Project Risk Log

Qty of Risks at level Project Ref: Project Manager: Project Board: HMLB 0800 EC Harris Project Name: College Customers / Business Contacts: Hammersmith L Block Red Amber Green Average APPROX IMPACT Average Impact Average Impact () x Prob %age STATUS ACTION Total Approx impact of Risks at level 0 0 39 14,605,000.00 4,978,800 MITIGATION ACTION 1 ACTION OWNER RiskType Business Project Stage Probability 1.Very unlikely say 20% 2. Unlikely say 40% 3. Likely say 60% 4. Very likely say 80% Impact 1. < 200k 2. 200k- 500k 3. 500k- 1.0 million 4. 1.0 million> ACTION OWNER ACTION BY LAST 3rd Party DATE UPDATED Impact

ID

TYPE

AUTHOR

RISK OWNER (i.e. A.Nother)

DATE IDENTIFIED

RISK OWNER @ CONTRACT

RISK CATEGORY

DESCRIPTION

PROB

IMPACT

ACTION BY MITIGATION ACTION 2 DATE

109 Project

P Gudge

10/07/08 Imperial College

Construction

Main contractor insolvency

H 4 4,500,000

M 3,000,000

L 1,500,000

3,000,000

600,000 Open

Acceptance

Carry out credit checks prior to entering into contract and implement bonds etc as appropriate Clearly identify areas of direct cost to tenant users Do not accept Client change during construction unless no impact upon programme Monitor and proactively manage to ensure power supply provided on time. Transfer delivery risk to main contractor. Early review and programming of commissioning and ensuring that all parties fully understand the ICL commissioning requirements Design Team to review and confirm design changes during Stage E Appointment of internal specialist PM and full time user coordinator to assist in decant coordination Ensure key milestones for selection and placing order of client direct equipment is included on the programme Comprehensive survey of existing services Coordinate and monitor decant works Ensure contractor carries out Type 3 asbestos survey Manage user expectations during design & construction Acoustic enhances 4m high boarding to be priced Ensure that client suppliers are fully on board with the scheme and are informed about the scheme Regular liason with the CWB project team to ensure they are aware of impact of completion of CBW for L/J blocks Main contractor carry out credit checks prior to entering into contract and implement bonds etc as appropriate Comprehensive review of tender deliverables prior to going out to tender Implement strict change control during construction and implement major changes post contract.

ECH

Jan-09

Careful monitoring of Contractor during construction period

ECH

Ongoing

14/07/08

57 Project

P. Chiew

EC Harris

30/04/08 Imperial College 06/03/08 Imperial College 10/07/08 Imperial College

Organisation

51 Project

A. Collins

EC Harris

Organisation

Implementation of changes requested by tenants without agreement of funding between IC & Tenant Extended construction programme due to amended design i.e Variations Power supply not provided in accordance with programme requirements Insufficient level of detail for commissioning

500,000

350,000

250,000

366,667

183,333 Open

Reduction

TT

Ongoing

Any proposed tenant changes to be subject to strict change control All changes required to go into post contract change HL to request for quotation on time in order for order to be placed and cheque issued Robust management of the commissioning process including the early appointment of external validation engineer Implementation of Change control to approve items with cost effects. Coordinate and monitor decant works Full engagement with users and ensure that users are aware of milestones and implication of not meeting milestones Desktop study of all existing services information

Matt Lee

Ongoing

14/07/08

3 1,000,000

750,000

500,000

750,000

300,000 Open

Prevention

ECH

Ongoing

ECH

Ongoing

14/07/08

112 Project

P Gudge

EC Harris

Construction

3 1,000,000

500,000

300,000

600,000

240,000 Open

Acceptance

ECH

Ongoing

HL

Sep-08

14/07/08

132 Project

P. Chiew

Imperial College

27/11/08 Imperial College

Construction

250,000

150,000

100,000

166,667

66,667 Open

ECH

Ongoing

ECH

127 Project 79 Project

M.Irmiger P. Chiew

Imperial College Imperial College

30/04/08 Contractor 30/04/08 Imperial College 27/11/08 Imperial College

Design General Design Development between Stage D & Stage E Enabling Works Failure of management of IC decant to & Decant Activity achieve decant by 31.03.09 Construction Late selection of client direct equipment

