Mitigation Actions for Risk Management Plan

A Risk Register is developed to identify, assess, and mitigate potential risks that may impact a project's success. To develop a Risk Register, one needs knowledge and understanding of the project, key stakeholders, and appropriate risk management activities. The template provided should be used with headings and tables that reflect the nature of the information to be addressed. The completed Risk Register should be brief and to the point, conveying essential information quickly. It should be updated regularly, at least monthly.

Project Management Plan
Template & Guide
This guide is intended to be read in conjunction with the following template for the
development of a Project Management Plan (PMP) for Assessment 3 of Unit CNA613.
As such, the Guide should be removed from the front of your final document.
The project for this Assessment 3 will be hypothetical, therefore, it will not be executed i.e.
The scope of this assessment 3 is the submission of the PMP and its appendices only.
It is assumed that the approval to develop this PMP has come from senior management via
the project sponsor after the acceptance of a preceding Project Proposal.

What is a Project Management Plan?
A Project Management Plan is the management document for the project. It is owned, maintained
and utilised by the Steering Committee to ensure the delivery of project outputs and for the
realisation of project outcomes.
Why would you develop a Project Management Plan?
A Project Management Plan is developed to provide:
 an overview of all the project components; how you intend to produce the outputs
and a brief description of the roles and responsibilities of each of the stakeholders;
 the project’s sponsor/steering committee/senior management with a documented
framework for the delivery of defined project objectives and the effective monitoring
of the project from start to finish; and
 a formalised agreement between the Project Sponsor/Steering Committee/Senior
Management and the Project Manager of what needs to be delivered and when.
When would you develop a Project Management Plan?
Approval to develop a Project Management Plan for a small project may come from senior
management or be obtained from the acceptance or approval of a preceding stage such as a
Project Proposal, or Project Business Case.
What you need before you start:
 Agreement to proceed with the development of the Project Management Plan from
the Project Sponsor. (Assume this has already been received.)
 Knowledge and understanding of project planning, scope definition, stakeholder
identification, risk identification and the development of work breakdown structures.
 Awareness of the organisation’s corporate strategies &/or goals.
What you will have when you are finished:
A complete Project Management Plan for a project that is ready for acceptance by the
Project Sponsor or Project Steering Committee.
How to use this template?
The template contains sections which may be developed at many levels of detail depending
upon individual project.
All documents developed based on this template should include an appropriate
acknowledgement.
What is the meaning of the different text styles
Several different text styles have been used within the template, as follows:
Text in italics and in green is intended to provide a guide as to the kind of information that
can be included in a section and to what types of projects it may be applicable. Please
ensure all italics and examples are removed before submitting Assessment 3.
Text in normal font is intended as examples.
Text enclosed with <angled brackets in red> is intended to be replaced with the required
information/data relevant to the project.
NB: The Table of Contents (TOC) uses the MS Word headings Styles H1 & H2 to identify the
headings to be used within the TOC.
Maintain the template’s headings as they are.
Word Count:
Provide a word count for each section where a word count is stipulated. This should be with
[Square brackets] located at the end of each section i.e. [Word count = NNN].
This will not be included in the word count.
Word counts won’t include Headings and sub headings, Tables, and Appendices.
ii

<Project Title>
Project Management Plan
<Name of Organisation>
(including Department if applicable)
Version <0.0 (dd mmm yyyy)>
Version Date By whom
Acknowledgements
The contribution of the following individuals in preparing this document is gratefully
acknowledged:
<contributors/reviewers/developers>

DOCUMENT ACCEPTANCE and RELEASE NOTICE
This is <release/version> <n.n> of the <Project Title> Project Management Plan.
The Project Management Plan is a managed document. For identification of amendments each
page contains a release number and a page number. Changes will only be issued as a complete
replacement document. Recipients should remove superseded versions from circulation. This
document is authorised for release once all signatures have been obtained.
