ࡱ> 13./0} xbjbj55  __ m2~2~u"OOOtÍÍÍdÍ5~ːǒ^%%%E4yDUBOa=Aaa%%a%یR%a T-"%PÍN:052]6t:6OpTaaaaaaaaaa5aaaaaaaaaaaaa2~ ;: PM 008 Risk Management Plan Template & 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. As such the Guide should be removed from the front of your final document. The project management templates are being continuously improved. Feedback on suggested improvements to this Template would be appreciated, and may be made to Project Services by emailing  HYPERLINK "mailto:pminfo@dpac.tas.gov.au" pminfo@dpac.tas.gov.au. DISCLAIMER This material has been prepared for use by Tasmanian Government agencies and Instrumentalities. It follows that this material should not be relied upon by any other person. Furthermore, to the extent that this material is relied upon, the Crown in Right of the State of Tasmania gives no warranty as to the accuracy or correctness of the material or for any advice given or for omissions from the material. Users rely on the material at their own risk. What is a Risk Management Plan? The Risk Management Plan is used to summarise the proposed risk management approach for the project. Usually it is included as a section in the Project Business Plan, however for larger or more complex projects it can be maintained as a separate document. It is dependent on the establishment of a Risk Register. At a minimum, the Risk Management Plan should cover: the process which will be used to identify, analyse, evaluate and treat risks both initially and throughout the life of the project, including estimated costings (where practical); the process for transferring approved risk costings into the project budget; the process for transferring risk mitigation strategies into the project Work Breakdown Structure; how often the Risk Register will be reviewed, the process for review and who will be involved; who will be responsible for which aspects of risk management; how Risk Status will be reported and to whom; and include as an appendix the initial snapshot of the major risks, current gradings, planned mitigation strategies and costings and who will be responsible for implementing them (these are usually included as an Appendix in the Risk Register). Why would you develop a Risk Management Plan? A Risk Management Plan is developed to ensure levels of risk and uncertainty are properly managed so that the project is successfully completed. It enables those involved with the project to manage possible risks by defining the manner in which they will be contained and the likely cost of mitigation strategies. A Risk Management Plan is developed to: provide a useful tool for managing and reducing the risks identified before and during the project; document risk mitigation strategies being pursued in response to the identified risks and their grading in terms of likelihood and seriousness; provide the Project Sponsor, Steering Committee/senior management with a documented framework from which risk status can be reported upon; ensure the communication of risk management issues to key stakeholders; provide a mechanism for seeking and acting on feedback to encourage the involvement of the key stakeholders; and identify the mitigation actions required for implementation of the plan and associated costings. When would you develop a Risk Management Plan? Initial risks must be identified and graded according to likelihood and seriousness very early in the Project. This initial risk assessment will form part of the Project Proposal/Brief or Project Business Case for the project. Once the project is approved the Risk Management Plan and Risk Register should be fully developed. In the case of smaller projects the Risk Register may serve both purposes. For large or complex projects it can be beneficial to use an outside facilitator to conduct a number of meetings or brainstorming sessions involving (as a minimum) the Project Manager, Project Team members, Steering Committee members and external key stakeholders. Preparation may include an environmental scan, seeking views of key stakeholders etc. A Risk Management Plan is developed in an iterative manner as the project progresses and as clarity in relation to potential risks emerges. Although the Project Sponsor and Steering Committee has ultimate responsibility for ensuring appropriate risk management processes are applied, the Project Manager may develop the first release with their co-operation, and will most likely maintain its currency. 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 re-released. 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 guide 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 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  HYPERLINK "http://www.egovernment.tas.gov.au" www.egovernment.tas.gov.au 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 within the template? Risk Management Plan Version 0.A, dd-mm-yyyy Copy: Uncontrolled The version number starts at one and increases by one for each release. It shows the release number and a revision letter if in draft. The original draft is 0.A and subsequent drafts are 0.B, 0.C etc. The first accepted and issued document is Version 1.0. Subsequent changes in draft form are 1.0A, 1.0B etc. The accepted and issued second version is 1.1 or 2.0, depending on the magnitude of the change. Refer to the Project Management Fact Sheet: Document Control for more information. Acknowledgements The contribution of the following individuals in preparing this document is gratefully acknowledged: The