their effects will not occur. The way the project managers in construction projects handle the identified risks is proportional to the success of the project. Statistics by Voetsch, Cioffi, and Anbari (2004) have established a significant relationship in the way project managers handle the available risks and the success of the project. This paper identifies some of the possible risks in construction projects such as the Empire State Building, analyzes them, and identifies the possible measures to manage them. Sources of risks at the Construction of the Empire State Building Identifying risks or source(s) of the risks is the first major step that project managers take in the entire process of risk management. Project managers can identify a risk by brainstorming, reviewing literature, and personal experiences. Depending on the nature of the project, the managers will come up with the possible sources of the risk (Cooper, Grey Raymond, & Walker, 2004). In the construction of the Empire State Building project, various sources of risks can be identified. In a construction project, most of the risks are unavoidable because construction projects in some situations take a longer time to complete (Burtonshaw-Gunn, 2009). In proportion to the complexity of the construction projects, project managers can categorize sources of risks in various groups. The first category of sources of risk is the technical risks. The second category is the project management risks, third is the organizational risks, while the last category is the external risks (Burtonshaw-Gunn, 2009). Below is a detail explanation of these categories and their likely risks. Technical risks Generally, “technicality, performance, or quality” (Burtonshaw-Gunn, 2009, p. 44) of a project can be a source of risks in a construction project. Technical risks are risks relating to the available technology, the goals set, and the company’s decision to rely on unreliable technology (Burtonshaw-Gunn, 2009). The goals set by the managers may prove to be unrealistic, especially during the implementation process. For instance, a manager may need to complete the whole project after two years and yet the technology that he employs is not reliable. Construction projects require the best and up-to-date technologies for attainment of better results. Technology is unreliable if it is not proven to be of quality, or if it is very complex. In addition, the technology may be unreliable if it compromises the company’s standards during and after the implemen