PREPARED: DATE:___/___/___
(for acceptance) (<name>, <Project Title> Project Manager)
ACCEPTED: DATE:___/___/___
(for release) (Project Sponsor, <name, title>)
<Project Title>: Project Management Plan – Version <x.x> Page 2
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Table of Contents
1. Executive Summary.........................................................................................................5
2. Overview.........................................................................................................................6
2.1. Project Title...............................................................................................................6
2.2. Project Background...................................................................................................6
3. Scope..............................................................................................................................6
3.1. Project Problem Statement & Project Goal...............................................................6
3.2. Objective(s)...............................................................................................................6
3.3. Outcome(s)...............................................................................................................6
3.4. Output(s) (Deliverables)............................................................................................7
3.5. Exclusions..................................................................................................................7
3.6. Assumptions and Constraints....................................................................................7
4. Work Breakdown Structure, Schedule / Milestones.........................................................8
4.1. Methodology of Work Breakdown Structure (WDS) and Activities...........................8
5. Project Management Office Structure..............................................................................9
5.1. Project Organisational Structure...............................................................................9
5.2. Project Sponsor/Steering Committee......................................................................10
5.3. Project Manager......................................................................................................10
5.4. Project Team...........................................................................................................10
5.5. Working Parties/Groups..........................................................................................10
5.6. Reporting Requirements.........................................................................................11
6. Communication Management & Stakeholder Management Plans..................................12
6.1. Communications Management Plan.......................................................................12
6.2. Stakeholder Engagement Table..............................................................................12
7. Human Resources and Cost Management Plans.............................................................12
7.1. Human Resources Management Plan.....................................................................12
7.2. Cost management Plan...........................................................................................13
8. Risk Management Plan..................................................................................................13
9. Quality Management.....................................................................................................13
9.1. Quality Management Plan.......................................................................................13
10. Project Closure & Outcome Realisation..........................................................................14
11. Appendices....................................................................................................................14
11.1. Appendix 1 – Work Breakdown Structure (WBS) and GANTT Chart........................15
11.2. Appendix 2 – Project Budget...................................................................................18
11.3. Appendix 3 – Risk Analysis and Risk Register..........................................................21
IMPORTANT:
This Table of Contents (TOC) uses the MS Word H1 & H2 heading styles to determine which headings/sub
headings are identified in this TOC. You may use these styles throughout your document to add/delete
items from this TOC, however, It is recommended that you use the templates headings / sub-headings as
they are.
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Executive Summary
1. Executive Summary
Write here in Normal Text …
An Executive Summary aims to:
 provide a brief overview of the whole proposal so that executives or managers could
read the executive summary rather than reading the whole proposal
 allow the reader to quickly understand what information is contained in the proposal
 persuade the reader that the proposal is worthy of being read.
 provide a concise and precise summary of the proposal that can be understood in
isolation.
An executive summary:
 Is a short section of a document that summarises the key points.
 Is a condensed version of a full document
 Normally not more than one page in length
 Key points are presented as they appear in the document
 It is useful to write after you have completed the document
 Is not a repetition of the document verbatim
 Does not include too much background or detail
 Does not include information not found in the body of the document
Please follow these steps in presenting an executive summary:
1. Include the project problem statement and the project goal.
2. Introduce how the project idea was generated and who initiated the project
3. Identify what the project will deliver and the success criteria
4. Specify the funding cost in total and duration of the funding term (in financial years)
5. Describe the steering committee or corporate body which the project sponsor will be
reporting to (i.e. hospital board. This is usually the level of management that sets
corporate strategies / goals).
6. Specify the project sponsor
7. State the name or significant identified risks to the project and the mitigation
strategies for each.
8. Specify project management activities (reporting processes, risk management and
communication plan
Presentation tips:
 Dot points make it easier for the reader to read quickly.
 Use a formal writing style that uses your own words.
 Avoid using jargon.
 Ensure the executive summary is concise.
 Remove unnecessary words or sentences.
 Proof read to check the accuracy of grammar and spelling.
[WORD COUNT = ???]
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Output(s) (Deliverables)
2. Overview
2.1. Project Title
Write here in Normal Text …
Your title should be written to make your project stand out from others and therefore it
should be brief, sharp and make it clear what the project is about.
2.2. Project Background
Write here in Normal Text …
It may be easier to think of this section as a review of Relevant Literature to cite previous
projects and studies that are similar to what you are proposing. This is the only section were
references are required.
The Background needs to show the funding agency that you know what you are proposing
because you are familiar with what has preceded you. Use the statement of the problem to
show that your proposed project is definitely needed and should be funded. It is essential to
include a well-documented statement of the need/problem that is the basis for your project.
