## 3 Methodology
### Linking the Risks to the Processes of a Bridge Project Lifecycle  
This step involves segmenting the bridge lifecycle into eight primary phases--Planning and Design, Procurement and Contracting, Construction and Supervision, Testing and Commissioning, Operation, Maintenance, Rehabilitation, and Decommissioning. Each phase is further detailed into its main processes and subprocesses. This structure is informed by an extensive review of previous studies, guidance from the PMBOK Guide, 7 th Edition, and insights from bridge professionals. Relevant risks are then mapped to each subprocess to provide a comprehensive view of how these risks impact each main process and, consequently, the broader project lifecycle. To ensure objectivity and consistency, the following systematic approach was implemented:  
1. Risk-Process Relevance Assessment: For each subprocess, the nature of the task was analyzed, and the critical aspects or objectives that each subprocess aims to achieve were identified (e.g., accuracy in financial analysis for cost-benefit analysis or environmental protection in Environmental Impact Assessment). Each risk from the vital list was then reviewed to determine how it might impact or threaten these specific objectives of the subprocesses. This ensured that risks were only assigned to subprocesses where their influence was logically relevant and significant;
2. Risk Impact Analysis: Each risk's potential to directly or indirectly influence the success of each subprocess was evaluated. Both direct risks (those impacting subprocess outcomes directly) and indirect risks (those affecting resources, scheduling, stakeholder engagement, or other supportive aspects) were considered. For instance, financial risks (R20) were inherently linked to processes like cost-benefit analysis and budgeting, as these risks directly affect financial stability and planning. Similarly, Environmental Compliance Risks (R43) and Pollution and Waste Management  
Figure 3: Pareto chart for risks. Issues (R22) were linked to Environmental Impact Assessments due to their direct relationship with assessing and mitigating environmental impacts;
* Cross-Referencing for Completeness: The scope of each risk was used to cross-check its relevance to multiple subprocesses where applicable. For example, Project Scope Creep (R33), while directly impacting budgeting, was also found to affect traffic and demand analysis and cost-benefit analysis due to potential misalignments between scope and demand or budget. This ensured comprehensive coverage of risks across all applicable subprocesses;
* Risk-Context Matching: Each risk was matched to its specific context within the project lifecycle phase to ensure relevance and clarity. For example, 'Supply Chain Disruptions' (R29), while primarily associated with Procurement and Construction, was also linked to Maintenance because disruptions in the availability of replacement parts or materials could affect maintenance schedules and outcomes. Worker safety and health risks (R24) were linked to site selection due to the potential safety hazards of certain locations, while data management challenges (R28) were linked to traffic and demand analysis because of the data-intensive nature of these analyses. Similarly, Lifecycle Emission Assessment Issues (R30) were primarily linked to the Planning and Construction phases, where material selection and operational planning directly influence emissions. However, limited relevance was also noted for the Maintenance and Decommissioning phases to account for emissions generated during maintenance activities and end-of-life processes, such as demolition and material recycling. Some risks, such as Information Management Issues (R5) and Data Management Challenges (R28), may appear similar but were linked to different phases to reflect their distinct roles.