Risk Log Example Project

This document contains examples of risks that you may encounter during the course of your project. Clearly it is not a template you cant just take the risks and assume that they are the only ones you will encounter. Also the probability and impact of risk will vary from project to project, as well as the risk reduction and contingency actions you can take. However, these are some of the most common risks that University projects encounter. At the end of this example is a simple Risk Matrix. This can help to give an overview of risk, and emphasise the important risks, ie those at the top right. These High High risks are also made bold in the list below. Clearly it is these risks that should be targeted in terms of analysis, monitoring and risk reduction effort. The Risk Log Notes.pdf contains useful advice and should be read in conjunction with this example log.

Live Risks
No. Date
Identified

Risk

Probab -ility (L,M,H) Low

Impact (L,M,H) High

Effect on Project

Risk Reduction Actions

Triggers/Responsibility and Contingent Actions

1-Feb-09

Loss to project of key staff.

Unable to complete key tasks

Emphasise importance of project within and outside the University.

Triggers/Responsibility Reports of absence, or diversion of staff to other work Contingent Actions Identify alternative resources in case of unexpected absence. Investigate whether extra resources could either be involved or shadow any work dependent on a single member of staff. Ensure complete records of work are available at any point.

1-Feb-09

Significant changes in user requirements

Low

High

Time-quality-cost

Ensure that the user requirements are fully investigated and agreed before specification

Triggers/Responsibility Request for changes to agreed specification Contingent Actions Discuss impact of change on schedules or design, and agree if change to specification will proceed. Implement project change, if agreed.

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No.

Date

Identified

Risk

Probab -ility (L,M,H) Low

Impact (L,M,H) High

Effect on Project

Risk Reduction Actions

Triggers/Responsibility and Contingent Actions

1-Feb-09

Major changes to User Department structure/procedures

Changes to system, None processes, training, rollout

Triggers/Responsibility Information from senior staff. Contingent Actions Make sure management are aware of need for user input from people with different responsibilities. Plan order of work to delay parts most likely to be affected by structural change. Check before each part of design that it relates to future business practice if that is likely to change.

1-Feb-09

Volume of change requests following testing extending work on each phase.

High

High

Delays.

Agree specification. Agree priorities. Reasonable consultation on format.

Triggers/Responsibility Swamped with changes. Delay in signing off items. Contingent Actions Managerial decision on importance, technically feasibility and observance of time constraints.

1-Feb-09

Changes in priorities of senior Medium management.

High

Removal of resource, lack of commitment, change in strategy or closure of project.

Make sure that senior Triggers/Responsibility management are aware of the Announcements in University publications, project, its relative importance, and meetings etc. its progress. Contingent Actions Inform senior management of the knock on effects of their decisions. Retain any parts of the work of the project that could be useful in any future development. Ensure that the project is adequately documented to date.

1-Feb-09

Lack of Academic and Departmental buy-in

High

High

Failure to achieve business benefits. Ineffective work practices. More fragmented processes. Poor Communication.

Ensure User Requirements are properly assessed. Executive leadership and ongoing involvement. Communications and planning focus. Appoint Comms Manager.

Triggers/Responsibility Staff Survey, Benefits realisation monitoring Contingent Actions Review deliverables

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No.

Date

Identified

Risk

Probab -ility (L,M,H) High

Impact (L,M,H) Medium

Effect on Project

Risk Reduction Actions

Triggers/Responsibility and Contingent Actions

15-Apr-09

Lack of commitment or ability to change current business processes

Failure to achieve business benefits. Extended duration. Scope creep to copy todays processes.

Requires additional business process analyst resource.

Triggers/Responsibility Lack of commitment to reviewing and challenging existing processes early in the project. Contingent Actions Attempt to engage users depts. More. Involve senior management.

15-Apr-09

Poor capture of full User requirements.

High

High

Failure to meet minimum requirements. Failure to achieve business benefits. Need to rework solution after rollout. Failed delivery.

Focus on User Requirements capture at start of project. + Best people with appropriate knowledge and authority to decide and time to be involved. Accountable process owners. + Executive leadership and ongoing involvement. Ensure training staff are involved from start of project.

Triggers/Responsibility Project Sponsor/Feedback from User Reps Contingent Actions System accountability built into project and documentation standards. Monitor through workshops, feedback from pilots. Triggers/Responsibility Feedback from training sessions/Training manager Contingent Actions Review training procedures, enhance.

15-Apr-09

Inadequate training too little High too late

High

Users unable to use system properly.

10

15-Apr-09

Poor data quality

High

Medium

User will find system Data clean up - correction and difficult to use unless data removal of duplicates quality has been addressed poor user acceptance of system. A system based on overcomplicated, badly engineered business processes will itself be over-complicated and badly engineered. Revised business processes before constructing user spec.

Triggers/Responsibility Poor data/Users Contingent Actions Only use records which have good quality basic set Triggers/Responsibility Business Process Analysis Reports/Key User. Contingent Actions If system development is getting bogged down in complex processes, review project. It may be necessary to go back to business processes and start again.

11

15-Apr-09

Poor business processes

High

High

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No.

Date

Identified

Risk

Probab -ility (L,M,H) Low

Impact (L,M,H) High

Effect on Project

Risk Reduction Actions

Triggers/Responsibility and Contingent Actions

12

15-Apr-09

No suitable solution found that meets all the objectives

Customer dissatisfaction may be Triggers/Responsibility greater for some users than others depending upon their reliance on Contingent Actions the system. . Users will not take the product seriously if it cannot be demonstrated to work. University may be unable to financially support the project. Check for scheduled outages. Triggers/Responsibility Contingent Actions If doing demos/training, have screen shots available locally in case of loss of connection Triggers/Responsibility Project Budget/Project Manager Contingent Actions Use contingency funds. Triggers/Responsibility Meetings happening of which PM was not aware. Evidence at Board meetings that members are out of the loop. Complaints similarly. Contingent Actions Make staff aware that they must notify Project Manager of significant events and team meetings, and notify of outcomes.

15

15-Apr-09

Loss of power or internet connection at key roll-out, demo or training events

Low

Low

16

9-Jun-09

Costs could rise significantly during the course of the project

High

High

Ensure tight control of costs. Have a pot of money available in case risk occurs

17

9-Jun-09

Poor intra-project communications

High

Low.

Disjointed work, lack of cohesion.

Monitor project activities.

18

9-Jun-09

Pilot users not fully committed Medium (at time of planning)

High

Ineffective pilots, insufficient data to continue to go-live.

Clever Product presentation Communication plan

Triggers/Responsibility Contingent Actions

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Expired Risks
No. Dates
Identified Expired

Risk

Happen ed?

Impact

Effect on Project

Risk Reduction Actions

Triggers/Responsibility Contingent Actions

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