What are the pressing problems that you want to address? How do you know these
problems are important? What other sources/programs similarly support these needs as
major needs? Is there a special reason why you and/or your organization are uniquely suited
to conduct the project? (Geographic location, language expertise, prior involvements in this
area, close relationship to the project clientele, etc.) This is an excellent section to have the
reader begin to understand that an ongoing approach to the problem is essential and that
short-term responses may have negligible effect. This can begin to establish a rationale for
why your project needs external funding - it seeks to provide a long-term response.
3. Scope
3.1. Project Problem Statement & Project Goal
Write here in Normal Text …
The Project Problem Statement will provide a clear picture of the proposed project. It is a
statement detailing the main types of needs to be addressed and/or key problems to be
solved by the project.
The Project Goal is the anticipated long-term outputs. This is a statement about the broad
and long-term change.
3.2. Objective(s)
Write here in Normal Text …
What are the objectives of the project? What is expected to be delivered?
Describe three (3) objective(s) of the project (one-liner). These need to be ”SMART” i.e.
Specific, Measurable, Achievable, Realistic and Time bound. They should be linked to the
project problem statement, so the project team knows exactly what is being solved or
delivered and how these will be successfully completed.
3.3. Outcome(s)
Write here in Normal Text …
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Output(s) (Deliverables)
List the target outcomes/benefits, the measures which will be used to measure success and
the dates for achievement.
Outcomes answers the question: What is the desired operational state of the
organisation using these new things?
The target outcomes are expressed as a sentence in the past tense and usually start with a
word ending in ‘ed’, such as improved, increased, enhanced or reduced. Framing target
outcomes in this way makes it easier to determine their success measure.
Outcomes are linked with objectives, in that if the outcomes are achieved then the project’s
objective(s) have been met.
Outcomes for a project aim to have a measurable benefit and will be used to gauge the
success of the project. When we measure outcomes, they become benefits.
NB: Sometimes the outcomes (&/or the benefits) aren’t evident at the completion of the
project I.e. installation of equipment, where the benefit won’t be evident until after the
equipment has been utilised.
3.4. Output(s) (Deliverables)
Write here in Normal Text …
Outputs (Deliverables) answers at least in part the fundamental question: What new or
different things will we need to realise beneficial change?
Outputs (deliverables) describe what new products, services, businesses, or management
practices will need to be implemented to meet each identified outcome. List all of the
deliverables (a minimum of three) adding details as required by explaining what will be
produced at the end of the project.
Outputs are usually expressed as nouns.
Outputs are often written as a list:
 A training package
 A report
3.5. Exclusions
Write here in Normal Text …
Exclusions clearly define those things that are to be excluded from the project.
Formally stating those things that are not project deliverables clarifies stakeholders
understanding of the scope of the project.
3.6. Assumptions and Constraints
3.6.1. Assumptions
Write here in Normal Text …
Briefly describe any assumptions made about the project related to resources, scope,
expectations, schedules, include deadlines, financial and budgetary, resource availability etc.
Assumptions are those things considered to be true, real or certain without proof or
demonstration.
3.6.2. Constraints
Write here in Normal Text …
Constraints are not the same thing as assumptions and need to be listed separately.
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Output(s) (Deliverables)
Constraints are limiting factors that affect the execution of a project.
The most common constraints cited in project management are: scope (the limiting
parameters of the scope that the project needs to deliver), schedule (the time limit we have
to deliver that scope), and cost (the funding limitations that have been allocated). This is
known as the “triple constraint” or “iron triangle” of project management.
[WORD COUNT = ???]
4. Work Breakdown Structure, Schedule / Milestones
4.1. Methodology of Work Breakdown Structure (WDS) and Activities
Write here in Normal Text …
A hierarchical decomposition of the total scope of work to be carried out by the project team
to accomplish the project objectives and create the required deliverables (PMBOK, 2013).
Describe how the project team is going to approach the project in terms of scope and time
management plans.
Describe the methodology of WBS and activities that make up the WBS / Timeline scheduling
for the project including the date for each. This should include:
 a description of how the WBS has been developed,
 timeframes (such as the duration of key deliverables) and
 milestones including their dates.
