BI-10-01382-0001

EXPAND DHAHRAN RESIDENTIAL COMMUNITY

UTILITIES INFRASTRUCTURES AND NETWORKS
PACKAGE - 2
Risk Management Status Report

This Report Previous Report Next Report

60% DD 90% PP 90% DD

Summary
The Risk Heat Map is shown opposite that shows the current number
of risks at each level of significance.
The current risk level is low as there are two critical and one
significant risk.
 There are 2 critical and 1 significant risks.
 There are 4 important risks.
 The project cost impact is very low and almost negligible
 The project schedule impact is 4.75%.
 Three opportunities are identified to improve the project
schedule.

Future risk level is low and all risks

were addressed and actions were
defined for all risks except Risk#
(5628)
 Three opportunity were
identified at this project
phase. The assigned risk
manager will coordinate with
project team to implement
opportunities actions and set
review sessions to monitor
the action effectiveness.
 After responding to the risks
the opposite heat map describes the future risk heat map. Taking into consideration that risk
response plan was effective. No critical risk are defined.
 BI-10-01382-0001
EXPAND DHAHRAN RESIDENTIAL COMMUNITY
UTILITIES INFRASTRUCTURES AND NETWORKS
PACKAGE - 2
Risk Management Status Report

Referring to the trend chart opposite, the future risk situation is expected to remain low:

 Threat Factor is a qualitative

measure of risk by taking the
average level of exposure of
the top twenty downside risks.
This has an average of 37.06%
(High) the future threat factor
is to be improved if all actions
are effective to become 4.50% (Low).
 The previous risk report dated.........was reviewed but PMT has no record for the actions or
the actions effectiveness.

Commentary

- LSTK is currently executing package #1; hence, PMT has historical information reflecting
performance and efficiency.
- The majority of risks fall into the categories off project delivery and technology and engineering.
These should be actively managed as a group for maximum impact on the project.
Project delivery: risks# 5622, 5623, 5624 and 5625.
Technology and engineering: Risks# 5618, 5620, and 5621.
- The Detail Design phase is under tough schedule and most risk actions are classified urgency
level.
- SAPMT and LSTK should closely improve project communication and reporting.

Recommendations
- Project communication plan to be developed to improve project coordination.
- 10% construction PRM workshop is important to review this workshop actions effectiveness.
- The project is urged to use issue log.

Management Activities
- The project assigned a temporary Risk manager ANWAR SYED while a full time risk manager
is recommended.
- In the next risk workshop, the risk should be identified on the activities level rather than
deliverables.
 BI-10-01382-0001
EXPAND DHAHRAN RESIDENTIAL COMMUNITY
UTILITIES INFRASTRUCTURES AND NETWORKS
PACKAGE - 2
Risk Management Status Report

Notes on interpreting the report at the end of Project Proposal and in later Detail design and construction stages
of the project.
The following information will aid in the interpretation of this report:
 Number of critical risks. A low project risk is where the number of critical/significant risks is below four. High
project risk is where the number of critical/significant risks is eight or more.
 Cumulative Schedule risk. This is calculated by adding the individual schedule risks end-to-end. In a real
project much of the schedule risk appears in parallel, so this value is a qualitative indicator only. The
cumulative schedule risk is considered low if it is below 16% of the project schedule and high if it is 23% or
more.
 Cost risk. This is the accumulated cost risk for the project. Cost risk is considered low if it is below 4% and high
if it is above 6% or more of project value.
 Threat Factor. This is a qualitative assessment of the level of risk in the project. It is the average Risk severity
for the top twenty threats. A value below 16 is considered low risk and a value of 24 or more is considered
high risk. The maximum value of 100 occurs when all risks have a very high impact on the project and a very
high probability of occurring.
 Red Flags. A Red Flag is a risk outside the scope of management of the project and for which no effective
response plans have been identified.
 Orange Flags. Orange Flags are risks within the scope of management of the project but where insufficient
risk response plans have been identified for the management of the risk.
 Overall risk rating. This is a calculation based on the above four risk indicators.
 Expected. The expected risk position is the risk position that should result if all risk response plans are
adopted and they are effective, based on the current expectations of the project. Many risk response plans
take time to become effective so the expected risk situation may not reached within the next reporting
period.
 BI-10-01382-0001
EXPAND DHAHRAN RESIDENTIAL COMMUNITY
UTILITIES INFRASTRUCTURES AND NETWORKS
PACKAGE - 2
Risk Management Status Report

Table 1: Risk Register & Risk Performance

(The table below is a risk register summary. It shows essential information at a glance and without too much detail. These
ticks are used to indicate that the risk is being successfully managed. Crosses can be used to indicate poor or ineffective
management. Poor management can arise from the risk increasing, or that the risk response actions did not have the desired
effect by the end of the ‘Phase Managed’.

