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Date
register Date Log
Project Title: created: updated: owner:
There is a risk that if the status of the development project associated with the new
course exceeds defined tolerances and quality criteria leading to one or more critical
success factors being compromised the project may be closed early or fail to meet
1. Main output risks its projected learner and financial targets resulting in loss of realised benefits 5 5 25 5 5 25
There is a risk that without clear direction and explanation from the HEI and its
project partners and suppliers of their strategic, aims and ambitions for the new
training course leading to the viability and reliability of the new course being
2. Strategic and compromised; resulting in loss of financial investment, reputational damage or
commercial risks financial claw back. 4 5 20 4 5 20
There is a risk that without accurate and clear costing and budgetary control the
working capital required to meet the plans will not be available; resulting in time
3. Financial risks delays, critical path impacts and potential overspend 3 4 12 3 4 12
There is a risk that the HEI processes and management are insufficient to support the
resourcing necessary to develop and delivery the new course leading to an inability
to maintain development and/or delivery to the defined plans; resulting in time
5.Organisational and delays that will impact on critical paths, delaying the course start dates; and effecting
management risks employer and internal faculty relationships 3 5 15 3 5 15
There is a risk that the curriculum and/or delivery mechanism of the delivered
training course does not align with the original employer needs and demand, leading
to employer and/or learner dissatisfaction with offered course; no take up of
6. Project delivery delivered course and/or degradation in employer relationship and loss of longer term
risks (operational) benefits 3 5 15 3 5 15
There is a risk that without effective marketing, curriculum planning and clear
transition plans the new course will not be attractive to a wider audience than the
commissioning employer or the HEI faculties will not be able to support ongoing
7. Training delivery delivery; resulting in low learner numbers initially and on an ongoing basis, failure to
risks achieve a return on investment and failure to realise institutional benefits 5 5 25 5 5 25
4
Impact
3 Inherent risks
Residual risks
0
2.5 3 3.5 4 4.5 5 5.5
Probability
Risk Maps
1. Main Output Risks 1. Main Output Risks
6 6
5 5
4 4
Probability
Impact
3 Residual risks 3 Residual risks
2 2
1 1
0 0
3.5 4 4.5 5 5.5 6 6.5 7 0 1 2 3 4 5 6
Proximity Probability
5
5
4
4
Probability
Impact
2 2
1 1
0 0
Universities1South West2 3 4 5 6 7 Risk Bubble Maps0 1 2 3 4 5 6 31/10/11 page 2 of 20
Proximity Probability
2
Risk Management
1 Toolkit - Higher Level Skills Demand Led Training, Course Development Projects 1 Template
0 0
1 2 3 4 5 6 7 0 1 2 3 4 5 6
Proximity Probability
3. Financial 3. Financial
6
6
5
5
4
4
Probability
Impact
Inherent risks 3 Inherent risks
3 Residual risks
Residual risks
2
2
1 1
0 0
2.5 3 3.5 4 4.5 5 5.5 6 6.5 7 0 1 2 3 4 5 6
Proximity Probability
4. Legal 4. Legal
6
6
5
5
4
4
Probability
Inherent risks
Impact
3 Inherent risks
3
Residual risks Residual risks
2 2
1 1
0 0
0 1 2 3 4 5 6 7 0 1 2 3 4 5 6
Proximity Probability
5. Organisational/Management 5. Organisational/Management
6
6
5
5
4
4
Probability
Impact
Inherent risks 3 Inherent risks
3 Residual risks
Residual risks
2
2
1 1
0 0
-1 0 1 2 3 4 5 6 7 0 1 2 3 4 5 6
Proximity Probability
5
5
4
4
Probability
Impact
Inherent risks 3 Inherent risks
3
Residual risks Residual risks
2 2
1 1
0 0
-1 0 1 2 3 4 5 6 7 0 1 2 3 4 5 6
Proximity Probability
5
5
4
4
Probability
Impact
Inherent risks 3 Inherent risks
3
Residual risks Residual risks
2
2
1 1
0 0
0 1 2 3 4 5 6 7 0 1 2 3 4 5 6
Proximity Probability
Baseline action
Baseline action
Planned action
Planned action
Probability
Probability
Probability
variations
Proximity
Impact
Impact
Risk Resulting in (Impact Risk Risk Open/
Source Risk that description) rating Early warning indicators Reduction action (Probability) Reduction action (Impact) Contingency action rating Closed Comments
Output risks 583 585
1. Water tight business case made with 68. Engage with additional employers to
employer prior to commencement of any input into development once course
Non-responsive communication. activity. (-0.3) 0 0 outline has been produced. (0.8) 0 0
58. Clear and effective marketing to other Make delivery available on the open
employers during development of course. market and consideration to running
(0.6) 0 0 a loss leader (subsidising learners).
