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Risk Management PlanTemplate & Guide

Version 1.1, April 2008

This Guide is intended to be read in conjunction with the following template for the development of a Risk Management Plan for large/complex projects.

s such the Guide should be removed from the front of !our final document.

The project management templates are being continuousl! improved. "eedback on suggested improvements to

this Template would be appreciated# and ma! be made to Project $ervices b! emailing project.management%dpac.tas.gov.au.

DISCLAIMER

This material has been prepared for use by Tasmanian Government agencies and nstrumentalities. t follo!sthat this material should not be relied upon by any other person. "urthermore, to the e#tent that $this material isrelied upon%, the &ro!n in 'ight of the (tate of Tasmania gives no !arranty as to the accuracy or correctness of

mailto:[email protected]

mailto:[email protected]



the material or for any advice given or for omissions from the material. )sers rely on the material at their o!n ris*.



What is a Risk Management Plan?

The Risk Management Plan is used to summarisethe proposed ris* management approach for the

pro+ect. )sually it is included as a section in thero+ect -usiness lan, ho!ever for larger or morecomple# pro+ects it can be maintained as a separate

document. t is dependent on the establishment ofa Risk Register . At a minimum, the Risk Management Plan should cover

• the process !hich !ill be used to identify,

analyse, evaluate and treat ris*s both initially

and throughout the life of the pro+ect,including estimated costings /!here practical

• the process for transferring approved ris*

costings into the pro+ect budget

• the process for transferring ris* mitigationstrategies into the pro+ect or* -rea*do!n(tructure

• ho! often the Risk Register !ill be revie!ed,

the process for revie! and !ho !ill beinvolved

• !ho !ill be responsible for !hich aspects of

ris* management

• ho! 'is* (tatus !ill be reported and to

!hom and

• include as an appendi# the initial snapshot of

the ma+or ris*s, current gradings, planned

mitigation strategies and costings and !ho!ill be responsible for implementing them/these are usually included as an Appendi# inthe Risk Register .

Why would you develop a Risk Management

Plan?

A Risk Management Plan is developed to ensure

levels of ris* and uncertainty are properly managedso that the pro+ect is successfully completed. tenables those involved !ith the pro+ect to manage possible ris*s by defining the manner in !hich they

!ill be contained and the li*ely cost of mitigationstrategies. A 'is* 3anagement lan is developedto

• provide a useful tool for managing and

reducing the ris*s identified before and duringthe pro+ect

• document ris* mitigation strategies being

pursued in response to the identified ris*s andtheir grading in terms of li*elihood and

seriousness

• provide the ro+ect (ponsor, (teering

&ommittee4senior management !ith adocumented frame!or* from !hich ris*status can be reported upon

• ensure the communication of ris*

management issues to *ey sta*eholders

• provide a mechanism for see*ing and acting

on feedbac* to encourage the involvement of

the *ey sta*eholders and

• identify the mitigation actions re5uired for

implementation of the plan and associated

costings.

When would you develop a Risk Management

Plan?

nitial ris*s must be identified and gradedaccording to li*elihood and seriousness very early

in the ro+ect. This initial ris* assessment !ill form part of the Project Proposal/&rief or Project &usiness 'ase for the pro+ect. 6nce the pro+ect isapproved the 'is* 3anagement lan and 'is*'egister should be fully developed. n the case ofsmaller pro+ects the Risk Register may serve both

purposes."or large or comple# pro+ects it can be beneficial to

use an outside facilitator to conduct a number ofmeetings or brainstorming sessions involving /as aminimum the ro+ect 3anager, ro+ect Teammembers, (teering &ommittee members and

e#ternal *ey sta*eholders. reparation may includean environmental scan, see*ing vie!s of *eysta*eholders etc.A Risk Management Plan is developed in aniterative manner as the pro+ect progresses and asclarity in relation to potential ris*s emerges.

Although the ro+ect (ponsor and (teering&ommittee has ultimate responsibility for ensuringappropriate ris* management processes are applied,

the ro+ect 3anager may develop the first release!ith their co7operation, and !ill most li*elymaintain its currency.

What you need e!o"e you sta"t#

• no!ledge and understanding of the pro+ect

and the environment in !hich it operates.

• no!ledge and understanding of the ey

(ta*eholders.

• no!ledge and understanding of appropriate

types of ris* management activities, or !here

to obtain them.



• Any of the follo!ing documents 9 Project

Proposal/&rief# Project &usiness 'ase, or Project &usiness Plan.