3 3

2 2

700,000 500,000

450,000 300,000

250,000 200,000

466,667 333,333

280,000 Open 133,333 Open Reduction

SR IC

Sep-08 Ongoing

ECH ECH

Sep-08 Ongoing

15/08/09 14/07/08

133 Project

P. Chiew

Imperial College

500,000

300,000

150,000

316,667

190,000 Open

ECH

Ongoing

Matt Lee

77 Project

P. Chiew

Hoare Lea

30/04/08 Enabling Contractor 10/07/08 Imperial College 30/04/08 Imperial College 30/04/08 Imperial College 30/04/08 Shared Imperial and Contractor 30/04/08 Imperial College

88 Project 84 Project

P Gudge P. Chiew

Imperial College Imperial College

60 Project 81 Project

P. Chiew P. Chiew

Imperial College Imperial College

73 Project

P. Chiew

Imperial College

121 Project

P. Chiew

EC Harris

08/09/08 Imperial College

Enabling Works Damage/ disconnection of services to & Decant Activity other campus buildings during enabling works - MAJOR ITEMS Programme Failure of management of ICHT decant to achieve decant by 31.03.09 Enabling Works Unexpected levels of asbestos found in & Decant Activity building structure (principally contractor risk) Organisation User dissatisfaction with output compared to expectations Enabling Works Disruption caused by demolition works & Decant Activity is unacceptable to neighbouring buildings Design Lack of interface between client and design team leading to unsuitable provision of equipment and inadequate furniture Programme Late finish of CWB Phase 3 project [Risk: order of magnitude assumed in order of 2 weeks] Construction Sub contractor insolvency

4 1,400,000

900,000

500,000

933,333

186,667 Open

Transference

ECH

Dec-08

HL

Sep-08

14/07/08

2 1

2 2

500,000 100,000

400,000 75,000

300,000 50,000

400,000 75,000

160,000 Open 15,000 Open

Reduction Reduction

ECH ECH

Ongoing Dec-08 Ensure demolition contract accounts for disposal of contaminated waste Appoint full time user coordinator Contractor appointed for a 6 day week Meetings to be convened between user coordinator and SR/HL to ensure suitability of provisions Ensure early warnings on delays are communicated in order for joint mitigation actions to be produced Main Contractor careful monitoring of sub contractor during construction period TT Sep-08

14/07/08 14/07/08

2 2

2 2

500,000 350,000

350,000 200,000

150,000 75,000

333,333 208,333

133,333 Open 83,333 Open

Reduction Reduction

IC (user coordinator) TT

Ongoing Ongoing

IC ECH Dec-08

14/07/08 14/07/08

300,000

200,000

100,000

200,000

80,000 Open

Reduction

ECH

Ongoing

ECH

Ongoing

14/07/08

300,000

250,000

150,000

233,333

93,333 Open

ECH

Ongoing

ECH

Ongoing

130 Project

P. Chiew

Imperial College

27/11/08 Contractor

200,000

150,000

50,000

133,333

80,000 Open

Main Contractor

Ongoing

Main Contractor

Ongoing

131 Project

P. Chiew

Imperial College

27/11/08 Imperial College 10/07/08 Imperial College

Tender

Deficencies to Employers Requirement

2 1,000,000

500,000

250,000

583,333

233,333 Open

T&T

Jan-09

104 Project

P Gudge

Imperial College

Programme

106 Project

P Gudge

Hoare Lea

10/07/08 Main Contractor

Design

122 Project

P. Chiew

Sheppard Robson

08/09/08 Contractor

Design

Changes of potential occupants leads to changes to design solution [Minor only - assumed significant change of use funded through separate budget/funding] Poor performance of sub cocntractor for engineering elements [Additional Management costs to ICL - contractor risk] Future ammendments to ICL standards and procedures leads to the requirement for changing the design Chill beam detailed design solution is not suitable for purpose Reserve Matters not met - additional cost required to meet detailed planning conditions No alternative location has been identified for the multi faith Prayer Room Damage/ disconnection of services to other campus buildings during enabling works - MINOR ITEMS Delay to sign off of change orders within the scheme leading to uncertainty regarding cost and time Indequate commissioning and validation of facility leading to dissatisfied users post occupation

