What you need before you start: Knowledge and understanding of the project and the environment in which it operates. Knowledge and understanding of the Key Stakeholders. Knowledge and understanding of appropriate types of risk management activities, or where to obtain them. Any of the following documents – Project Proposal/Brief, Project Business Case, or Project Business Plan. The Tasmanian Government Project Management Guidelines. Optional: Departmental Project Management Guidelines. Corporate/Business Plan for the Department/Business Unit. What you will have when you are finished: A Risk Management Plan that is ready for acceptance by the Steering Committee or Project Sponsor. As the project progresses, this document will need to be updated, revised, re-endorsed and Integration Process As risk management is an ongoing process over the life of a project, any risk analysis must be considered a ‘snap shot’ of relevant risks at one point in time. In this context, document (version) control is essential in order to ensure both the Risk Management Plan and the Risk Register are uniquely identifiable and changes through their development and subsequent revision(s) reflect progress in the management of the identified risks and changes are able to be tracked How to use this template The template contains sections which are either optional or can be developed at a number of levels of detail depending upon individual need. All documents developed based on this template should include an appropriate acknowledgement. A number of different text styles have been used within the template, as follows: Text in blue italics is intended to provide a as to the kind of information that can be included in a section and to what types of projects it might be applicable. It should be deleted from the final document . Text in normal font is intended as examples. Text enclosed in <angle brackets> is intended to be replaced by whatever it is describing. This document has been formatted for duplex printing. If you intend to print single sided, you may need to delete some page breaks. Where to Get Additional Help Project Management tools and resources that can assist you through each step in your project are available at Checklist Have you remembered to remove: The versioning statement from the front cover of your document? This guide and checklist from the front of your document? All blue italic instructional text and <prescriptive text enclosed in angle brackets> within the template?
Id Description of Risk Impact on Project (Identification of consequences) L S G Change Date of Review Mitigation Actions (Preventative or Contingency) Individual/ Group responsible for mitigation action(s) Cost Timeline for mitigation action(s) WBS <n> <A “newspaper headline” style statement. Also identify relevant triggers that may cause the risk to be realised.> <Describe the nature of the risk and the impact on the project if the risk is not mitigated or managed> <Change in Grade since last review> <Date of last review> <Specify planned mitigation strategies: Preventative (implement immediately); Contingency (implement if/when risk occurs).> <Specify who is responsible for undertaking each mitigation action(s)> <Specify timeframe for mitigation action(s) to be completed by> <n + 1> 1 Steering Committee unavailable Triggers include: Steering Committee meetings repeatedly rescheduled due to lack of availability; Members do not attend despite prior confirmation of attendance. Lack of availability will stall progress (ie. delayed decisions will defer output finalisation, extend project timelines and staff resources will be required for longer than anticipated) H H A NEW 15/02/06 Preventative: Highlight strategic connection - link Project Objective to relevant Agency strategic objectives Confirm 2006 meeting schedule in January Confirm SC membership Widen representation (include other Agencies) Project Manager NA 15/03/06 Y
2 Inadequate funding to complete the project Triggers include: Funding is redirected; Costs increase (poor quality materials/ inaccurate cost estimates) Budget blow out means cost savings must be identified – ie. reduce output quality, extended timeframes, outcomes (benefits) will be delayed M M B No change 15/02/06 Contingency: Re-scope project, focusing on time and resourcing Project Manager TBC TBC N
3 Staff reject new procedures Triggers include Staff don’t participate in training (not prepared for new roles); New procedures not applied still used). Rejection means additional time and resources required to achieve successful implementation - ie. some outputs languish; more training is required (additional cost, time delays); potential for ‘falling back into old ways’ (more change mgt required); loss of credibility for project (perception of failure). H H A NEW 15/02/06 Preventative: Reinforcement of policy changes by management; Provide opportunity for staff feedback/input prior to policy/procedure finalisation; Develop Training Plan that allows for repeat attendance (perhaps 2 stage training?); Identify staff ‘champions’ to promote adoption of new procedures (buddy system); Circulate information to staff that promotes how new procedures have improved processes (eg. 10 steps reduced to 4 steps etc); proportion of staff that have successfully completed the training. Identifies local ‘buddies’ for troubleshooting. Sponsor Project Manager Consultant Project Manager Project Manager NA NA $3,000 NA NA 21/02/06 21/02/06 30/03/06 30/03/06 30/04/06 Y Y N N N Note: This example is in brief and more detail would be added as required. For example, in larger projects separate documentation might be developed for each major risk providing much more detail regarding mitigation strategies and costings.