• The Tasmanian Government Project

Management Guidelines.

$ptional#

• :epartmental ro+ect 3anagement

Guidelines.

• &orporate4-usiness lan for the

:epartment4-usiness )nit.

What you will have when you a"e !inished#

A Risk Management Plan that is ready for

acceptance by the (teering &ommittee or ro+ect(ponsor. As the pro+ect progresses, this document!ill need to be updated, revised, re7endorsed andre7released.

Integ"ation P"o%ess

As ris* management is an ongoing process over thelife of a pro+ect, any ris* analysis must beconsidered a $snap shot% of relevant ris*s at one point in time. n this conte#t, document /versioncontrol is essential in order to ensure both the 'is* 3anagement lan and the 'is* 'egister are

uni5uely identifiable and changes through their development and subse5uent revision/s reflect

progress in the management of the identified ris*sand changes are able to be trac*ed&ow to use this template

The template contains sections !hich are either

optional or can be developed at a number of levelsof detail depending upon individual need.All documents developed based on this template

should include an appropriate ac*no!ledgement.

A number of di!!e"ent te't styles have been used

!ithin the template, as follo!s

• Te#t in blue italics is intended to provide a

guide as to the *ind of information that can beincluded in a section and to !hat types of pro+ects it might be applicable. t should be

deleted from the final document .

• Te#t in normal font is intended as e#amples.

• Te#t enclosed in ;angle brac*ets< is intended

to be replaced by !hatever it is describing.

This document has been formatted for duple# printing. f you intend to print single sided, youmay need to delete some page brea*s.

Whe"e to (et Additional &elp

ro+ect 3anagement tools and resources that canassist you through each step in your pro+ect areavailable at !!!.egovernment.tas.gov.au

Che%klist

&ave you "ememe"ed to "emove

• The versioning statement from the front cover

of your document=

• This guide and chec*list from the front ofyour document=

• All blue italic instructional te#t and

;prescriptive te#t enclosed in angle brac*ets<!ithin the template=

<Project Title>

Risk Management PlanVersion 0.A, dd7mm7yyyy

&opy )ncontrolled

The version number starts at one and increases b! one for each release. (t shows the release number and arevision letter if in draft. The original draft is ). and subse*uent drafts are ).&# ).' etc. The first acceptedand issued document is +ersion ,.). $ubse*uent changes in draft form are ,.)# ,.)& etc. The accepted andissued second version is ,., or -.)# depending on the magnitude of the change.

Refer to the Project Management "act $heet ocument 'ontrol for more information.

http://www.egovernment.tas.gov.au/




Acknowledgements

The contribution of the following individuals in preparing this document is gratefull! acknowledged

;contributors4revie!ers4developers<

The following two paragraphs should be included in the documents where these templates have been used as abasis for development.

This document has been derived from a template prepared b! the epartment of Premier and 'abinet#

Tasmania. The structure is based on a number of methodologies as described in the Tasmanian Governmentro+ect 3anagement Guidelines.

"or further details# refer to !!!.egovernment.tas.gov.au





D$C)ME*+ ACCEP+A*CE and RELEASE *$+ICE

This is ;release4version< ;n.n< of the ;ro+ect Title< 'is* 3anagement lan.The 'is* 3anagement lan is a managed document. "or identification of amendments each page contains a

release number and a page number. &hanges !ill only be issued as complete replacement. 'ecipients shouldremove superseded versions from circulation. This document is authorised for release once all signatures have been obtained.

'>A'>:??????????????????????????????????????????????????????????:AT> ???4???4???

/for acceptance /;name<, ;ro+ect Title<, ro+ect 3anager

A&&>T>:??????????????????????????????????????????????????????????:AT> ???4???4???

/for release /ro+ect (ponsor, ;name<

on behalf of the ;ro+ect Title< (teering &ommittee



,- .)ILD S+A+)S#The most recent amendment first.

/e"sion Date Autho" Reason Se%tions

;n.n< ;dd mmm yyyy< ;@ame< ;e.g. nitial 'elease< ;All<

0- AME*DME*+S I* +&IS RELEASE#

Se%tion +itle Se%tion

*ume"

Amendment Summa"y

;e.g. This is the first release of this document.<

1- DIS+RI.)+I$*#

Copy *o /e"sion Issue Date Issued +o

1 ;n.n< ;dd mmm yyyy< ;@ame, Title, 6rganisation<

2

>lectronic



+ale o! Contents

, E'e%utive Summa"y------------------------------------------------------------------------------------------------------------------------------------------------

0 Int"odu%tion------------------------------------------------------------------------------------------------------------------------------------------------------------

1 Risk Assessment------------------------------------------------------------------------------------------------------------------------------------------------------

.1 dentification..................................................................................................................................................

