Risk Register for Safe City XXX Project

Risk Description

ownership

ID
Design

Current Status
D = Done
A=
Active
M=Monitor

Probability
Very high : 0.9
Very low :
0.1

Impact
very
high: 0.8
very low : 0.05

Risk Factor Response

(Prob x
impact)

Insufficient or incomplete design elements

Planning Team

0.7

0.8

0.56

Client instructed change

Client

0.3

0.7

0.21

Change arising from errors in design

Contractor/Vendor

0.2

0.7

0.14

Inaccurate information affects proposed design and layout

Planning Team

0.9

0.6

0.54

Internal design team meetings identifying potential problems well in advance to ensure ability for
solutions and production of timely information.

Delay in placing orders by Vendor/Contractor for any stats diversions which causes
prolonged installation period and phasing issues

Project Manager

0.9

0.8

0.72

Funds released in advance of manufacturing/installation to faciliate placing of orders. Close

monitoring of programme for each package, with co-ordiantion of utilties.

Poor co-ordination and management of Utilities performance on-site

Project Manager/Project
Coordinator

0.7

0.4

0.28

Dedicated Utilities Co-ordinator for all stats works.

Failure to meet agreed programme milestones for design delivery.

Project Team

0.9

0.75

0.675

Detailed meetings between Project and implementation time to check and resolve any delays.

Procurement of local materials and shipment on time.

Contractor

0.6

0.7

0.42

Contractor to enagage supply chain in sufficient time.

Inaccurate Cost Plan estimates - base rates wrong, fluctuations, errors in

take off, inadequacy of design detail

Planning Team

0.8

0.7

0.56

Benchmarking exercise to be undertaken to check base rates. Regular dialogue

between Cost Managers and Design team to confirm any initial assumptions.

Planning team must ensure all design elements

Detailed design signed off by Client. Implications of any change thoroughly reviewed before any
commitment to change.
Thorough check undertaken at end of detailed design stage. Safety Audit stage 2 undertaken prior
to design sign off.

Programme

Disputes and claims

10

Late issue of instructions/Letter of Intent

Government

0.7

0.8

0.56

Owner must release early resources including all letters/instructions required.

11

Early Warning and Compensation Event Cost and Programme Management.

Project Manager/Director

0.5

0.5

0.25

System to be established such that financial and cost management risk of unliabilitised costs is minimal and forecasts are accurate

12

Political crisis (Govt change)

Government Responsibilty M

0.2

0.1

0.02

Project Manager and implementation must constantly monitor political situation

in the country.

0.4
0.7

0.7
0.5

0.28
0.35

Ensure availability of suitable site compound area.

Security should be available 24 HR.

Site Management and Security

13
14

Site security - vandalism to equimpent, materials and site offices

Law & Order (Govt.)

Theft of Cmeras and Infrastructure

Law & Order (Govt.)

M
M

Health & Safety Performance

15

Accident or injury to site personnel causes delay or claims

Project Manager/Contractor

0.4

0.2

0.08

Safety Procedures must be locked before awarding the project. Then Project
manager should monitor that all the required health and safety hazards are
meet and fullfilled.

16

Accident or injury to general public - either pedestrian or through road traffic accident

Project Manager/Contractor

0.5

0.3

0.15

On-Site personnel must ensure their own safety, along with passer by and
citizens to protect them from any on-site destructutions etc.

Liquidation / insolvency

17

Contractor

Project Director

0.6

0.7

0.42

Contactor selection process will identify suitable companies and check financial
standing with having experience in relevant field and work.

18

Supply Chain

Contractor

0.4

0.6

0.24

Contactor to ensure supply chain protection and contingency plan when placing
single supplier orders.

19

Suspension of Works during heavy rainfall or cold periods; inadequate protection to fnished
Government (Metrological dept.) M
works, flooded excavations etc

0.5

0.4

0.2

Contractor to take necessary protection to completed works. Programme to

have built in allowance for some adverse weather.

20

Implications of Weather/ Environmental effects of installed

infrastructure( Weatherproof & Waterproof Cameras and installations)

Implementation Team/ Contractor M

0.6

0.3

0.18

Contractor to undertake close coordination with related government organizations.

