PDF Project Risk Management Examples - Carleton University
Project Risk Management Examples
This tool provides a brief guideline on how to evaluate Probability and Severity for the risks identified in the Project Charter and/or Plan. It also lists common project risks grouped by the different sections in the Project
Plan which could be applicable to your project.
Probability Assessment: High - quite probable Medium - more likely than not Low - possible but not likely
Severity Assessment: Assess High, Med, Low based on the seriousness of consequences; amount of flexibility in dealing with problems; costs to resolve; resource impacts; scheduling impacts
Project Plan Sections Integration Management Scope Management
Risk Categories
Business Requirements Scope Definition
Time Management Changing Priorities
Project Work
Schedule Cost Management Project Funding
Quality Management
Resource Management
Customizations Data Migration Documentation & training Quality Testing Lack of Resources Organization Project team availability, staff turnover
Skills Technology
Project Communication Management
Procurement Management
Client Confusion Client Support Dissemination
Outsourcing Issues
Project Risk Examples
Very vague or very complex - Scope is likely to change - Size of the project ( of deliverables) Project priorities likely to change - possible impact on project schedule Inaccurate or under-estimated project work required for deliverables Overly-optimistic deadlines - Cost estimates not accurate - Cost overruns - Funding Cuts Many customizations required Current data is poor and difficult to convert to new system Lack of or poor supporting documentation & training Quality standards unmet Testing is not thorough Not enough resources assigned to the project Concerns and/or resistance to process changes - Resources not available when needed - Change of resources - Loss of project sponsor during project - Labour strikes or work stoppages Lacking required skill set - Problems with technology impacting other deliverables - Software/hardware dependencies not anticipated - Changes in related systems, programs, etc. - Complex technology - New or unproven technology - Unavailability of technology - Poor timing of product releases Communications are very complex and/or detailed Lack of buy-in for project - Number of stakeholders - Reliance on other departments for communication - Outsourcing delays or deliverables not met - Lack of vendor and supply availability
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CCS PMM 2.0
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