.2 Analysis and >valuation................................................................................................................................

2 Risk Mitigation-------------------------------------------------------------------------------------------------------------------------------------------------------

3 Risk Monito"ing------------------------------------------------------------------------------------------------------------------------------------------------------

4 Roles and Responsiilities--------------------------------------------------------------------------------------------------------------------------------------

B.1 (teering &ommittee.......................................................................................................................................

B.2 ro+ect 3anager.............................................................................................................................................

B. ro+ect Team..................................................................................................................................................

Appendi' A# 5P"o6e%t +itle7 Risk Registe" 8as at dd9mm9yy:----------------------------------------------------------------------------



5P"o6e%t +itle7 P"o6e%t ; Risk Management Plan

1 Executive SummarThe purpose of this document is to provide a management framework to ensure that levels of risk anduncertaint! are properl! managed for the remainder of the project. s risk management is an ongoing processover the life of a project# the Risk Register must be considered a 0snap shot1 of relevant risks at one point in

time.This document will achieve this b! defining the following

• the process that will be/has been adopted b! the Project to identif!# anal!se and evaluate risks during the

remainder of the project2

• how risk mitigation strategies will be developed and deplo!ed to reduce the likelihood and/or impact of

risks2

• how often risks will be reviewed# the process for review and who will be involved2

•

roles and responsibilities for risk management2

• how reporting on risk status# and changes to risk status# will be undertaken within the Project and to the

$teering 'ommittee2

• a complete Risk Register containing all risks identified for the Project# their current gradings and the

identified risk mitigation strategies to reduce the likelihood and seriousness of each risk.

! "ntroductionThe purpose of risk management is to ensure levels of risk and uncertaint! are identified and then properl!managed in a structured wa!# so an! potential threat to the deliver! of outputs 3level of resourcing# time# cost

and *ualit!4 and the realisation of outcomes/benefits b! the &usiness 5wner3s4 is appropriatel! managed toensure the project is completed successfull!.The ob+ectives of the ris* management approach in the ;ro+ect Title< ro+ect are to identify, assess andmitigate ris*s !here possible and to continually monitor ris*s throughout the remainder of the pro+ect as otherris*s or threats emerge or a ris*%s impact or li*elihood changes.

As ris* management is an ongoing process over the life of a pro+ect, this 'is* 3anagement lan and 'is*'egister must be considered a $snap shot% of relevant ris*s at one point in time.here re5uired, the process of ris* identification, assessment and the development of countermeasures !illinvolve consultation !ith the (teering &ommittee members, the ;ro+ect Title< 'eference Group, other relevantsta*eholders and ro+ect team members.

# Risk $ssessment

#%1 "dentiication

Risk identification involves determining which risks or threats are likel! to affect the project. (t involves the

identification of risks or threats that ma! lead to project outputs being dela!ed or reduced# outla!s beingadvanced or increased and/or output *ualit! 3fitness for purpose4 being reduced or compromised. "or most large/complex projects# a number of high level risks should have been identified during the projectinitiation stage 6 these should be used as the basis for a more thorough anal!sis of the risks facing the project.5ne of the most difficult things is ensuring that all major risks are identified. useful wa! of identif!ingrelevant risks is defining causal categories under which risks might be identified. "or example# corporate risks#

business risks# project risks and infrastructure risks. These can be broken down even further into categories such as environmental# economic# political# human# etc. nother wa! is to categorise in terms of risks externalto the project and those that are internal.

$ee the Project Management Risk (dentification Tool for some useful prompts in identif!ing project risks. The ustralian $tandard for Risk Management $/78$ 9:;) -))9 ppendix refers to generic sources of risk.The wording or articulation of each risk should follow a simple two<step approach




,. 'onsider what might be a 0trigger1 event or threat 3eg. 0poor *ualit! materials causes costs to rise14 6 several triggers ma! reveal the same inherent risk2 then

-. (dentif! the risk < use a 0newspaper headline1 st!le statement 6 short# sharp and snapp! 3eg. 0budget blowout14 then describe the nature of the risk and the impact on the project if the risk is not mitigated ormanaged 3eg. project dela!ed or abandoned# expenditure to date wasted# outcomes not realised#

government embarrassed etc4.=se the Risk Register 3see ppendix 4 to document the results. "or large or complex projects it can be beneficial to use an outside facilitator to conduct a number of meetingsor brainstorming sessions involving 3as a minimum4 the Project Manager# Project Team members# $teering'ommittee members and external ke! stakeholders. Preparation ma! include an environmental scan# seekingviews of ke! stakeholders etc.

