Project Risk Register

[DB-2023/06 - Design, Construction Partialy Financing of 300 Housing Units at Wilgoda Kurunegala for Urban Development Authority]

PROJECT RISK REGISER

PROJECT - DESIGN, CONSTRUCTION & PARTIAL FINANCING OF 300 HOUSING UNITS AT WILGODA, KURUNAGALA
Risk Identification & Mitigation Risk Assessment Action Plan

Likelihood Impact
Source of Risk Score/ Action
Ref. Risk/issue Risk Cause Risk Impact Category Effect Action Plan / Comments Effectiveness
Risk 1(low) - 1(low) - Category Owner
5(high) 5(high)
Possible re-design due to UDA Time & LODs and Guidelines to be reviewed and
1 Client Sign-off by UDA to unit allocations Delay in final delivery of brand millwork Design 1 3 3 Client Action found
requirements Cost signed off by client prior to UDA release
effective

Government Organizations not available

2 External delaying approvals Delay in completion Authorities Time 5 5 25 Identify risk in project startup PM Action found
or unaware of approval requirements
effective
Vendor ability to create drawings in Client to re-iterate design timeframes to Action found
3 Client Vendor design submission timeframe Delay in final delivery of brand millwork Design Time 1 3 3 Client
timeframe allocated by PM Vendors effective
Agreed briefs require review and Time & Action found
4 Client Changes to brief and/or scope of works Delay in 100% construction package Design 2 2 4 Project Review stages implemented Team
amendment Cost effective

Client or contractor requesting changes Delay in concept completion and Time & Project Review stages implemented and
5 External Changes to brief and scope as per RFP Design 2 2 4 Team Action found
from design approved in RFP commencement of guidelines Cost communicated to Client
effective
Appointment and award of client Action found
6 Client Client direct purchasing of equipment Client equipment not ready for operation Procurement Time 1 3 3 Confirm supplier lead times Client
suppliers critical to programme effective
Team to obtain programme update from Action found
7 External Security issues on site Client or landlord delays Increased construction timeframes Construction Time 1 3 3 Team
Client effective
Revision in shop drawings leading to Time & Contractor to review as-built drawings at Action found
8 External As-Built Drawings No As-built drawings provided Construction 5 3 15 Contractor
time and cost. Cost time of shop drawings effective
Unable to Action due to non Approval of Action found
9 External Fire and Life Safety Review External consultant requested by Client Commencement of Construction Authorities Time 1 5 5 Team
Variation effective
Outlet MEP heavily dependant on Reduce time for commissioning of Commissioning Schedule to be Action found
10 External Commissioning Commissioning Time 1 2 2 Contractor
commissioning schedule outlets developed by contractor effective
No Waste management plans are Time & Second Workshop to be setup with Action found
12 External Waste Management Increased construction timelines Construction 1 3 3 Team
developed Cost awarded contactor effective
Early Works contractor may not be able Review handover of sites against actual Action found
13 External Handover of units as per schedule Delay in completion Construction Time 1 3 3 Team
to mobilise across all sites site readiness effective
Maintain close coordination with Action found
14 External Political Unstability Political Unstability, Strugles & Riots Delay in completion Construction Time 2 5 8 Team
contractor and site readiness effective
Maintain close coordination with Action found
15 External Unavailabilty of materials Due to Imported Restrictions Delay in completion Construction Time 1 2 15 Team
contractor and site readiness effective
Early Works Contractor Quality Time & Action found
17 External Contractor Quality Low Quality vs project completion Construction 1 3 3 Review at stage of tender Team
Undetermined Cost effective
ID coordination drawings required in Action found
18 Client ID Design & Supply Not included with MEP tender Design Time 5 4 20 Client to confirm ID procurement Client
AutoCAD. Not Provided to date. effective
Continually changing and vendor Re-design of unit and delay in Action found
19 Client Re-Design Design Time 1 3 3 Risk reduced - pending final approval; Client
allocations construction effective

Certification to be sought for all finishes.

20 Team Durability of Finishes Finishes questioned by client Finishes not to standard of airport Design Cost 1 2 2 Team Action found
Mock-ups to be real world tested
effective
Coordination of Containment as per ID ID coordination drawings required in Action found
21 External Excluded in MEP tender Design Time 1 3 3 Client to confirm ID procurement Client
layout required AutoCAD. Not Provided to date. effective
Information provided on services is
Change in MEP design and in turn delay MEP consultant to review site MEP as
22 External MEP services capacity confirmation vague and capacity cannot be tested as Design Time 5 3 15 Team Action found
in construction and when available by contractor
yet effective
Action found
23 Client Fuel Sortage Sortage of fuel supply Delay in completion Construction Time 3 2 6 Need to maintain storage Client
effective
Continuesly power cuts in main electrical Keep Additional generator with fuel Action found
24 External Power Cuts Delay in completion Construction Time 3 2 6 Client
supply supply effective

1
 Risk Identification & Mitigation Risk Assessment Action Plan

Likelihood Impact
Source of Risk Score/ Action
Ref. Risk/issue Risk Cause Risk Impact Category Effect Action Plan / Comments Effectiveness
Risk 1(low) - 1(low) - Category Owner
5(high) 5(high)
Timeframes for brand production not Action found
25 External Brand Joinery Production Timeframe Delay in Production of Joinery Construction Time 3 2 6 Brands to confirm Production timeframe Client
confirmed effective
Change register is holding progress Delay in design submission and Time & Action found
26 Client Confirmation on change register Design 5 5 25 Client to confirm cost to proceed Client
across new concepts completion Cost effective

Client unaware of its own stakeholder

approval processes. The franchise owner
Review signage requirements with client
27 Client Signage requirements may have different signage requirements Wrong supply Design Time 3 2 6 Client
and other interested parties
but the local franchise signed off the
Action found
concept designs without verifying it.
effective
Keep record of all approvals including
Time &
28 Client Miscommunication on material specifications Missing out material approvals Wrong supply Procurement 5 5 25 country of origin. Compass to have one Client Action found
Cost
point of contact (PM) effective

Un expectable health situations (Ex-COVID-

Manage staff with proper health
29 External 19) has restricted travel or lockdown have Dependence on hospitality sector Reduced sales and margins Sales & BD Cost 5 5 25 Team
management plan Action found
been affected and seen a slowdown
effective

KEY: KEY:
The likelihood scale can be defined as :- 1 Improbable, 2 Remote, 3 Occasional, 4 Probable & 5 Certain. Client
The impact scale can be defined as :- 1 Non Significant (1-5 Day Delay), 2 Medium (1 Week Delay), 3 Significant (2 week Delay), 4 Serious (<1 Month Delay) & 5 Existential (>1 Month Delay) Team
Based on HSE/POL/018 Risk Assessment Procedure, risk score is calculated by multiplying Likelihood and Impact External
Construction
Total Score 1-4 (LOW) Risk is acceptable. No additional controls necessary. Handover
Total Score 5-14 (MEDIUM) Undesirable – Monitoring/ supervision essential. Ensure controls are in place to mitigate risk. Operations
Total Score 15-25 (HIGH) Risk is unacceptable. Must be mitigated, action to be a priority

This register should be reviewed progressively as the scheme develops.

Copy of Project Risk Register

U-PM-CM-001-R2/ 07-Apr-21 2