200,000

150,000

100,000

150,000

120,000 Open

Reduction

ECH

Ongoing

14/07/08

100,000

75,000

50,000

75,000

60,000 Open

Reduction

Comprehensive evaluation of sub contractor designers as part of main tender evaluation. Review any ammendments to ICL standards and procedures when issued

ECH

Apr-09

14/07/08

200,000

150,000

50,000

133,333

100,000 Open

ECH

Ongoing

Advice implementation of ammended ICL standards prior to inclusion within project Ensure that users have an understanding of the chilled beam system to be provided Discharge conditions as soon as possible

ECH

Ongoing

66 Project

P. Chiew

Hoare Lea

30/04/08 Main Contractor 30/04/08 N/A

Design

3 1,000,000

750,000

250,000

666,667

133,333 Open

Transference

Chilled beams mock up to be carried out Regular discussions with LBHF to ensure they are satisfied with the progress of the design Coordinate and monitor decant works Comprehensive survey of existing services Ensure sign off all change orders prior to Stage E report sign off Ensure revised ICL commissionning & validation standards and procedures are included within tender docuemnt

HL

May-09

HL

Sep-08

14/07/08

69 Project

P. Chiew

Imperial College

Design

250,000

150,000

100,000

166,667

16,667 Open

Acceptance

SR

Dec-08

SR

May-09

14/07/08

129 Project

P. Chiew

Imperial College

03/11/08 Imperial College 30/04/08 Enabling Contractor 30/04/08 Imperial College 06/03/08 Contractor

Enabling Works & Decant Activity Enabling Works & Decant Activity Organisation

10,000

5,000

2,000

5,667

1,133 Open

ECH

Mar-09

77A

Project

P. Chiew

Hoare Lea

150,000

100,000

50,000

100,000

80,000 Open

Transference

ECH

Dec-08

Desktop study of all existing services information Ensure change orders signed off as created Milestone for 'booking of ICL validators' to be included within the programme

HL

Sep-08

14/07/08

56 Stage

P. Chiew

Imperial College

750,000

500,000

250,000

500,000

100,000 Open

Reduction

ECH

Jan-09

ECH

Ongoing

14/07/08

52 Project

A. Collins

EC Harris

Organisation

350,000

250,000

200,000

266,667

53,333 Open

Reduction

TT / Design Team

Jan-09

ECH

Sep-08

14/07/08

50 Project

A. Collins

T&T

06/03/08 Imperial College

55 Stage

P. Chiew

EC Harris

30/04/08 N/A

P. Chiew P. Chiew

Project Project

P. Chiew P. Chiew

Hoare Lea Imperial College

30/04/08 Imperial College 30/04/08 Imperial College 10/07/08 Imperial College 10/07/08 Hoare Lea

P. Chiew

Project

P. Chiew

Imperial College

P Gudge

Project

P Gudge

Hoare Lea

P Gudge

Project

P Gudge

Sheppard Robson

10/07/08 Sheppard Robson 10/07/08 Contractor

P Gudge

Project

P Gudge

Imperial College

Cost Plan exceeds budget because of inability to undertake extensive market testing of cost plan due to insufficient/late design information Organisation Impact of duty holder comments of Stage E/tender package on tender programme Enabling Works Unforeseen obstruction (in the ground) & Main Works Organisation Timescales for the installation of HH CHP does not coincide with Block L project Programme Liquidated damages are insufficient to cover ICL's cost if construction is in delay Design Detailed aspects of Engineering services of design not in accordance with IC published standards Design Architectural aspects of design not in accordance with IC published standards Programme Inadequate commissioning time allocated within construction/delivery programme Enabling Works Space allocated for decant staff & Decant Activity insufficient. Areas of design where crossover occurs between IC and ICHT do not meet ICHT standards Design Several aspects of the design would need to be amended to accommodate requirements of alternative specialist equipment - current design is based on Siemens Enabling Works Delay in achieving the J Block outline & Decant Activity planning consent impacting on the commencement of the demolition of J block Construction Lack of coordination between contractor and client direct equipment Design

Organisation

500,000

350,000

250,000

366,667

36,667 Open

Reduction

Early release of key design packages to the cost consultant

SR

Ongoing

TT to ensure DT are fully aware of what and when key packages are required.