"or a small project# the Project Manager ma! develop the Risk Register perhaps with input from the Project$ponsor/$enior Manager and colleagues# or a small group of ke! stakeholders. (t is ver! eas! to identif! a range of risks that are outside the project and are actuall! risks to the business areaduring output deliver!# transition or once operational mode has been established. These are not project risksand should not be included in the Project Risk Register# but referred to the relevant &usiness 5wner. (t ma! beappropriate to submit an (ssues Paper to the $teering 'ommittee recommending formal acceptance b! the

relevant &usiness 5wner for ongoing monitoring and management of specific risks.

$ee the Project Management "act $heet eveloping a Risk Management Plan and the Risk (dentification Tool for more information on how to undertake risk identification. (n this section specif!

• what risk identification process has been undertaken 3ie. brainstorm# facilitated session# scan b! Project

Manager etc42

• an! categories used to assist in the identification or relevant risks2

• when the risk identification process occurred2 and

•

who was involved.

#%! $nalsis and Evaluation

5nce risks have been identified the! must be anal!sed b! determining how the! might affect the success of the project. Generall! the impact of a risk will realise one or an! combination of the following conse*uences

• Project outcomes 3benefits4 are dela!ed or reduced2

• Project output *ualit! is reduced2

• Timeframes are extended2

• 'osts are increased.

5nce anal!sed# risks should be evaluated to determine the likelihood of a risk or threat being realised and theseriousness # or impact# should the risk occur.

'Likelihood' is a *ualitative measure of probabilit! to express the strength of our belief that the threat will emerge 3generall! ranked as >ow 3>4# Medium 3M4 or ?igh 3?44.

'Seriousness' is a *ualitative measure of negative impact to conve! the overall loss of value from a project if thethreat emerges# based on the extent of the damage 3generall! ranked as >ow 3>4# Medium 3M4# ?igh 3?4 or

@xtreme4. "rom this risks will be graded as # &# '# or 7 according to the following matrix




Likelihood

Se"iousness

Low Medium &igh E<+REME

Low @ : & A

Medium : & - A

&igh & - A A

The ratings for likelihood and seriousness determine a current grading for each risk that in turn provides a

measure of the project risk exposure at the time of the evaluation. (n this section specif!

• ?ow the identified risks could potentiall! impact on the project in terms of the four categories of

conse*uence 3eg. x have potential to dela! or reduce project outcomes/reduce output *ualit! etc42

• $ummarise the distribution of risks according to the grading 3number of 01 Grade risks# 0&1 Grade risks

etc4

• >ist an! 01 Grade risks.




' Risk Mitigation Mitigation of risks involves the identification of actions to reduce the likelihood that a threat will occur3preventative action4 and/or reduce the impact of a threat that does occur 3contingenc! action4. This strateg!also involves identif!ing the stage of the project when the action should be undertaken# either prior to the start

of or during the project. Risk mitigation strategies to reduce the chance that a risk will be realised and/or reduce the seriousness of arisk if it is realised have been developed. The following table is useful to determine how risks will be treated interms of preparation and/or deplo!ment of mitigation strategies during the life of the Project. Mitigation strategies are usuall! onl! prepared and/or deplo!ed for Grades through to '# however where an existing risk graded at appears likel! to be upgraded# mitigation strategies should be prepared.

("ade Possile A%tion

A3itigation actions, to reduce the li*elihood and seriousness, to be identified and implementedas soon as the pro+ect commences as a priority.

-3itigation actions, to reduce the li*elihood and seriousness, to be identified and appropriateactions implemented during pro+ect e#ecution.

&3itigation actions, to reduce the li*elihood and seriousness, to be identified and costed for possible action if funds permit.

: To be noted no action is needed unless grading increases over time.

@ To be noted no action is needed unless grading increases over time.

(n this section specif!

• The proportion of risk mitigation actions that are preventative 3eg. :)A42

• The proportion of risk mitigation actions that are contingenc! 3eg. B)A42

• Ce! stakeholders nominated as responsible for undertaking specific risk mitigation actions2

• n! major budgetar! implications

"or an! identified 01 Grade risks specif!