Please refer to Appendix 1 for the WBS/Gantt Chart.
Students need to complete the Work Breakdown Structure, GANTT Chart template provided,
to be included as Appendix 1.
[WORD COUNT = ???]
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Output(s) (Deliverables)
5. Project Management Office Structure
5.1. Project Organisational Structure
Drag and drop the boxes and lines to make your organisational structure diagram. To
change the wording double-click in the box. To make the box bigger to add the required
content click on the box and pull sides or corners to the appropriate size. To make more
boxes or lines simply right click then copy and paste. Look at other organisational diagrams
for guidance.
Figure 1: Project Organisational Structure for the <XYZ> Project
Determine what parties you require from the figures above, list them in the paragraphs
below and detail their responsibilities.
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Project sponsor
Project Team
Reference
Group
Pproject Manager
Working Group
Steering Group
Project
Consultants

Output(s) (Deliverables)
5.2. Project Sponsor/Steering Committee
Write here in Normal Text …
Projects may have a Steering Committee or senior manager or hospital board who are
responsible for establishing the organisational goals.
The Project Sponsor may be the General Manager / CEO / line manager. The Project Sponsor
is a member of the Steering Committee, usually the Chair, and has delegated authority from
the Steering Committee to oversee the project and deal with issues that arise outside the
formal business of the Steering Committee.
The Project Sponsor must effectively communicate the organization’s vision, goals and
expectations to the team throughout the life cycle without crossing the line into
micromanagement.
(<Name: (pseudonym)>, < Title: (insert title) >
Describe the primary roles and responsibilities of the sponsor and steering committee for the
project.
5.3. Project Manager
Write here in Normal Text …
The Project Manager is delegated the authority to deliver the defined project outputs. The
Project Manager manages the day-to-day aspects of the project, resolving planning and
implementation issues, budgeting, and monitoring and reporting progress.
Nominee:
Describe the primary roles and responsibilities of the project manager for the project.
5.4. Project Team
Write here in Normal Text …
The Project Manager leads the project team. It is desirable that the project team includes
representatives from the unit(s) affected by the project. The selection of people with the
requisite skills for a project is critical to its overall success.
Contractors may be employed, external to the business area, to provide a specified service in
relation to the development of project outputs.
The proposed project team is:
Nominee(s): [Name], [Title], [Section/Company] – [full time or part time]
Describe the primary roles and responsibilities of each of the project team members for the
project.
5.5. Working Parties/Groups
5.5.1. Working party –
Write here in Normal Text …
These consist of small specialist groups dedicated to producing well-defined output(s) within
a specific time frame and in accordance with the project plan requirements. A working party
has no life beyond the delivery of that output.
Describe the output required from each working party.
5.5.2. Reference Groups
Write here in Normal Text …
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Output(s) (Deliverables)
A reference group is a panel of expert advisors called upon to give advice and peer review
work when required.
Describe their area of expertise and expected outputs.
5.5.3. Consultants – consultation expertise
Write here in Normal Text …
A consultant is an expert advisor called upon to give advice and peer review work when
required.
Describe their area of expertise and expected outputs.
5.6. Reporting Requirements
Write here in Normal Text …
Project reports for the Project Sponsor/Steering Committee are required to concentrate on
the management issues of the project.
Describe:
 the reporting frequency,
 the format, and
 to whom the report goes.
 [WORD COUNT = ???]
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Output(s) (Deliverables)
6. Communication Management & Stakeholder Management Plans
6.1. Communications Management Plan
Write here in Normal Text …
“Planning the communications management is the process of developing an appropriate
approach and plan for project communications based on stakeholder’s information needs
and requirements, and available organisational assets” (PMBOK, 2013)
Identify the key stakeholders who will impact the project or be impacted by the project.
After you have done an analysis to identify the level of communication required for each key
stakeholder describe how they will be engaged using what method of communication.
Provide a summary of the project’s key overall communication management issues,
concentrating on what will contribute to the project’s success or where a lack of
communication could lead to failure.
For each stakeholder group, communication methods should be highlighted, including,
where relevant, who will be delivering the message and how often. Timing and tone are also
important. There will normally be more than one communication method used for each
stakeholder group. E.g. staff might be communicated with via staff meetings, e-bulletins,
workshops, social media, staff room information boards etc. The method will obviously
depend on the type of information being relayed.
