Thinking the unthinkable: using project risk management when introducing computer-assisted assessments

As the introduction of a computer-assisted assessment (CAA) is inherently risky, it is perhaps surprising to see how little coverage formalised risk management gains in the CAA literature. By defining the introduction of CAA as a project, this paper draws on the established project risk management literature. A cross-case analysis of six CAA applications is given, with numerous risks being identified. The concept of 'risk efficiency' is used to show how formalised project risk management can be beneficial to cumulatively learn from each CAA application, thereby becoming more risk efficient over time.