following two paragraphs should be included in the documents where these templates have been used as a basis for development. This document has been derived from a template prepared by the Department of Premier and Cabinet, Tasmania. The structure is based on a number of methodologies as described in the Tasmanian Government Project Management Guidelines. For further details, refer to  HYPERLINK "http://www.egovernment.tas.gov.au" www.egovernment.tas.gov.au DOCUMENT ACCEPTANCE and RELEASE NOTICE This is of the Risk Management Plan. The Risk Management Plan is a managed document. For identification of amendments each page contains a release number and a page number. Changes will only be issued as complete replacement. Recipients should remove superseded versions from circulation. This document is authorised for release once all signatures have been obtained. PREPARED: DATE: ___/___/___ (for acceptance) (, , Project Manager) ACCEPTED: DATE: ___/___/___ (for release) (Project Sponsor, ) on behalf of the Steering Committee BUILD STATUS: The most recent amendment first. VersionDateAuthorReasonSections
AMENDMENTS IN THIS RELEASE: Section TitleSection NumberAmendment SummaryDISTRIBUTION: Copy NoVersionIssue DateIssued To1
2Electronic Table of Contents  TOC \o "1-3" \h \z  HYPERLINK \l "_Toc176060723" 1 Executive Summary  PAGEREF _Toc176060723 \h 6  HYPERLINK \l "_Toc176060724" 2 Introduction  PAGEREF _Toc176060724 \h 6  HYPERLINK \l "_Toc176060725" 3 Risk Assessment  PAGEREF _Toc176060725 \h 6  HYPERLINK \l "_Toc176060726" 3.1 Identification  PAGEREF _Toc176060726 \h 6  HYPERLINK \l "_Toc176060727" 3.2 Analysis and Evaluation  PAGEREF _Toc176060727 \h 8  HYPERLINK \l "_Toc176060728" 4 Risk Mitigation  PAGEREF _Toc176060728 \h 9  HYPERLINK \l "_Toc176060729" 5 Risk Monitoring  PAGEREF _Toc176060729 \h 10  HYPERLINK \l "_Toc176060730" 6 Roles and Responsibilities  PAGEREF _Toc176060730 \h 10  HYPERLINK \l "_Toc176060731" 6.1 Steering Committee  PAGEREF _Toc176060731 \h 10  HYPERLINK \l "_Toc176060732" 6.2 Project Manager  PAGEREF _Toc176060732 \h 10  HYPERLINK \l "_Toc176060733" 6.3 Project Team  PAGEREF _Toc176060733 \h 11  HYPERLINK \l "_Toc176060734" Appendix A: Risk Register (as at dd/mm/yy)  PAGEREF _Toc176060734 \h 12  Executive Summary The purpose of this document is to provide a management framework to ensure that levels of risk and uncertainty are properly managed for the remainder of the project. As risk management is an ongoing process over the life of a project, the Risk Register must be considered a snap shot of relevant risks at one point in time. This document will achieve this by defining the following: the process that will be/has been adopted by the Project to identify, analyse and evaluate risks during the remainder of the project; how risk mitigation strategies will be developed and deployed to reduce the likelihood and/or impact of risks; how often risks will be reviewed, the process for review and who will be involved; roles and responsibilities for risk management; how reporting on risk status, and changes to risk status, will be undertaken within the Project and to the Steering Committee; 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. Introduction The purpose of risk management is to ensure levels of risk and uncertainty are identified and then properly managed in a structured way, so any potential threat to the delivery of outputs (level of resourcing, time, cost and quality) and the realisation of outcomes/benefits by the Business Owner(s) is appropriately managed to ensure the project is completed successfully. The objectives of the risk management approach in the Project are to identify, assess and mitigate risks where possible and to continually monitor risks throughout the remainder of the project as other risks or threats emerge or a risks impact or likelihood changes. As risk management is an ongoing process over the life of a project, this Risk Management Plan and Risk Register must be considered a snap shot of relevant risks at one point in time. Where required, the process of risk identification, assessment and the development of countermeasures will involve consultation with the Steering Committee members, the Reference Group, other relevant stakeholders and Project team members. Risk Assessment Identification Risk identification involves determining which risks or threats are likely to affect the project. It involves the identification of risks or threats that may lead to project outputs being delayed or reduced, outlays being advanced or increased and/or output quality (fitness for purpose) being reduced or compromised. For most large/complex projects, a number of high level risks should have been identified during the project initiation stage these should be used as the basis for a more thorough analysis of the risks facing the project. One of the most difficult things is ensuring that all major risks are identified. A useful way of identifying relevant risks is defining causal categories under which risks might be identified. For 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. Another way is to categorise in terms of risks external to the project and those that are internal. See the Project Management Risk Identification Tool for some useful prompts in identifying project risks. The Australian Standard for Risk Management AS/NZS 4360: 2004 Appendix D refers to generic sources of risk. The wording or articulation of each risk should follow a simple two-step approach: Consider what might be