61. Involve SSCs to gain their support for
course delivery. (0.1) 0 0
Reluctance of commissioning
employers to sign learner number 3a. Employer funds all of the 62. Involve professional bodies to gain
contracts. development of the new course. (1) 0 0 their support for course delivery.(0.1) 0 0
Reticence of employer to discuss actual 3b. Employer part funds development of 63. Course offered as options on other
learner numbers. the new course. (0.5) 0 0 programme. (0.1) 0 0
No employer/learner take up of the
developed training course leading to the 9. Contractual agreement put in place 69. Course design includes template
development of new programme being with the commissioning employer(s) flexible delivery and content mechanisms
completed but no learners on first training Expression of dissatisfaction with defines learner numbers for first delivery to more easily adjust to suit other
Employer 1c delivery Loss of financial investment 5 1 5 5 developed course. of course. (0.3) 0 0 employers. (0.2) 0 0 1 5 5
52. Stringent project management system 31. Communications plans- Maintain close Liaison with commissioning
put in place, with the underlying policies, employer liaison and negotiation with employers at the first indication of
procedures and processes to support it. regard to potential time over-runs, and time slippage, presented with
(2) 0 0 gain their agreement to late delivery. (0.2) 0 0 options and alternatives.
Time over-run on development stages and Reduced return on investment Extension of planned completion
late delivery of course leading to projected Degradation of employer relationship and date/delivery date, driven by HEI not 77. Risk management of related detailed 63. Planned inclusion of course as options
1d learner numbers not being met reputational damage 4 5 4 20 employer. risks below. (1.5) 0 0 within other programmes. (0.4) 0 0 5 4 20
39
Baseline action
Baseline action
Planned action
Planned action
Probability
Probability
Probability
variations
Proximity
Impact
Impact
Risk Resulting in (Impact Risk Risk Open/
Source Risk that description) rating Early warning indicators Reduction action (Probability) Reduction action (Impact) Contingency action rating Closed Comments
Projected costs increase above the 56. Project management system in place
authorised budget and contingency leading Loss of financial investment made to to provide for accurate budget monitoring
to failure to complete the course point of closure and compromise of all and control, including the provision of a
1e development anticipated institutional benefits 4 2 5 10 Scope increases proposed. detailed budget with categories (0.2) 0 0 2 5 10
Baseline action
Baseline action
Planned action
Planned action
Probability
Probability
Probability
variations
Proximity
Impact
Impact
Risk Resulting in (Impact Risk Risk Open/
Source Risk that description) rating Early warning indicators Reduction action (Probability) Reduction action (Impact) Contingency action rating Closed Comments
47. HEI executive manager included in the 57. Stage plans provide shorter work
Management meetings indicate major preparation of business case and HEI packages with useable deliverables that Alternative funding sought from
organisational change with other areas approval of start up. (0.3) can be integrated into smaller delivered other public sources or from
Change to HEI strategies and policies relating Cessation of work, loss of financial receiving cutbacks. 0 0 courses. (0.5) 0 0 employers or from HEI partners
to the funding and support of employer investment to date
engagement activities leading to internal Degradation of customer/employer 71. HEI senior management fully briefed
funding being withdrawn or reduced for relationship leading to reputational about the intended outcomes and
Organisatio development and/or course delivery damage. expected long term benefits of the new
nal 2c subsidies Secondary benefits not realised 4 1 5 5 course (0.2) 0 0 1 5 5
Baseline action
Baseline action
Planned action
Planned action
Probability
Probability
Probability
variations
Proximity
Impact
Impact
Risk Resulting in (Impact Risk Risk Open/
Source Risk that description) rating Early warning indicators Reduction action (Probability) Reduction action (Impact) Contingency action rating Closed Comments
Development costing model is inaccurate 56. Stringent budget monitoring and Sseek additional funds from
Organisatio leading to failure to remain within original 18. Full quotes from suppliers/consultants control, to enable any under spend areas employer directly or through
nal 3c approved budget plan Overspend on budget 4 3 4 12 for use in costing development. (1) 0 0 to be viered to overspend areas. (0.2) 0 0 delivery pricing 3 4 12
0
0
Legal
Validation requirements not included in 44. Internal process in place for validating
overall plans. demand led courses. (0.5) 0 0
Baseline action
Baseline action
Planned action
Planned action
Probability
Probability