Target resolution indicates that the risk is expected to be managed and by when. This allows the manager to understand that
the risk is not going to go away today. ‘Residual’ is used to highlight those risks that are not controllable or are outside the
scope of management of the project.)

Risk Score Risk Score

Risk ID Event Risk Owner Targeted Date Review Date Action
Current Expected

5618 Delay of the 90% DD package submittal ANWAR SYED Critical Significant

LSTK is not able to assigning a QC, QA Manager to

5619 ANWAR SYED Critical NIL
the project after Dec, 2014

5620 Change orders and changes to the design ANWAR SYED Low Low

5621 Quality of the detail design is effected ANWAR SYED Important Low

5622 Damages to U/G utilities excavation ANWAR SYED Important Important

5623 late in delivering the Manpower on time ANWAR SYED Significant NIL

5624 Subcontractors are not available when needed ANWAR SYED Important Important

Bulk material not delivered in enough quantities or

5625 ANWAR SYED Important Low
late

5627 Complaints from the residents ANWAR SYED Low Low

5628 Pauses to project activities SYED JAFAR BASHA Low Low

Breaking the IFC submittal in different packages to

5629 SYED JAFAR BASHA NIL High Opp.
accelerate the construction start date.

Construction equipment manager to improve the

5630 SYED JAFAR BASHA NIL Moderate Opp.
activities quality and optimization

Hold early work session to obtain vendor information

5631 SYED JAFAR BASHA NIL Moderate Opp.
to be reflected in the 90% DD

Notes for Table 1

The table compares the risks from the previous risk workshop in Feb 2010, to the risks from the current risk
workshop in Feb 2011, and to the expected risk position if all the existing risk actions are effective. Critical and
significant risks must have active management plans (which they do).
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EXPAND DHAHRAN RESIDENTIAL COMMUNITY
UTILITIES INFRASTRUCTURES AND NETWORKS
PACKAGE - 2
Risk Management Status Report

Critical Significant Moderate Low Zero

These risks have been effectively managed

These risks have actions defined for further management

Alerts
Risk response plans within the scope of management of the project, but not expected to have a
significant effect on the risks they are trying to manage.
Risks are not within the projects management scope of action.

Click the following link to download the risk register: (Click Here for project risk register)

Notes for Table 2

Table 2 shows the actions that must be performed to address the risks in the risk register. Each risk is identified in
bold/black along with the risk owner and the risk review date. Each action is identified in blue, with an associated
response action number, an action owner and action completed-by date. These actions must be conveyed to the
individual indicated.

Rank Title Owner Next Review Date Severity

5618 Delay of the 90% DD package submittal ANWAR SYED After

Delay of the 90% DD package submittal Significant

Response Plan ID - 3774 Owner Before
Mitigate SYED JAFAR BASHA
Action ID - 5623 Owner Date Critical

SYED JAFAR
5623 1.Place the P.O. for GIS material.
BASHA

Action ID - 5624 Owner Date

SYED JAFAR
5624 2. Conditional P.O. for NSTP and AWTP
BASHA

Rank Title Owner Next Review Date Severity

5619 Part time QC,QA manager ANWAR SYED After
LSTK is not able to assigning a QC, QA Manager to the project after ....... NIL
Response Plan ID - 3775 Owner Before
Avoid SYED JAFAR BASHA
Action ID - 5625 Owner Date Critical

5625 Use ARAMCO approved manpower supply vendors for full SYED JAFAR
time QA manager BASHA
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EXPAND DHAHRAN RESIDENTIAL COMMUNITY
UTILITIES INFRASTRUCTURES AND NETWORKS
PACKAGE - 2
Risk Management Status Report