21

Noise

Contractor

0.3

0.2

0.06

Stated levels to be agreed with Contractor to take necessary steps to ensure these levels are
adhered to by using silenced equipment etc. Contractor to work within agreed working day/week

Adverse weather-Environmental

Quality Failure

22

Poor quality materials - delay due to rejection of materials

Quality Assurance Team

0.7

0.8

0.56

Sources of materials checked and from reputable companies. Advance ordering in bulk to ensure
consistency and availablity. Site checks to be undertaken at Suppliers Depot.

23

Poor quality workmanship

Quality Assurance Team

0.6

0.5

0.3

Selection of contractors will review quality and workmanship control Full time supervision on site to
check quality. Test Panels will be completed in advance of progressing large areas.

Delay to Works

24

Alternate traffic arrangements during commissioning / installation.

Traffic Police (Govt.)

0.4

0.2

0.08

Project Manager will timely inform the concern government office for alternate
road plans

25

Interface with adjoining contracts causes delays to completion/start of work phases eg Civil
work completion will initate Camera installations

Contractor/Vendor

0.5

0.5

0.25

Ensure Coordination between adjacent contracts with effect of installation

programmes considered in initial phasing plans. Regular site meetings to be
held.

26

Delayed completion of the Works

Contractor/Projec Manager

0.8

0.5

0.4

Tight supervision, programme monitoring and seeking recovery plan from Contractor at early stage
rather than later in Contract. Provision for LD's in Contract

27

Late materials delivery

Contractor/Projec Manager

0.7

0.3

0.21

Sources of materials checked and from reputable companies. Advance ordering in bulk to ensure
consistency and availablity.

28

Third party influence. E.g. Subcontractor not providing enough resource.

Implementation Team

0.6

0.8

0.48

Implementation should have regular meeting with subcontractor otherwise,

work may be stopped during implemenation due to any reasons.

29

Inability to spend within required timescale.

Planning Team

0.2

0.6

0.12

Working to get realistic timescales for acquisitions, manufacturing within the

overall programme to complete on time

Unforeseen risks

30

Uncharted and unknown services

Project Manager

0.2

0.1

0.02

Radar surveys carried out to check the space locations and installed cities. All Services must be
included.

31

Statutory Undertakers diversions - delays in performance; estimated timescales unrealistic;

cost overruns

Project Manager

0.5

0.7

0.35

Orders placed in time and firm commitment on lead in times. Detailed interface between CCTV
programme and stats agreed at start of CCTV contract.

32

Statutory Undertakers repairs and planned maintenance works interfere with installation
programme.

Imlementation team, Project

Coordinator

0.6

0.8

0.48

All State departments must have the detailed logs. Maintenance team and implentation time must
be address to cover up the issues.

33

Excessive hard dig / breakout for the poles

Contractor

0.5

0.6

0.3

In case of road side or hanging camera installation, these are common to be seen.

34

Additional working requirement for night time and weekend shifts in

sensitive areas to minimse traffic and accident management impact.

Implementation team

0.7

0.5

0.35

Sufficient allowance in programme, phasing and planning to be allowed for timeline of the project.

Enable contractor to define at an early stage what will be required. Close cordination is required
between Contractor and Vendor.
Contingency and timescales to allow for minimal additional works. Stage Audit to be undertaken in
advance of issuing parctical completion

Approvals and Licences

35

Failure to secure provisional or early orders. Placements

Contractor

0.8

0.7

0.56

36

Safety Audit identifies additional works

Quality Assurance Team

0.3

0.7

0.21

37

Equipment arrival delay due to shipping/Customs etc.

Project Manager

0.5

0.7

0.35

38

Implementation time extension incase of delays.

Project Manager

0.7

0.7

0.49

39

Planning Permission e.g ROW expires in 2020 and Project has not been
started.

Project Team

0.6

0.7

0.42

Project Manager should handle the project to start as early as possible and
renew license or get extension incase of delay.

40

Funding shortfall to complete ROW on certain important installation in the

Planning Team
city.

0.9

0.7

0.63

Alternative funding bid currently being pursued.

Note:
1

This Risk Register has been compiled over a period of years and aims to represent all known and perceived project risks.

The Risks Identified are not final and additional risks are likely to materialise as the project develops, along with some risks being closed out.

The Contractor should aim to complete, add to and quantify all known and those perceived risks within the Risk Tab.

Any additional methodology / matrix or criteria for evaluating the cost or impact of any risk should be appended to this workbook.

This is higher because, any delay will result in delay of the project.
Cater off any risks involved and apply extension on time to get early extension
approval.