Probability
variations
Proximity
Impact
Impact
Risk Resulting in (Impact Risk Risk Open/
Source Risk that description) rating Early warning indicators Reduction action (Probability) Reduction action (Impact) Contingency action rating Closed Comments
HEI processes and procedures to approve 42. Explore existing procedures during
suppliers as course providers are ineffective feasibility and start up to ensure accurate
Organisatio leading to delays or failure to approve Delayed start date of course, with time planning and costing at initiation. Delivery of course by in house
nal 4f suppliers to deliver course as planned potential for total delivery failure 4 2 5 10 Slippage against time lines (0.8) 0 0 teams. Additional costs/time 2 5 10
0
0
Organisational/Management Risks
Corporate policies and processes do not Major time delays impacting on critical
enable buy out/backfilling of academic time paths leading to late course start date. 38. Clear policy for engaging academic
leading to academic resources for Potential employer dissatisfaction leading resources in development/delivery of
Organisatio programme design not being available as to low learner numbers demand led provision, including how
nal 5a planned Degradation in relationship with faculties 3 3 4 12 Missed milestones. bought out time will be backfilled. (1.4) 0 0 3 4 12
Outline timescales and plans agreed 49. Full discussions with employers
with employer indicate major around viable and feasible timescales Use of consultants (internal or
Poor overall planning causing clashes with Major time delays impacting on critical development and/or delivery during within the academic year prior to final external) - additional cost
timetabling at busy periods of the academic paths leading to late course start date. end of year assessment period. agreement of timeline. (1) 0 0 Cross ref 1d impact reduction 0 0 implications
Project calendar leading to academic resources for Potential employer dissatisfaction leading
Manageme programme design not being available as to low learner numbers 26. Qualified project manager is
nt 5c planned Degradation in relationship with faculties 3 3 4 12 appointed. (1) 0 0 3 4 12
Lack of buy-in from faculty management 71. HEI senior management fully briefed
Project providing academic input or delivery leading Major time delays impacting on critical about the intended outcomes and Use of consultants (internal or
Manageme to academic resources for programme paths leading to late course start date expected long term benefits of the new external) - additional cost
nt 5d design are not available as planned with potential loss of institutional benefits 4 2 4 8 course (0.2) 0 0 implications 2 4 8
Difficulty converting ONA into training 39. Ensure full count of costings 20. Partnership with other institution who
specification to produce course associated with use of external subject has relevant expertise to co-develop and
outline/scheme. expertise during feasibility stage. (0.5) 0 0 deliver course. (0.5) 0 0
Baseline action
Baseline action
Planned action
Planned action
Probability
Probability
Probability
variations
Proximity
Impact
Impact
Risk Resulting in (Impact Risk Risk Open/
Source Risk that description) rating Early warning indicators Reduction action (Probability) Reduction action (Impact) Contingency action rating Closed Comments
21. Defined job description, with Redefine ONA and detailed TNA as
competence requirements for business soon as disparity becomes apparent,
Difficulty converting ONA into a analysis, clearly specified for business gaining employer agreement and
detailed training specification. advisors. (0.4) 0 0 Cross ref 1d impact reduction 0 0 revising timelines.
Significant schedule delays and potential
overspend will be encountered due to 22. Training to specified level carried out.
revision and re-alignment during design Difficult steering group meetings. (0.7) 0 0
The business analysis knowledge/skills of the and development stages.
advisors engaging employers and carrying Employer may withdraw when Changes occurring to the planned
out ONA is too low leading to inaccurate misalignment becomes apparent leading content or delivery mechanism during
Organisatio training programme expectations/outlines to programme early closure and financial development. Scope creep during 32. Summarised ONA sent to employer for
nal 6a from the ONA cost loss 1 2 5 10 initiation. signed agreement. (0.1) 0 0 2 5 10
Difficulty gaining support from senior Redefine ONA and detailed TNA as
managers in employer organisation. soon as disparity becomes apparent,
Inability to convert ONA into detailed 32. Set internal process and recording gaining employer agreement and
Significant schedule delays and potential training specification. proforma for conducting ONAs. (1.5) 0 0 Cross ref 1d impact reduction 0 0 revising timelines.
overspend will be encountered due to
revision and re-alignment during design
and development stages.