Rank Title Owner Next Review Date Severity

5620 Comments from HAZOP is not yet closed ANWAR SYED After

Change orders and changes to the design Low

Response Plan ID - 3776 Owner Before
Accept (T) SYED JAFAR BASHA
Action ID - 5626 Owner Date Low

SYED JAFAR
5626 Expedite closing the comments SLFE
BASHA

Rank Title Owner Next Review Date Severity

5621 Due to tough schedule ANWAR SYED After

Quality of the detail design is effected Low

Response Plan ID - 3777 Owner Before
Mitigate ALAA ALI
Action ID - 5627 Owner Date Important

5627 AYC, SAPMT are reviewing the quality along with design
ALAA ALI
process

5622 In completed Radar mapping ANWAR SYED After

Damages to U/G utilities excavation Important

Response Plan ID - 3778 Owner Before
Mitigate SYED JAFAR BASHA
Action ID - 5628 Owner Date Important

5628 Exploratory excavation road network only for the Detail SYED JAFAR
Design phase BASHA

5623 Resources are not yet assigned to the project ANWAR SYED After

late in delivering the Manpower on time NIL

Response Plan ID - 3779 Owner Before

Avoid SYED JAFAR BASHA
Action ID - 5629 Owner Date Significant

SYED JAFAR
5629 Assigning upto supervisor level and reflect to the histogram
BASHA

Contracts are not signed with NSTP and AWTP substations

5624 ANWAR SYED After
contractors
Subcontractors are not available when needed Important
Response Plan ID - 3780 Owner Before
Mitigate SYED JAFAR BASHA
Action ID - 5630, 5631 Owner Date Important
5630- 1. LSTK to provide SAPMT the executing plan.
SYED JAFAR
5631- 2. Issue the P.O. or/ and contracts to subcontractors
BASHA
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EXPAND DHAHRAN RESIDENTIAL COMMUNITY
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Risk Management Status Report Dec. 2014
5625 Supply chain efficiency ANWAR SYED After
Bulk material not delivered in enough quantities or late Low
Response Plan ID - 3781 Owner Before

Mitigate SYED JAFAR BASHA

Important
Action ID - 5632, 5633, 5634, 5635 Owner Date
5632 1. Approve the delivery schedule.
5633 2. P.O. should identify the quantities and delivery.
SYED JAFAR
5634 3. Source more than two vendors for material.
BASHA
5635 4. Constantly confirm the delivery with vendors.

5627 Dust, Traffic and noise ANWAR SYED After

Complaints from the residents Low

Response Plan ID - 3782 Owner Before
Mitigate CORMAC HICKEY
Action ID - 5636 Owner Date Low

5636 Coordinate with customer relation to keep the residents

CORMAC HICKEY
aware of the importance of the project.

SYED JAFAR
5628 Management responding to the residents complaints After
BASHA

Not receiving the LLI on time Low

Response Plan ID - Owner Before
Accept (T)
Action ID - N/A Owner Date Low

SYED JAFAR
5629 Opportunity: Project Partial IFC After
BASHA

Breaking the IFC submittal in different packages to accelerate the construction start date. High Opp.
Response Plan ID - Owner Before
Exploit SYED JAFAR BASHA
Action ID - 5637 Owner Date NIL

SYED JAFAR
5637 Issue system by system IFC
BASHA
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EXPAND DHAHRAN RESIDENTIAL COMMUNITY
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SYED JAFAR
5630 Project Management practices After
BASHA

Construction equipment manager to improve the activities quality and optimization Moderate Opp.

Response Plan ID - Owner Before

Enhance SYED JAFAR BASHA
Action ID - 5638 Owner Date NIL
5638 AYC resources management system to be used in the SYED JAFAR
project BASHA

5631 Detail Design Optimization 0 After

Hold early work session to obtain vendor information to be reflected in the 90% DD Moderate Opp.
Response Plan ID - Owner Before
Enhance SYED JAFAR BASHA
Action ID - 5639 Owner Date NIL

SYED JAFAR
5639 Plan for work session between SLFE and AYC with vendors
BASHA

Risk Plan: Click here for project risk management plan