WIDE COMM
QUALITATIVE RISK RANKING
ID RISK FACTOR
LOW MEDIUM HIGH
1 Pending Property Acquisition/Lease/Rental MEDIUM HIGH
If Permitting delay, Contract negotiation issues & Legal risks
2 associated MEDIUM HIGH
If Materials not yet available, Purchasing of materials and
3 delivery MEDIUM HIGH
4 Project design not clearly define and stablish LOW MEDIUM
5 If obstruction during cable laying LOW MEDIUM
6 If Installation of Rack Space & Power LOW MEDIUM
7 If connectivity issue occurs and remediation are needed MEDIUM
8 If delay on the schedule happens and milestones HIGH
9 If installaion and construction are sub-standard HIGH
10 Incomplete documentation LOW MEDIUM
11 If Scope and task not clearly define LOW MEDIUM
Project schedule is not clearly defined or understood Low Medium Medium
12
Quality management system doesnot approve Medium Medium Medium
13
Estimating and/or scheduling errors Medium High High
14
Delayed in the close day Medium High High
15
WIDE COMMUNICATION PROJECT RISK REGISTER
TASK DEPENDENCY MITIGATING ACTION
Schedulled a meeting with legal team and assess, what are
required and demand by owner or land lord to come up in
LEGAL TEAM agreement and have a concensus
Schedulled a meeting with legal team and issuing permit
agency, And find out what are required documentation to
provide in compliance to local agency. And request eta. And
turn around period
Provides all required materials, specs and standard as
needed in the project based on the planned, Provide
suggestted alternative options and material once not
PROCUREMENT available
Schedulled a weekly sync with Engineering team to discuss
ENGINEERING TEAM progress and issues or concerns
Obstruction during cable are normal and it can be avoided
IMPLEMENTATION TEAM and eliminated
IMPLEMENTATION TEAM Escalation and team huddle
Provides MOP method of procedure or schematic,
IMPLEMENTATION TEAM termination point from Point A to Point Z.
Scalate to concerning bodies, schedulled a meeting and
IMPLEMENTATION TEAM define what are the cause of delay
Conduct huddle and tool box meeting and keep in touch
with QA team. Conduct a weekly inspection and validation to
ensure compliance to company, government and local
QA stardard construstion code, rules and regulation
Keep track all documentation, materials, specs and create a
IMPLEMENTATION TEAM repository for all documents related to project
Before start the implementation conduct a kick off meeting
with all stakeholder involved in the project, Provide all plans
and design, discussed what are expectation and task to be
IMPLEMENTATION TEAM completed.
Project Manager Hold scheduling workshops with the project team so they
understand the plan and likelihood of missed tasks is
reduced.
Project Manager The Project Sponsor will hold a workshop and desscus in a
metting the important of the QMS that need to be approved
Project Manager Break this risk into two: 'cost estimating' and 'scheduling
errors'.
Use two methods of cost estimation, and carefully track
costs and forecast cost at completion making adjustments as
necessary.
Build in 10% contingency on cost and scheduling.
Track schedules daily and include schedule review as an
agenda item in every project team meeting.
Flag forecast errors and/or delays to the Project Board early.
Project Manager Document the project scope in the Schudle scope to
monitarung the work flow that will allow the project
manager to communicat better with the team for maintaing
of the scheudle time frame
CONTINGENT ACTION STATUS
Continue Working on area/location previous acquired and
coordinate with Legal team for target date and provide
alternate solution suggesting other areas and locations.
Work on alternate solution look for possible prospect In-Progress
Continue Working on area/location previous acquired and
coordinate with Legal team for target date and provide
alternate solution suggesting other areas and locations.
Work on alternate solution look for possible prospect In-Progress
Request a estimated time of delivery of materials, provide
additional details standard materials that can use as
alternative, source out alternative OPEN
Conduct re-validation and joint survey with Engineering
team and implementation team. Request for revision and
correction of design OPEN
Obstruction during cable are normal and it can be avoided
and eliminated OPEN
Validation what action needed, coordinate with assigned
person what are dependency and when they can complete
the installation. Provide necessary support in terms of
Materials and Expert as needed OPEN
Dedicate a small team to focus on the connectivity issues
and remediation OPEN
Examine which areas are having a big delay provide
contengency plan and catch up plan to over come the back
lag. OPEN
Conduct a weekly inspection and validation to ensure
compliance to company, government and local stardard
construstion code, rules and regulation OPEN
Keep track all documentation, materials, specs and create a
repository for all documents related to project OPEN
Gather all details related to task and scope of works,
Weekly meeting with team involve to align all deliverables. OPEN
Share the plan and go through upcoming tasks at each Open
weekly project progress meeting.
Escalate to the Project Sponsor and bring the new policy to Open
the team
Escalate to project sponsor and project board. Open
Raise change request for change to budget or schedule.
Pull down contingency.
Document each and every task with in the time fram and Open
insure to follow the schudle .