[WORD COUNT = ???]
6.2. Stakeholder Engagement Table
Stakeholder
Engagement
Communication
Need
Communication
Method What and when Who is
responsible?
E.g. Medical and
surgical nurses
To understand the
impact of
implementing a
Patient Critical
Pathway on
current work
practices
Face to Face, In-
service
Visit from X by Y to
describe their
process changes
Project Manager
E.g. Junior Doctors To understand
their roles and
responsibilities in
Criteria Led
Discharge
Paper fact sheet &
grand rounds
presentation
Address at Grand
Rounds on X date
& distribute fact
sheet. Follow up
on X date
Project Team
Sponsor Project Manager
Steering
Committee
Sponsor
etc
etc
7. Human Resources and Cost Management Plans
7.1. Human Resources Management Plan
Write here in Normal Text …
Human Resources (HR) roles and responsibilities have already been described in the
Organisational Management Structure. In this section you are required to describe the
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Output(s) (Deliverables)
timetables for acquiring and releasing staff and their associated costs and training needs
(PMBOK 2013).
7.2. Cost management Plan
Write here in Normal Text …
Summarise from the budget in Appendix 2 the project’s budget and expected expenditure.
Provide the projects’ total costs in Financial years also indicate any anticipated on-going
operations and maintenance costs after the project has been completed (this will not to be
included in the budget).
A full budget must be included as Appendix 2 you must use the template provided in this
Project Management Plan.
A full budget is included as Appendix 2.
[WORD COUNT = ???]
8. Risk Management Plan
Write here in Normal Text …
A risk analysis is to be undertaken upon commencement and will regularly be reviewed
throughout the project life cycle. The results of the initial analysis must be included in the
risk register as Appendix 2.
Describe here (as a summary) the significant risks plus their mitigation strategies and cost to
the project (if any).
Include your assessment of the overall risk associated with the project. Discuss how risks will
be managed in relation to future risk identification, reviews and reporting.
Present the major risks in a structured format:
Condition Cause Consequence
There is a risk
that…
Caused by… Resulting in…
1
.
2
.
3
.
NB: If you use a table like this to present your major or significant risks – then the words
inside the table will not be used as part of the word count.
A Risk Analysis and Risk Register including major risks, risk rank, costs, mitigation strategy
must be included as Appendix 3. You must use the template provided in this Project
Management Plan in Appendix 3.
[WORD COUNT = ???]
A Risk Analysis and Risk Register including major risks, risk rank, costs, mitigation strategy is
included as Appendix 3.
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Output(s) (Deliverables)
9. Quality Management
9.1. Quality Management Plan
One of the most important processes in the life cycle of project management Quality
Management. Quality process included all the activities of the organisation that determine
methodologies and standards, monitoring standards quality polices etc so that the project
will satisfy the needs for which it was undertaken.
Use the following headings to describe project specific information describing and expand on
what is required for each:
9.1.1. Methodologies and Standards;
Write here in Normal Text …
9.1.2. Monitoring Procedures;
Write here in Normal Text …
9.1.3. Review Processes to be Used to Capture Lessons Learnt Throughout the Project;
Write here in Normal Text …
9.1.4. Change/Issues/Problem Management;
Write here in Normal Text …
9.1.5. Review and Acceptance Procedures; and
Write here in Normal Text …
9.1.6. Documentation and Record Keeping.
Write here in Normal Text …
10. Project Closure & Outcome Realisation
Write here in Normal Text …
Describe how the outcomes (from paragraph 3.3) are going to be measured, by whom, when
and reported to whom for handover.
How are the outputs going to be handed over? What are the training requirements (if any)
and what ongoing provisions (for resources) have been made/are required? At what point
will the project be closed?
Will a review be held to capture the lessons learnt from the project? If so describe the
process.
[WORD COUNT = ???]
11. Appendices
The documents and forms must be included in the Project Management Plan as appendices
to enhance or meet specific project requirements.