Poor recording of employer skills gaps, Employer may withdraw when 67. Product plans and descriptions that
expectations and ONA leading to unclear misalignment becomes apparent leading include all project documentation, are
training programme expectations from the to programme early closure and financial Difficulties encountered when created that identify quality and
Technical 6c ONA cost loss 1 3 5 15 commencing detailed TNA. expectations. (0.5) 0 0 3 5 15
Project Insufficient time is allocated to ONA leading Loss of employer support for course Additional costs or time delays being
Manageme to inaccurate or unclear training programme Significant schedule increases. incorporated at detailed planning 67. Clear guidelines for staff regarding the
nt 6e expectations from the ONA Adverse affect on faculty "buy in" 2 2 5 10 stage. quality of ONA outputs. (0.4) 0 0 2 5 10
23. Staff leading TNA understand the Revise TNA, re-scope course and re-
requirements for an academic and plan development - time and cost
process to engage one. (0.2) 0 0 implications.
Baseline action
Baseline action
Planned action
Planned action
Probability
Probability
Probability
variations
Proximity
Impact
Impact
Risk Resulting in (Impact Risk Risk Open/
Source Risk that description) rating Early warning indicators Reduction action (Probability) Reduction action (Impact) Contingency action rating Closed Comments
Employer agreement/approval not 67. Define the expected process for Revise TNA, re-scope course and re-
forthcoming for programme producing a programme specification plan development - time and cost
specification from an ONA. (0.5) 0 0 implications.
Scope creep during development. 34. 35.36. Clear process defined for Re-commence TNA,re-scope the
The detailed TNA stage is omitted or is too Difficult steering or advisory group detailed TNA to ensure competence aims, new course development and re-pal
short leading to an incomplete or wrong Employer satisfaction with final training is meetings with employers reluctant to objectives, level, prior learning levels and the stages - time and cost
programme specification, including level of poor, so low or no learners on initial sign off development stages. delivery methodology identified.(0.4) 0 0 implications
learning, delivery mechanism, requirement delivery or on subsequent delivery,
Project for accreditation and there will be an resulting in loss of financial recovery of 37. Obtain sign off and authorisation from
Manageme eventual misalignment of original demand investment and potential degradation of employer prior to starting development.
nt 6i to developed course relationship with employer(s) 3 2 5 10 (0.2) 0 0 2 5 10
Baseline action
Baseline action
Planned action
Planned action
Probability
Probability
Probability
variations
Proximity
Impact
Impact
Risk Resulting in (Impact Risk Risk Open/
Source Risk that description) rating Early warning indicators Reduction action (Probability) Reduction action (Impact) Contingency action rating Closed Comments
b) Meetings with IT/IS to confirm
availability of required software.
Baseline action
Baseline action
Planned action
Planned action
Probability
Probability
Probability
variations
Proximity
Impact
Impact
Risk Resulting in (Impact Risk Risk Open/
Source Risk that description) rating Early warning indicators Reduction action (Probability) Reduction action (Impact) Contingency action rating Closed Comments
No return on investment
Curriculum content is unsustainable with No benefits relating to integration with
other employers because the curriculum is main stream programmes and academic 69. Flexibility mechanisms for content and
too narrow/specific leading to failure to expertise Single employer specific content. delivery built into course development to 41. Delivery priced to reflect the lack of Curriculum broadened and made
repeat delivery of new training programme No benefits associated with Industry requirements/legislation enable rapid and cost effective opportunity for extended business- to more generic to increase the
Technical 7d to other employers and learners employer/sector exploitation 5 3 3 9 changing rapidly. augmentation for other employers. (0.4) 0 0 enable an immediate ROI. (0.6) 0 0 attractiveness to other employers 3 3 9
No return on investment
Ineffective or no transition plans into HEI No benefits relating to integration with 46. Include a sub-project to provide CRM
faculties will lead to failure to sustain main stream programmes and academic transition planning to relevant faculties or
delivery capability of new programme due to expertise 60. Transition planning included in overall central marketing. Additional cost) with