a trigger event or threat (eg. poor quality materials causes costs to rise) several triggers may reveal the same inherent risk; then Identify the risk - use a newspaper headline style statement short, sharp and snappy (eg. budget blow out) then describe the nature of the risk and the impact on the project if the risk is not mitigated or managed (eg. project delayed or abandoned, expenditure to date wasted, outcomes not realised, government embarrassed etc). Use the Risk Register (see Appendix A) to document the results. For large or complex projects it can be beneficial to use an outside facilitator to conduct a number of meetings or brainstorming sessions involving (as a minimum) the Project Manager, Project Team members, Steering Committee members and external key stakeholders. Preparation may include an environmental scan, seeking views of key stakeholders etc. For a small project, the Project Manager may develop the Risk Register perhaps with input from the Project Sponsor/Senior Manager and colleagues, or a small group of key stakeholders. It is very easy to identify a range of risks that are outside the project and are actually risks to the business area during output delivery, transition or once operational mode has been established. These are not project risks and should not be included in the Project Risk Register, but referred to the relevant Business Owner. It may be appropriate to submit an Issues Paper to the Steering Committee recommending formal acceptance by the relevant Business Owner for ongoing monitoring and management of specific risks. See the Project Management Fact Sheet: Developing a Risk Management Plan and the Risk Identification Tool for more information on how to undertake risk identification. In this section specify: what risk identification process has been undertaken (ie. brainstorm, facilitated session, scan by Project Manager etc); any categories used to assist in the identification or relevant risks; when the risk identification process occurred; and who was involved. Analysis and Evaluation Once risks have been identified they must be analysed by determining how they might affect the success of the project. Generally the impact of a risk will realise one or any combination of the following consequences: Project outcomes (benefits) are delayed or reduced; Project output quality is reduced; Timeframes are extended; Costs are increased. Once analysed, risks should be evaluated to determine the likelihood of a risk or threat being realised and the seriousness, or impact, should the risk occur. 'Likelihood'is a qualitative measure of probabilityto express the strength of our belief that the threat will emerge (generally ranked as Low (L), Medium (M) or High (H)). 'Seriousness' is a qualitative measure of negative impact to convey the overall loss of value from a project if the threat emerges, based on the extent of the damage (generally ranked as Low (L), Medium (M), High (H) or Extreme). From this risks will be graded as A, B, C, D or N according to the following matrix: LikelihoodSeriousnessLowMediumHighEXTREMELowNDCAMediumDCBAHighCBAAThe 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. In this section specify: How the identified risks could potentially impact on the project in terms of the four categories of consequence (eg. x have potential to delay or reduce project outcomes/reduce output quality etc); Summarise the distribution of risks according to the grading (number of A Grade risks, B Grade risks etc) List any A Grade risks. Risk Mitigation Mitigation of risks involves the identification of actions to reduce the likelihood that a threat will occur (preventative action) and/or reduce the impact of a threat that does occur (contingency action). This strategy also involves identifying 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 a risk if it is realised have been developed. The following table is useful to determine how risks will be treated in terms of preparation and/or deployment of mitigation strategies during the life of the Project. Mitigation strategies are usually only prepared and/or deployed for Grades A through to C, however where an existing risk graded at D appears likely to be upgraded, mitigation strategies should be prepared. GradePossible ActionAMitigation actions, to reduce the likelihood and seriousness, to be identified and implemented as soon as the project commences as a priority.BMitigation actions, to reduce the likelihood and seriousness, to be identified and appropriate actions implemented during project execution.CMitigation actions, to reduce the likelihood and seriousness, to be identified and costed for possible action if funds permit.DTo be noted; no action is needed unless grading increases over time.NTo be noted; no action is needed unless grading increases over time.In this section specify: The proportion of risk mitigation actions that are preventative (eg. 30%); The proportion of risk mitigation actions that are contingency (eg. 70%); Key stakeholders nominated as responsible for undertaking specific risk mitigation actions; Any major budgetary implications For any identified A Grade risks specify: What type of mitigation action is proposed (preventative or contingency); Who is responsible for undertaking the proposed action; and Any cost implications for the project Budget. Risk Monitoring Risk Management is an iterative process that should be built into the management processes for any project. It must be closely linked with Issues Management, as