 A Work Breakdown Structure and Gantt Chart, – Appendix 1
 Project budget – Appendix 2
 Risk Analysis and Risk Management Plan – Appendix 3
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Appendix 3 – Risk Analysis and Risk Register
11.1. Appendix 1 – Work Breakdown Structure (WBS) and GANTT Chart
A work breakdown structure is a key project deliverable that organizes the team's work into
manageable sections.
Propose/estimate a timeline to complete for each of your three (3) objectives’
outputs/deliverables.
Start with each of your 3 objectives and identify each of their outputs or deliverables. Break
these outputs down (decompose the outputs) into simple work packages of tasks or
activities, say 2 or 3 for each. Each of these work packages should be small enough to
allocate a time duration, HR resources (who is going to do it) and a cost. These should be
individually numbered into a hierarchical structure. This helps to give the WBS structure and
order.
Place the deliverables showing their decomposed work packages into the WBS portion of the
appendix table in the order in which they will be undertaken, or sequenced, as dictated by
the hierarchical structure. In column (2) you only need to write a brief description of the
activity/task/milestone that comprises the work package or output.
Enter the Initials of the HR resource (from the small table below) into the “Assigned to”
column (4).
Enter a duration for each work package into the duration column (5). By default, this is
shown as weeks. For your project the suggestion is that none of your activities should be less
than a week – to keep things simple. Except the milestones which will be zero duration.
Go through each work package and link when this work package will start. For this
assessment we are only concerned with staring a work package when another work package
has been completed. In the precedence column (6) write the WBS No. of the work package
which must finish before that one will start. NB: Activities shown in the predecessor column
(6) must be completed prior to the work for that work package can commence. You only
need to write the relevant WBD No./s here – no text or description required.
Show at least five (5) milestones in the WBS / Gantt chart table. Hint: start & finish (= 2) and
a completion date for when each of the objectives’ outputs fare finished (= 3).
Clearly identifying the milestone with a date and with zero duration.
Because this exercise is being undertaken in the planning phrase of your project – none of
the work packages should/will have been commenced – so the percentage in column (3)
should all have 0%.
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Appendix 3 – Risk Analysis and Risk Register
Appendix 1 please remove example text in the chart below before populating with your project information
WBS / GANTT Chart Template
Project: <Project Title>
Project Manager: <Project Manager> Date: <date of issue> Version No: <version>
Work Breakdown Structure (WBS) Gantt Chart
These can be adjusted to suit the project time frame i.e. weekly, monthly etc
(1)
WBS ID
Level
(2)
Activities / tasks / milestones
(3)
%
Complete
(4)
Assigned
to
(5)
Duration
(in weeks)
(6)
Predecessor
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
Description:
(specific tasks/activities required to
meet each deliverable)
(Name
responsible
person)
(Remember
milestones have
zero duration(
(The predecessor event is an event
that must be completed before a
specified activity can begin.
Enter its/their WBS ID No.)
0 Commencement date [Milestone]
Target date dd/mm/yyyy
0% 0 NA
1 Deliverable 1 0%
1.1 Work package 1.1 0% 0
1.2 Work package 1.2 0% 1.1
1.3 Work package 1.3 0% 1.2
1.4 Deliverable 1 handover [Milestone]
Target date dd/mm/yyyy
0% 0 1.3
2 Deliverable 2
2.1
2.2
2.3
2.4
3 Deliverable 3
3.1
3.2
3.3
4 Deliverable 4
4.1
4.2
4.3
4.4
4.4.1
4.4.2
4.4.3
5 Deliverable 5
5.1
5.2
Assigned to Abbreviation
Project Manager PM
Project team PT
Working Party WP
Consultant C
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Appendix 3 – Risk Analysis and Risk Register
11.2. Appendix 2 – Project Budget
A budget is a way of ensuring that your outgoings don’t exceed your incomings.
Think about your project from start to finish. What will you need to make it a reality? What
services and equipment will you have to purchase or hire? Do you need to employ anyone or
provide cover for a staff member whilst working on the project? Start by creating an itemised
list of everything you need. It’s important that your budget is realistic and covers all major
areas of expenditure.
Identify and summarise the project’s budget and expected expenditure in line with
the project plan and financial planning. The budget information can reflect funding
for the life of the project, a specific Stage or Phase, or a single financial year.
All budget and expenditure statements should include estimates of ongoing costs of
supporting the project outputs as they are often overlooked.