TT

Ongoing

14/07/08

400,000

250,000

100,000

250,000

50,000 Open

Reduction

Clearly defined sign off process

ECH

Jan-09

14/07/08

1 1

2 2

200,000 750,000

150,000 500,000

100,000 250,000

150,000 500,000

30,000 Open 75,000 Open

Reduction Reduction

Review all service information Regular programme discussions between Block L team and ICHT to ensure both projects tie in ICL to advice proper calculation of damages Ensure specification complies with IC requirements Ensure specification complies with IC requirements Clarify within tender documentation commissioning requirements and critically evaluate contractor's programme Monitor IC decant programme and ensure corrective action if required Single point of contact within ICHT to disseminate information ICHT/ICL to re-confirm that Siemens is the preferred equipment Supplier

ECH ECH

Dec-08 Ongoing

Scan prior to any excavation works Ensure legal documentation in place between IC/ ICHT to guarantee delivery

ECH IC (AS)

Oct-08 Sep-08

14/07/08 14/07/08

250,000

200,000

100,000

183,333

36,667 Open

Acceptance

ICL

Dec-08

14/07/08

500,000

350,000

100,000

316,667

63,333 Open

Reduction

HL

Dec-08

Duty Holder review

ECH

Dec-08

14/07/08

250,000

200,000

150,000

200,000

40,000 Open

Reduction

SR

Dec-08

Duty Holder review

ECH

Dec-08

14/07/08

500,000

400,000

100,000

333,333

66,667 Open

Reduction

ECH

Apr-09

Ensure adequate commissioning time within tender docs and specify items required for commissioning

TT

Dec-08

14/07/08

P Gudge

Project

P Gudge

Imperial College

10/07/08 Imperial College 30/04/08 Contractor

250,000

200,000

150,000

200,000

20,000 Open

Reduction

IC (user coordinator) ECH

Ongoing

P. Chiew

Project

P. Chiew

Sheppard Robson

500,000

250,000

100,000

283,333

56,667 Open

Reduction

Jul-08

P. Chiew

Project

P. Chiew

Sheppard Robson

08/09/08 Contractor

500,000

300,000

200,000

333,333

66,667 Open

SR

Sep-08

P. Chiew

Project

P. Chiew

Imperial College

03/11/08 Imperial College

250,000

150,000

75,000

158,333

31,667 Open

P. Chiew

Project

P. Chiew

Imperial College

27/11/08 Imperial College

250,000

150,000

100,000

166,667

33,333 Open

Currently there is a 8 week mobilisation period after the appointment of the demolition contractor prior to the commencement of demolition Ensure full coordination between users and contractor including early visibility of Group 2/3 equipment Reduction Carry out desktop study & site investigation to verify borehole suitability Comprehensive evaluation of suppliers as part of main tender evaluation. Inflation / Deflation agreements to be clearly identified with main contractor during contract negotiations

Confirmation of scope of works for IC (user areas where IC personnelwill decant coordinator) to ICHT stakeholders to review Design Team drawings which affect the ICHT areas ICHT/ICL to advice within a timely ICL manner if they wish to proceced with an alternative equipment specialist to ensure minimal impact on the programme Demolition Contractor to start demolishing L block first

Sep-08

14/07/08

Dec-08

14/07/08

Ongoing

ECH

Ongoing

P. Chiew

Project

P. Chiew

Imperial College

30/04/08 Imperial College 10/07/08 Imperial College 20/01/09 Imperial College

Design

Boreholes do not yield sufficient amount to satisfy the GLA Poor performance of architectural elements suppliers i.e. supplier of keys/locks Market Volitility:- Reduced prices / inflation allowance within cost plan. Potential risk priced by Tenderers exceeds adjusted Cost Plan Allowances

500,000

350,000

150,000

333,333

66,667 Open

HL

Jul-08

Full engagement with users and ensure that users are aware of milestones and implication of not meeting milestones Ensure sustainable alternatives are available

Matt Lee

HL

Jul-08

14/07/08

P Gudge

Project

P Gudge

Sheppard Robson

Design

50,000

40,000

30,000

40,000

16,000 Open

Reduction

ECH

Apr-09

14/07/08

M.Irmiger

Project

M.Irmiger

Imperial College

Construction

4 2,000,000

1,500,000

750,000

1,416,667

566,667 Open

Transference

TT

Jun-09

Risk to be transferred to main contractor

TT

Jun-09

20/01/09

- 109

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