Organisatio lack of ownership of the new course or No benefits associated with development project plan, with SLAs critical path output to start of delivery
nal 7e confusion about where the course sits employer/sector exploitation 6 2 5 10 agreed with HEI faculties (1) 0 0 stage (2) 0 0 2 5 10
Low interest from employer networks 63. Provided as options for full
when attempting to promote course programme. (0.2) 0 0
When there is no professional body High drop out rate of learners completing
accreditation it will lead to lack of the assessment of accredited programme 74. Benefits of assessment and linkage to
Organisatio perception of the benefits of assessment for 2. Difficult to promote course within the Low interest from learners for credit accumulation promoted to all
nal 7i accreditation professional target group 3 3 3 9 assessment of learning. learners. (0.4) 0 0 3 3 9
13. Course linked to employer CPD
scheme. (0.5) 0 0
Assignments not handed in. 4.Employer funding delivery. (0.4) 0 0
A lack of line managers support within the
employer organisations will lead to learners
not getting the time support necessary to High drop out rate of learners completing Learner feedback during course 75. Briefings to line managers by
complete assignments necessary to assess the assessment of accredited programme indicates issues with time allowed by employer senior managers to gain their
Employer 7j learning and loss of potential for progression. 5 3 3 9 line managers. buy-in to time support of learners. (0.4) 0 0 3 3 9
Risk count 60
Table of Guidance
Risk Source Categorise the risk to allow assignment and clarify mitigation. Select fromdrop down list. Areas to consider include: Employer, External, Organisational, Project Management, Technical
Risk No. Unique identification number for the Risk - Format R-nl
Description of Risk (If) Describe each Risk clearly and succinctly,
Description of Impact
(then)
Describe how the risk manifests itself
Proximity At what point in the lifecycle the risk is likely to materialise. 0 - At any time throughout the full lifecycle, 1 - Feasibility, 2 - Start up, 3- Initiation, 4 - Development of training course, 5 - Course delivery, 6 - Closure. Please refer to the risk management quick reference guide for detailed definition and explanation of these ratings.
Inherent Probability
(P)
6 - Very High, 5 - High 4 - Medium 3 - Low, 2 - Very Low 1 - Conceivable. Please refer to the risk management quick reference guide for detailed definition and explanation of these ratings..
Baseline action
Baseline action
Planned action
Planned action
Probability
Probability
Probability
variations
Proximity
Impact
Impact
Risk Resulting in (Impact Risk Risk Open/
Source Risk that description) rating Early warning indicators Reduction action (Probability) Reduction action (Impact) Contingency action rating Closed Comments
Inherent Impact (I) 5 - Severe, 4 - Major, 3 - Moderate, 2 - Minor, 1 - Low. Please refer to the risk management quick reference guide for detailed definition and explanation of these ratings..
Inherent Risk Rating
(IxP)
Rating score is calculated automatically by impact times probability. Risk rating category Red - High, Amber - Medium, Low - Green is calculated from the formulae and shown automatically.
Indicators Describe the indicators that give early warning that a risk is changing/materialising.
Reduction Action -
Probability
Enter the mitigating action proposed to reduce the probability of the risk materialising
Reduction Action-
Impact Enter the mitigating action proposed to reduce the impact of the risk should it materialise
Contingency Action Suggested action to consider should the risk materialise and be transferred to the issues log.
Residual probability The probability score once risk reductionaction has been taken (scored as for inherent probability)
Residual Impact The impact score once risk reduction action has been taken (scored as for inherent impact)
Residual Risk Rating The residual risk rating once risk reduction action has been taken. (calculatedasfor inherent risk rating)
Open / Closed Enter open or closed to indicate the status of the Risk. Only select closed when all likelihood of the risk materialising has passed. It will clear the residual risk rating for that risk.
Probability variation Used when monitoring risks. Enter the amount by which the probability rating has risen. If the risk probability was 2 and it seems to becoming more likely, then using the probability table in the User Guide, assign a new rating and enter the difference between the two in this column. TheColumn F and Column Q will alter accordingly.