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Appendix 3 – Risk Analysis and Risk Register
Project Budget Template
Version No: <n.n> Date: <dd-mm-yyyy>
Project: <Project XYZ>Stage: <X>
Items in this list are intended as example only. Delete items from the following table as
required. Add in relevant items to your project.
Resource Itemised Funds sought from
Department of Health (DOH)
In-kind Donation
2017-18 2018-2019 2017-2018 2018-2019
Staffing
Salary Project Manager
Admin support
Other Employee related expenses
Other staffing costs
Staff training & skill Development
Half day CPR training
Other staff training & development
Administrative Costs
Consultancies
Other administration costs
Operating Costs
Rent and Accommodation related
expenses
Communications
Travel (including motor vehicle
expenses)
Advertising and promotion
Catering
Information Technology
Other operating costs
Capital Costs
Laptop computer and software
Office furnishing
telephones
Data Projector rental
Other capital costs
Promotional costs
Poster & brochure design
Printing Poster
Printing of training materials
Other promotional costs
Evaluation costs
Internal or external evaluation costs
Total cost
Total funds being sought from DoH
(A) (B)
Total donations in-kind
<Project Title>: Project Management Plan – Version <x.x> Page 18 of 27

Output(s) (Deliverables)
Resource Itemised Funds sought from
Department of Health (DOH)
In-kind Donation
2017-18 2018-2019 2017-2018 2018-2019
(C) (D)
Total Budgets From DOH
=(A)+(B)
In-Kind
=(C)+(D)
TOTAL OVERALL
(A)+(B)+(C)+(D)
<Project Title>: Project Management Plan – Version <x.x>
Page 19 of 27

Appendix 3 – Risk Analysis and Risk Register
11.3. Appendix 3 – Risk Analysis and Risk Register
A Risk Management Fact sheet available at www.projectmanagement.tas.gov.au.>
<Project Title>: Project Management Plan – Version <x.x> Page 20 of 27

Appendix 3 – Risk Analysis and Risk Register
11.3.1. Project Risk Register Template & Guide
This Guide is intended to be read in conjunction with the following Template for the
development of a Project Risk Register.
As such, the Guide should be removed from the front of your Risk final document.
What is a Risk Register?
The Risk Register records details of all the risks identified at the beginning and during the life
of the project, their grading in terms of likelihood of occurring and seriousness of impact on
the project, initial plans for mitigating each high-level risk, the costs and responsibilities of
the prescribed mitigation strategies and subsequent results.
It usually includes:
 a unique identifier for each risk;
 a description of each risk and how it will affect the project;
 an assessment of the likelihood it will occur and the possible seriousness/impact if it does
occur (low, medium, high);
 a grading of each risk according to a risk assessment table (refer to Table 1);
 who is responsible for managing the risk;
 an outline of proposed mitigation actions (preventative and contingency); and
 in larger projects, costings for each mitigation strategy.
This Register should be maintained throughout the project and will change regularly as
existing risks are re-graded in the light of the effectiveness of the mitigation strategy, and
new risks are identified. In smaller projects, the Risk Register is often used as the Risk
Management Plan.
Why would you develop a Risk Register?
A Risk Register is developed to:
 provide a useful tool for managing and reducing the risks identified before and during the
project;
 document risk mitigation strategies being pursued in response to the identified risks and
their grading in terms of likelihood and seriousness;
 provide the Project Sponsor, Steering Committee/senior management with a documented
framework from which risk status can be reported;
 ensure the communication of risk management issues to key stakeholders;
 provide a mechanism for seeking and acting on feedback to encourage the involvement of
the key stakeholders; and
 identify the mitigation actions required for implementation of the risk management plan and
associated costings.
When would you develop a Risk Register?
What you need before you start:
 Knowledge and understanding of the project.
 Knowledge and understanding of the Key Stakeholders.
 Knowledge and understanding of appropriate types of risk management activities, or where
to obtain them.
 Any of the following documents – Project Proposal/Brief, Project Business Case, or Project
Business Plan.
 The Tasmanian Government Project Management Guidelines.
What you will have when you are finished:

Appendix 3 – Risk Analysis and Risk Register
A complete Project Risk Register that is ready to be given due consideration by the Project
Sponsor and/or the Project Steering Committee.
