Risk Log

Risk Register
Project name: Common project risks
Project manager: J Black

ID Date raised Risk description Likelihood Impact if Severity Owner Mitigating action Contingent action Progress on actions Status
of the risk the risk Rating Person who Actions to mitigate the risk e.g. reduce the Action to be taken if the risk
occurring occurs based on will manage likelihood. happens.
impact & the risk.
likelihood.

1 [enter date] Project purpose and need is not well- Medium High High Project Complete a business case if not already Escalate to the Project Board Business case re-written Open
defined. Sponsor provided and ensure purpose is well with an assessment of the with clear deliverables and
defined on Project Charter and PID. risk of runaway costs/never- submitted to the project
ending project. board for approval.

2 [enter date] Project design and deliverable definition Low High High Project Define the scope in detail via design Document assumptions Design workshops Open
is incomplete. Sponsor workshops with input from subject matter made and associated risks. scheduled.
experts. Request high risk items that
are ill-defined are removed
from scope.

3 [enter date] Project schedule is not clearly defined or Low Medium Medium Project Hold scheduling workshops with the Share the plan and go Workshops scheduled. Open
understood Manager project team so they understand the plan through upcoming tasks at
and likelihood of missed tasks is reduced. each weekly project progress
meeting.

4 [enter date] No control over staff priorities Medium Medium Medium Project The Project Sponsor will brief team Escalate to the Project Project Sponsor has agreed Open
Manager managers on the importance of the Sponsor and bring in back up to hold briefing. Now
project. Soft book resources as early as resource. making arrangements for a
possible and then communicate final meeting room.
booking dates asap after the scheduling
workshops. Identify back ups for each
human resource on the project.

5 [enter date] Consultant or contractor delays Medium High High Project Include late penalties in contracts. Escalate to Project Sponsor Lead time from each Open
Manager Build in and protect lead time in the and Contracts Manager. contractor built into the
schedule. Implement late clauses. project schedule. Late
Communicate schedule early. penalties agreed to and
Check in with suppliers regularly. Query contracts signed.
'90% done'. Ask again and again if they
need anything else.

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Risk Log

6 [enter date] Estimating and/or scheduling errors Medium High High Project Break this risk into two: 'cost estimating' Escalate to project sponsor Contingency agreed by Open
Manager and 'scheduling errors'. and project board. Project Board.
Use two methods of cost estimation, and Raise change request for
carefully track costs and forecast cost at change to budget or
completion making adjustments as schedule.
necessary. Pull down contingency.
Build in 10% contingency on cost and
scheduling.
Track schedules daily and include schedule
review as an agenda item in every project
team meeting.
Flag forecast errors and/or delays to the
Project Board early.

7 [enter date] Unplanned work that must be Low High Medium Team Manager Attend project scheduling workshops. Escalate to the Project Team managers attending Open
accommodated Check previous projects, for actual work Manager with plan of action, scheduling workshops.
and costs. including impact on time,
Check all plans and quantity surveys. cost and quality.
Document all assumptions made in
planning and communicate to the project
manager before project kick off.

8 [enter date] Lack of communication, causing lack of
clarity and confusion.
Medium Medium Medium Project Write a communication plan which Correct misunderstandings Communication plan in Open
Manager includes frequency, goal, and audience of immediately. Clarify areas progress.
each communication. that are not clear swiftly
Identify stakeholders early and make sure using assistance from Project
they are considered I the communication Sponsor if needed.
plan. Use most appropriate channel of
communication for audience e.g. don't
send 3 paragraph email to Developers,
have a call instead.

9 [enter date] Pressure to arbitrarily reduce task
durations and or run tasks in parallel
which would increase risk of errors.
Low High Medium Project Share the schedule with key stakeholders
Manager to reduce the risk of this happening.
Patiently explain that schedule was built
using the expertise of subject matter
experts. Explain the risks of the changes.
Share the Dennis Lock quote at
https://www.stakeholdermap.com/plan-
project/plan-reduction-crashing.html.
Escalate to Project Board Awaiting completion of the Open
with assessment of risk and schedule.
impact of the change.
Hold emergency risk
management call with
decision makers & source of
pressure and lay out risk and
impact.

