ID

Risk Title

Scope Time Cost Quality Resource

Risk Description

Impact

Probability (1-5)

Impact (1-5)

Weighed Rating

Rating

Proximity (1-4)

Identified by

Date Identified

Date Updated

Next Action or Review 15-Mar

Open / Closed

Risk Owner

Risk Response Category

Risk Status

Risk Response Actions

e.g. Rollout to 10 additional X branches 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51

Retail business request implementation of Additional internal effort from retail new functionality across 10 additional systems development team required branches within same timescale

16

Joe S

1-Feb

1-Mar

Open

Jill D

Fallback / Contingency

01-Mar Jill D to validate additional internal effort required and confirm resources if the business do confirm requirement to rollout to additional 10 stores.

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Information Ferret Ltd

Ref

Issue Title

Issue Category

Issue Description

Priority (H/M/L) M

Severity (1-5) 3

Identified by Joe S

Date Identified 01/02/201

Date Updated 1-Mar

e.g. 3rd party delivery Problem dates

3rd party has missed delivery dates and is forecasting delivery 2 weeks late causing 2 week delay to stage completion

Next Action or Review 10-Mar

Open / Closed Issue Status

Issue Owner

Issue Response Actions

Open

Jill D

1. Inform business of amended forecast stage delivery dates 2. Identify options available for alternative sourcing of parts

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51

A A A A A A

Information Ferret Ltd

Ref 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Dependency Title

Dependency Type

Product / Decision (on which the internal product is dependent)

Project Plan ID

Task ID

Owner

Planned Due Date

Forecast Due Date

Dependency Status

Project Plan ID

Task ID

Internal Product(s) Impacted

Impact Description

Identified by

Date Identified

Date Updated

Next Action or Review

Status

Actions

Information Ferret Ltd

Ref 0 0 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Assumption Title

Assumption Type

Assumption Description

Owner

Life Cycle Stage impacted

Impact Description <Include any products, internal and external impacts>

Identified by

Date Identified

Date Updated

Due Date

Next Action or Review

Status

Actions Identify Strategy and Planning Solutions Delivery Business Readiness Implementation and Roll Out

Information Ferret Ltd

Risk Assessment Scale

Probability (1-5) Definition Probability 1 Extremely unlikely < 5% Not expected to happen, beyond the foreseeable Impact 1 Insignificant 1 > 3 months 2 Unlikely 5-25% 3 Likely 25-75% 4 Very likely 75%-95% Expected to happen, possibly more than once 4 Severe 3 > 2 weeks 5 Extremely likely > 95%

Difficult to see happening, but remains a possibility Foreseeable occurrence 2 Minor 2 > 1 month 3 Moderate

Almost certain to happen 5 Catastrophic 4 < 2 weeks

Proximity

Risk Impact Assessment Definition

Impact Definition Cost Effort Schedule 1 Insignificant < 2,000 < 0.5% < 2 days effort No delay 2 Minor 2,000 - 10,000 0.5% - 2% 2 5 days effort < 1 week delay 3 Moderate 10,000 - 50,000 2% - 5% 5 10 days effort 1 - 2 weeks delay 4 Severe 50,000 - 100,000 5% - 10% 10 20 days effort 2 - 4 weeks delay 5 Catastrophic >100,000 > 10% > 20 days effort > 4 weeks delay

Risk Weighting
Probability 5 4 3 2 1 0 5 4 3 2 1 1 H M L 10 8 6 4 2 2 15 12 9 6 3 3 20 16 12 8 4 4 25 20 15 10 5 5 Impact

Risk Responses
Avoid Reduce Fallback / Contingency Transfer Accept Share Typically involves changing some aspect of the project, i.e. the scope, approach, supplier or sequence of activities, so that the threat either can no longer have an impact or can no longer happen. Proactive actions taken to: reduce the probability of the event occurring, by performing some form of control; or reduce the impact of the event should it occur. Putting in place a fallback / contingency plan for the actions that will be taken to reduce the impact of the threat should the risk occur. A third party takes on responsibility for some of the financial impact of the threat. This is a form of the 'reduce' response which only reduces the financial impact of the threat. A conscious and deliberate decision is taken to accept the risk, which should continue to be monitored to ensure that it remains tolerable. Risk sharing where both parties share the gain if the cost is less than planned; and share the pain if the cost plan is exceeded.

Information Ferret Ltd

Issue Assessment Scale Severity 1 Minimal Low 2 Moderate 3 Significant Medium 4 Serious 5 Critical High

Priority

Impact Assessment Definition Severity Definition 1 Minimal < 500 < 1% project budget < 2 days effort < 2 days delay 4 Significant 5,000 500 - 2,000 2,000 - 5,000 20,000 1 5% project 5 - 10% project 10 25% budget budget project budget 2 5 days 5 10 days 10 20 days effort effort effort 2 5 days 5 10 days 10 20 days delay delay delay 2 Moderate 3 Serious 5 Critical > 20,000 > 25% project budget > 20 days > 20 days

Cost Effort Schedule <add impact category>

Issue Category Problem Defect Change Other A problem encountered by the project team (e.g. team member unavailable for several days at short notice) A deviation from the expected behaviour of a product as defined in its requirements A request for change is defined as a request to change any aspect of the project that has been placed under change control, or baselined. Any other issue encountered

Information Ferret Ltd