• Dhat t!pe of mitigation action is proposed 3preventative or contingenc!42

• Dho is responsible for undertaking the proposed action2 and

• n! cost implications for the project &udget.




( Risk Monitoring Risk Management is an iterative process that should be built into the management processes for an! project. (tmust be closel! linked with (ssues Management# as untreated issues ma! become significant risks. (f prevention strategies are being effective# some of the Grade and & Risks should be able to be downgraded fairl! soon

into the project. (n this section specif!

• ?ow fre*uentl! a review of the Risk and (ssues Registers will be undertaken 3eg. fortnightl!# monthl!42

• Dho will be involved in the review of the Risk and (ssues Registers 3eg. the Project team42

• ?ow often risks will be monitored to ensure that appropriate action is taken should the likelihood# or

impact# of identified risks change and to ensure that an! emerging risks are appropriatel! dealt with 3eg.monthl!42

•

(f the Risk Register will be maintained as a separate document or as part of the Risk Management Plan2

• ?ow often the $teering 'ommittee or Project $ponsor/$enior Manager will be provided with an updated

Risk Register for consideration2 and

• ?ow often Risk status will be reported in the Project $tatus Reports to the $teering 'ommittee/Project

$ponsor/$enior Manager 3usuall! onl! Grade and & risks4.

) Roles and Responsi*ilities

)%1 Steering +ommittee

=ltimate responsibilit! for ensuring appropriate risk management processes are applied rests with the Project$ponsor and Project $teering 'ommittee# and the! should be involved in the initial risk identification andanal!sis process. The Risk Management Plan and the Risk Register should provide the Project $ponsor and

Project $teering 'ommittee with clear statements of the project risks and the proposed risk management strategies to enable ongoing management and regular review.The (teering &ommittee !ill revie! the Grade A and - pro+ect ris*s on a Especif! fre*uenc!# eg. monthl!F basis via updated information provided in the ro+ect (tatus 'eports and provide advice and direction to the

ro+ect 3anager. The (teering &ommittee !ill also be provided !ith an updated 'is* 'egister forconsideration, as re5uired, !hen additional threats emerge or the li*elihood or potential impact of a previouslyidentified ris* changes.

)%! Project Manager

The ro+ect 3anager !ill be responsible for

• :evelopment and implementation of a ro+ect 'is* 3anagement lan

• 6rganisation of regular ris* management sessions so that ris*s can be revie!ed and ne! ris*s identified

• Assessment of identified ris*s and developing strategies to manage those ris*s for each phase of the

pro+ect, as they are identified

• >nsure that ris*s given an A grading are closely monitored and

• roviding regular (tatus 'eports to the (teering &ommittee noting any $A% Grade ris*s and specifying anychanges to the ris*s identified during each phase of the pro+ect and the strategies adopted to manage them.




(n large or complex projects# the Project Manager ma! choose to assign risk management activities to a separate Risk Manager# but the! should still retain responsibilit!. (t should be noted that large projects are arisk in themselves# and the need for the Project Manager to reassign this integral aspect of project managementma! be an indication that the project should be re<scoped# or divided into several sub<projects overseen b! a Project irector.

)%# Project TeamAll members of the ro+ect Team !ill be responsible for assisting the ro+ect 3anager in the ris* management

process. This includes the identification, analysis and evaluation of ris*s and continual monitoring through outthe pro+ect life cycle.



$PPE,-". $/ <PR0E+T T"T2E> R"S3 REG"STER4$S $T --5MM5667

Rating !o" Likelihood and Se"iousness !o" ea%h "isk

C 'ated as Co! > 'ated as >#treme /)sed for (eriousness only

3 'ated as 3edium @A @ot Assessed

D 'ated as Digh

("ade# Comined e!!e%t o! Likelihood9Se"iousness

(eriousness

Ci*elihood

lo! medium high >ET'>3>

lo! @ : & A

medium : & - A

high & - A A

Re%ommended a%tions !o" g"ades o! "isk

("ade Risk mitigation a%tions

A 3itigation actions, to reduce the li*elihood and seriousness, to be identified and implemented as

soon as the pro+ect commences as a priority.

- 3itigation actions, to reduce the li*elihood and seriousness, to be identified and appropriate actionsimplemented during pro+ect e#ecution.

Page ,;



& 3itigation actions, to reduce the li*elihood and seriousness, to be identified and costed for possibleaction if funds permit.

: To be noted 7 no action is needed unless grading increases over time.

@ To be noted 7 no action is needed unless grading increases over time.