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Risk Log

10 [enter date] Scope creep Medium High High Project Document the project scope in a Project Document each and every Scope clearly defined in PID. Open
Manager Initiation Document or Project Charter and example of scope creep NO
get it authorised by the Project Board. MATTER HOW SMALL in a
Refer to it throughout the project and change order and get
assess all changes against it also ensuring authorisation from the
alignment of any changes with the project board BEFORE
Business Case. STARTING WORK. This
includes ZERO COST changes.

11 [enter date] Unresolved project conflicts not
escalated in a timely manner
Low Medium Medium Project Hold regular project team meetings and When aware immediately Project team meetings Open
Manager look out for conflicts. Review the project escalate to Project Board and scheduled.
plan and stakeholder engagement plan for gain assistance from Project
potential areas of conflict. Sponsor to resolve the
conflict.

12 [enter date] Business Case becomes obsolete or is Low High High Project No ability to reduce likelihood, but make Initiate escalation and project Project close down Open
undermined by external or internal Sponsor sure early warning is given by reviewing close down procedure. procedure confirmed with
changes. business case on regular basis with the Project Board.
Project Board.

13 [enter date] Delay in earlier project phases Medium
jeopardizes ability to meet fixed date.
For example delivery of just in time
materials, for conference or launch date.
High High Project Ensure the project plan is as accurate as Consider insurance to cover Awaiting completion of the Open
Manager possible using scheduling workshops and costs and alternative supplier schedule.
work breakdown structure. Use Tracking as a back up.
Gantt and Baseline to identify schedule
slippage early.

14 [enter date] Added workload or time requirements Low Medium Medium Project No ability to reduce likelihood. Consider insurance and use Project Board reviewing Open
because of new direction, policy, or Sponsor Project Board to get advance insurance options.
statute notice if possible.

15 [enter date] Inadequate customer testing leads to
large post go live snag list.
High High High Project Ensure customer prepares test Raise risk immediately and Customer preparing test Open
Manager cases/quality checks and protect raise issue if it is clear testing cases.
testing/quality assurance window. inadequate. Customer could
extend testing & bring in
additional resource.

16 [enter date] Legal action delays or pauses project. Low Medium Medium Project Ensure all contracts signed before starting Escalate to Project Board Contracts issued. Open
Sponsor the project. Follow all regulatory who will notify legal
requirements and complete stakeholder department. Follow
management plan. instructions from legal.

17 [enter date] Customer refuses to approve Medium Medium Medium Project Ensure customer decision maker with Escalate to project Board and Customer project manager Open
deliverables/milestones or delays Manager budgetary authority is identified before recommend action e.g. to is confirming their sponsor /
approval, putting pressure on project project start and is part of the project stop the project. senior supplier.
manager to 'work at risk'. board. Communicate dates for sign-off
points up front.

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Risk Log

18 [enter date] Theft of materials, intellectual property Low High High Project Follow security procedures, ensure Non- Notify appropriate NDAs issued. Security Open
or equipment. Manager Disclosure Agreements, & compliance authorities e.g. police, certificates confirmed for
certificates are in place. Verify all physical project board and initiate contractors.
security measures in place. Secure internal investigations.
insurance.

19 [enter date] Acts of God for example, extreme Low High High Project Ensure insurance in place. Familiarise Notify appropriate Public Liability Insurance Open
weather, leads to loss of resources, Manager project team with emergency procedures. authorities. Follow health confirmed along with
materials, premises etc. Where cost effective put back up systems and safety procedures. Notify additional premises
in place e.g. generators. stakeholders and Project insurance at site B.
Board.

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 Likelihood
1 2 3
Impact

Low Low Medium

1

Low Medium High

2

Medium High High

3
High
Medium
Low