Comments Free format comment field for the log Owner to use
Employer
1 Clear and detailed business case and proposal for new training 1a, 1b, 2h, 2i, 6h, 6j
course, presented to employer, with summary of ONA and outline
training course specification - agreed with employer at senior
management level
2 More than one employer commissioning new course 2h, 6j, 6m, 7f
3a Employer funding all of the development of course 1c, 2h, 6j
3b Employer part funding development of course (if yes to 3a select yes 1c, 2h, 6j
to 3b too)
4 Employer funding delivery of course 7j
5 Effective due diligence on employer status/situation to identify 1a, 1b, 6m, 7c
-low likelihood of restructuring, changing business priorities or
business failure,
- high growth, profit
6 Sector trends fully explored and consistent predicted demand for 1a, 1b, 1f, 6m
course is identified across multiple employers
7 Contract with employer defining their expected input into course 1a, 1b, 2i, 6j 6m
development via curriculum advisory groups with schedule and
identified staff
8 Contract with employer defining their expected input into steering 1a, 1b, 2h,
groups, with schedule and nominated staff
9 Contract with employer defining expected learner numbers on first 1c, 7f
delivery and subsequent delivery
10 Financial penalty clause included in employer contract in the event 1a,1b,
of their withdrawal from contract
11 IPR issues relating to use of in house materials and final training 4c
materials fully explored and agreed with employer
12 Learners are consulted during detailed TNA and course specification 6g
13 New course is linked to employers internal CPD and/or pay and 7h, 7i, 7j
reward scheme
Suppliers/partners
14 Outputs and outcomes of the new training course agreed with all 2a
partners and suppliers
15 Due diligence on contractors/suppliers during contracting to 2e, 2f
establish reliability
16 Financial penalty clauses agreed in contracts with suppliers in the 2e, 2g
event of their withdrawal
17 Payment in arrears agreed with contractors 3a
18 Full quotations for work packages/products obtained from suppliers 3c, 5e, 6n
prior to final project costing
19 IPR implications fully explored and agreed for training material 4b
Resources
21 Staff undertaking ONA and TNA work with employers have a defined 6a, 6f
job description and understand the extent of their authority and role
22 Staff acting as advisors to employers during initial engagement and 6a, 6b, 6d
ONA are trained in business analysis for training requirements and in
the capacity and capability of the HEI
31 Clear process and defined plan for communicating with the 6k, 6k, 7f 1d, 5a, 5b, 5c, 5d,
employer(s) identifying key contacts, their roles and responsibilities 6a, 6c, 6d
and how they require communication, and their level of
involvement/influence with the project.
32 Clear system for initial ONA with an employer, including standard 6a, 6c, 6d
recording documentation, process for conduct and quality, and
process for summarising and returning to employer for agreement
of content and further work
34 Clear process for negotiating and recording level of learning 6f, 6h, 6i
35 Clear process for negotiating and recording size of learning 6f, 6h, 6i
36 Clear process for negotiating and recording type of assessment 6f, 6h, 6i
39 Clear and robust costing model for development, including process 1e, 5e, 6n, 6o
to cost internal resources, external consultants, contracted products
and any software development
40 Clear and robust costing model for delivery, including process to cost 1e, 3b, 3c, 6o, 7h
internal resources, external consultants, hardware and materials,and
policy for single price to include assessment
41 Delivery pricing model accounts for lack of sustainability when only 7b, 7d
one employer is commissioning a course and subject area is too
narrow to appeal to others, such that ROI is achieved
43 Clear process and procedures for drawing up legal contracts with 2g, 4a, 4b, 4c, 6n
employers, suppliers and partners and SLAs with internal
departments
57 Stage plans identify small complete work packages from suppliers 2b, 2c, 2f, 6n, 6p
and faculties to sub-divide development work into re-useable
product parcels
58 Clear marketing plans to engage other employers with placing 1f 1c, 7b, 7f
learners on new course
59 Clear marketing plans to engage learners on immediate and 7a 7b, 7g
subsequent course delivery
60 Strategy and plans agreed for transition of new course into main 1f, 7a, 7e 1f,
stream/ faculty marketing activities
61 Sector Skills Council(s) involvement in steering group and/or 7a 1a, 1b, 1c, 2h, 2i,6j
advisory groups included in plans
62 Trade associations and/or employer networks involvement with 7a,7g 6j
project are included in plans
63 Benefits realisation plans in place to integrate new materials into 7i 1a, 1b, 1c, 1d, 1f,
main stream programmes 2h, 2i, 5a, 5b, 5c,
5d, 6a, 6c
66 Steering group roles and responsibilities of group members 2a, 4d, 4e, 6j
documented and agreed, together with a schedule of meetings
67 Product plans and descriptions are created for products to be 6c, 6h, 6n, 6o, 6p
developed and for documentation to be used for training
specification to identify product specification, quality expectation
and integration (with other products) for all the outputs
68 Strategy and plans are in place to engage the interest of other 1a,1b, 6j
similar employers with the course development once the outline
course specification has been agreed with commissioning
employer(s)
Briefings
71 HEI senior management fully briefed about the intended outcomes 2a, 2c, 2d, 5b, 5d
and expected long term benefits of the new course.