untreated issues may become significant risks. If prevention strategies are being effective, some of the Grade A and B Risks should be able to be downgraded fairly soon into the project. In this section specify How frequently a review of the Risk and Issues Registers will be undertaken (eg. fortnightly, monthly); Who will be involved in the review of the Risk and Issues Registers (eg. the Project team); How 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 any emerging risks are appropriately dealt with (eg. monthly); If the Risk Register will be maintained as a separate document or as part of the Risk Management Plan; How often the Steering Committee or Project Sponsor/Senior Manager will be provided with an updated Risk Register for consideration; and How often Risk status will be reported in the Project Status Reports to the Steering Committee/Project Sponsor/Senior Manager (usually only Grade A and B risks). Roles and Responsibilities Steering Committee Ultimate responsibility for ensuring appropriate risk management processes are applied rests with the Project Sponsor and Project Steering Committee, and they should be involved in the initial risk identification and analysis process. The Risk Management Plan and the Risk Register should provide the Project Sponsor and Project Steering Committee with clear statements of the project risks and the proposed risk management strategies to enable ongoing management and regular review. The Steering Committee will review the Grade A and B project risks on a basis via updated information provided in the Project Status Reports and provide advice and direction to the Project Manager. The Steering Committee will also be provided with an updated Risk Register for consideration, as required, when additional threats emerge or the likelihood or potential impact of a previously identified risk changes. Project Manager The Project Manager will be responsible for: Development and implementation of a Project Risk Management Plan; Organisation of regular risk management sessions so that risks can be reviewed and new risks identified; Assessment of identified risks and developing strategies to manage those risks for each phase of the project, as they are identified; Ensure that risks given an A grading are closely monitored; and Providing regular Status Reports to the Steering Committee noting any A Grade risks and specifying any changes to the risks identified during each phase of the project and the strategies adopted to manage them. In large or complex projects, the Project Manager may choose to assign risk management activities to a separate Risk Manager, but they should still retain responsibility. It should be noted that large projects are a risk in themselves, and the need for the Project Manager to reassign this integral aspect of project management may be an indication that the project should be re-scoped, or divided into several sub-projects overseen by a Project Director. Project Team All members of the Project Team will be responsible for assisting the Project Manager in the risk management process. This includes the identification, analysis and evaluation of risks and continual monitoring through out the project life cycle. Appendix A: Risk Register (as at dd/mm/yy) Rating for Likelihood and Seriousness for each riskLRated as LowERated as Extreme (Used for Seriousness only)MRated as MediumNANot AssessedHRated as High Grade: Combined effect of Likelihood/SeriousnessSeriousnessLikelihoodlowmediumhighEXTREMElowNDCAmediumDCBAhighCBAA Recommended actions for grades of riskGradeRisk mitigation actionsAMitigation actions, to reduce the likelihood and seriousness, to be identified and implemented as soon as the project commences as a priority.BMitigation actions, to reduce the likelihood and seriousness, to be identified and appropriate actions implemented during project execution.CMitigation actions, to reduce the likelihood and seriousness, to be identified and costed for possible action if funds permit.DTo be noted - no action is needed unless grading increases over time.NTo be noted - no action is needed unless grading increases over time. Change to Grade since last assessmentNEWNew risk(Grading decreasedNo change to Grade(Grading increased IdDescription of Risk Impact on Project (Identification of consequences)L S G ChangeDate of ReviewMitigation Actions (Preventative or Contingency)Individual/ Group responsible for mitigation action(s)CostTimeline for mitigation action(s)WBS1Steering 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)HHANEW15/02/06Preventative: 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 ManagerNA15/03/06Y2Inadequate 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 delayedMMBNo change15/02/06Contingency: Re-scope project, focusing on time and resourcingProject ManagerTBCTBCN3Staff reject new procedures Triggers include Staff dont participate in training (not prepared for new roles); New procedures not applied (work-arounds 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).HHANEW15/02/06Preventative: 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 NNote: 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.  This can be useful in identifying appropriate mitigation actions.  Assessment of Likelihood.  Assessment of Seriousness.  Grade (combined effect of Likelihood/Seriousness).  Work Breakdown Structure specify if the mitigation action has been included in the WBS or workplan.     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