Example
For Example: Risk Management
The form serves to assess the risks in the project. The risks and their importance are in the template (shaded). These are actual consulting project risks as identified by consulting industry researchers. Again, a detailed procedure guides through the process of filling in the details. An example could look like this:
Customising and adapting the templates
Customising and adapting the templates
Customising and adapting the templates
| Gaia Project Plan Risk Management | Original | Rev. 1 | Rev. 2 | |
| Date | ||||
| Approved | ||||
|
Risk |
Importance | Mitigation Strategy | Exposure ($) | Risk Potential (%) |
| Executive related Risks | ||||
| Executive Management Support | 16 / 100 |
N/A |
0% | |
| Ownership | 6 / 100 |
N/A |
0% | |
| Clear Vision & Objectives | 3 / 100 |
1.Management Meeting
2.Work Shop |
80% | |
| Clear Statement of Requirements |
15 / 100 |
TBA | 50% | |
| Realistic Expectations |
10 / 100 |
Present. Proj. Mgr. | 50% | |
| Project Management Risks | ||||
| Proper Project Mgmt & Planning | 11 / 100 | TBA |
60% |
|
| Smaller Project Milestones | 9 / 100 | TBA |
60% |
|
| Competent & Focused Staff |
11 / 100 |
TBA | 20% | |
| User related Risks | ||||
| User Involvement & Participation | 19 / 100 | Change Managem’t | 80% | |
An example for Project Plan Integrity
An example for Project Plan Integrity
An example for Project Plan Integrity
This example for Mitigation Strategies relates to the example in the Risk Management table above. The purpose of this template is to instigate and control the execution of the mitigation strategies, which will trigger entries into the Project Schedule and Resource Plan.
| Risk | Mitigation Strategy
(brief description) |
Action by | Review of effect | Activity and Review in Schedule | Activity and Review Resourced |
| Clear Vision & Objectives | Management Meeting to convey CEO’ Vision and obtain feedback (17.3.2001) | Steering Committee | 22.3.01 | No | No |
| Clear Vision & Objectives | Work shop with project team and seconded staff (18.3.2001) | PM & Steering Committee. | 22.3.01 | No | No |
| Clear Statement of Requirements | TBA | No | No | ||
| Realistic Expectations | Presentation Project Manager of potential, past projects and results (19.3.2001) | PM | 22.3.01 |
No |
No |
| Proper Project Mgmt & Planning | TBA | TBA | |||
| Smaller Project Milestones | TBA | TBA | |||
| Competent & Focused Staff | None | 22.3.01 |
No |
No | |
| User Involvement & Participation | Set up Change Management. Plan, agree and instigate activities. (16.3.2001) | Steering Committee |
9.4.01 |
No | No |
| User Involvement & Participation | Instigate User Group. Develop topics, tactics, activities, membership (17.3.2001) |
PM |
9.4.01 | No | No |