Change to ("ade sin%e last assessment

@> @e! ris* ↓ Grading decreased

F @o change to Grade ↑ Grading increased

Page ,B



I

d

Des%"iption

o! Risk

Impa%t on

P"o6e%t

8Identi!i%

ation o!

%onse=ue

n%es,:

L0

S1

(2

Cha

nge

Date

o!

Revi

ew

Mitigation

A%tions

8P"eventative

o"

Contingen%y:

Individ

ual9

("oup

"espons

ile !o"

mitigation

a%tion8s

:

Co

st

+imeli

ne !o"

mitiga

tion

a%tion

8s:

W

.

S3

En

F

Enewspaper

headlineH st!le statement. lso identif!relevant

triggers thatma! causethe risk to berealised.F

Eescribethe nature

of the riskand theimpact onthe project if the risk

is notmitigatedormanaged F

E'hange

inGrad e sincelast

reviewF

Eate of

lastreviewF

E$pecif! planned

mitigation strategies

• reventat

ive

/implementimmediately

• &ontinge

ncy/impleme

ntif4!henris*occurs.<

E$pecif ! who is

responsible forundertakingeach

mitigationaction3s 4F

E$pecif!

timefr ame formitigation

action3s4 tobecompl etedb!F

En

I ,F

1 This can be useful in identifying appropriate mitigation actions.

2 Assessment of Ci*elihood.

Assessment of (eriousness.

Grade /combined effect of Ci*elihood4(eriousness.

H or* -rea*do!n (tructure 9 specify if the mitigation action has been included in the -( or !or*plan.

Page ,J



,

$teering'ommitteeunavailable

Triggers

include

• $teerin

g

'ommitteemeetin gsrepeatedl!

resched uled

due tolack ofavailabilit!2

• Membe

rs donotattend

despite priorconfirmation of

attendance.

>ack ofavailabilit ! will stall progress

3ie.dela!ed

decisionswill deferoutput finalisatio

n# extend projecttimelinesand staffresourceswill be

re*uired for longerthan

anticipated4

? ? 7@D ,K/)-/);

Preventative

• ?ighlight

strategicconnection < link Project5bjective

torelevant genc! strategicobjective s

• 'onfirm

-));meeting

schedulein

Lanuar!

• 'onfirm

$'

membership

• Diden

represent

ation

3includeother gencies 4

Project Manager

7 ,K/):/ );

Page ,N



2 Inadequate

funding to

complete

the project

Triggers

include:

• "undin

g isredirect ed2

• 'osts

increase 3poor *ualit!materia

ls/inaccur ate cost estimat es4

&udgetblow outmeanscost

savingsmust be

identified 6 ie.reduceoutput

*ualit!#extendedtimeframe s#outcomes3benefits4

will bedela!ed

M M & 7ochan ge

,K/)-/);

'ontingenc!

Re<scope project#

focusing ontime andresourcing

Project Manager

T&'

T&' 7

Page -)



: $taff rejectnew procedures

Triggersinclude

• $taff

don1t partici pate intrainin g 3not prepare

d fornewroles42

• 7ew

proced uresnotapplied 3work<around s still

used4.

Rejectionmeansadditional time and

resourcesre*uired

to achieve successfulimplement ation < ie.

someoutputslanguish2moretraining isre*uired

3additional cost#time

dela!s42 potential for

0fallingback intoold wa!s13morechangemgt

re*uired42loss ofcredibilit! for project

3perception of

failure4.

? ? 7@D ,K/)-/);

Preventative

Reinforcementof polic!

changes b!management2

Provideopportunit! for staff

feedback/input prior to polic!/procedure finalisation2

evelop

Training Planthat allows forrepeatattendance3perhaps -

stagetrainingO42

(dentif! staff0champions1 to promoteadoption of

new procedures3budd! s!stem42

'irculate

information to staff that

• promotes

how new procedur es haveimproved processes3eg. ,)

stepsreducedto 9 stepsetc42

• proportio

n of staffthat have successfull!completed the

training.

• (dentifies

local

0buddies1 fortroubleshooting.

$ponsor

Project Manage

r

'onsult ant

Project Manager

Project Manager

7

7

:#)))

7

7

-,/)-/ );

-,/)-/

);

:)/):/ );

:)/):/ );

:)/)9/ );

7

7

7

Page -,



*ote# This e#ample is in brief and more detail !ould be added as re5uired. "or e#ample, in larger pro+ectsseparate documentation might be developed for each ma+or ris* providing much more detail regardingmitigation strategies and costings.

risk management.docx

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