How to use this template
The template consists of some headings and a table that reflects the nature of the
information that is to be addressed.
The completed Risk Register should be brief and to the point, so it quickly conveys the
essential information. It should be updated on a regular basis, at least monthly.
The description of the risk should include the associated consequences or impact where these
are not obvious. These consequences can be useful in identifying appropriate mitigation
actions. In larger more complex projects, a separate column may be required.
Mitigation actions should include such things as:
Preventative actions - planned actions to reduce the likelihood a risk will occur and/or reduce
the seriousness should it occur. (What should you do now?)
Contingency actions - planned actions to reduce the immediate seriousness of the risk when
it does occur. (What should you do when?)
Recovery actions - planned actions taken once a risk has occurred to allow you to move on.
(What should you do after?)
The column for work breakdown structure (WBS) indicates that the mitigation action has
been added to the WBS; that is, it is being acted upon.
Several different text styles have been used within the template, as follows:
Text in blue italics is intended to provide a guide as to the kind of information that can be
included in a section and to what types of projects it might be applicable. It should be
deleted from the final document.
Text in normal font is intended as examples.
Text enclosed in <angle brackets> is intended to be replaced by whatever it is describing.

22

Appendix 3 – Risk Analysis and Risk Register
<Project Title>
Risk Register as at <Date>
23

Appendix 3 – Risk Analysis and Risk Register
Report for: eg <Project Name> Steering Committee
Project Manager: <Name>
Project Goal:
Rating for Likelihood and Seriousness for each risk
L Rated as Low E Rated as Extreme (Used for Seriousness only)
M Rated as Medium NA Not Assessed
H Rated as High
Grade: Combined effect of Likelihood/Seriousness
SERIOUSNESS
LIKELIHOOD
LOW MEDIUM HIGH EXTREME
LOW N D C A
MEDIUM D C B A
HIGH C B A A
Recommended actions for grades of risk
Grade Risk mitigation actions
A Mitigation actions, to reduce the likelihood and seriousness, to be identified and
implemented as soon as the project commences as a priority.
B Mitigation actions, to reduce the likelihood and seriousness, to be identified and
appropriate actions implemented during project execution.
C Mitigation actions, to reduce the likelihood and seriousness, to be identified and costed
for possible action if funds permit.
D To be noted - no action is needed unless grading increases over time.
N To be noted - no action is needed unless grading increases over time.
Change to Grade since last assessment
NEW New risk  Grading decreased
— No change to Grade  Grading increased
24

Appendix 3 – Risk Analysis and Risk Register
Id Description of Risk
(including any identified
‘triggers’)
Impact on Project
(Identify consequences)
Assessment of
Likelihood
Assessment of
Seriousness
Grade (combined
Likelihood and
Seriousness)
Change Date of Review Mitigation Actions
(Preventative or
Contingency)
Responsibility for
mitigation action(s)
Cost Timeline for
mitigation
action(s)
Work
Breakdown
Structure
<n> <A “newspaper headline” style
statement. Also identify
relevant triggers that may
cause the risk to be realised.>
<Describe the nature of
the risk and the impact on
the project if the risk is not
mitigated or managed>
<Change in Grade
since last review>
<Date of last
review>
<Specify planned mitigation
strategies:
Preventative (implement
immediately)
Contingency (implement
if/when risk occurs).>
<Specify who is
responsible for
undertaking each
mitigation action(s)>
<Specify
timeframe for
mitigation
action(s) to be
completed by>
This is to
indicate that
the
identified
mitigation
action has
been
included in
the WBS
(workplan).
1 Steering Committee
unavailable.
Identified triggers:
Steering Committee meetings
repeatedly rescheduled due to
lack of availability;
Members do not attend despite
prior confirmation of
attendance.
Lack of availability will
stall progress (i.e.. delayed
decisions will defer output
finalisation, extend project
timelines and staff
resources will be required
for longer than
anticipated)
H H A NEW 15/02/06 Preventative:
Highlight strategic
connection - link Project
Objective to relevant
Agency strategic objectives
Confirm 2006 meeting
schedule in January
Confirm SC membership
Widen representation
(include other Agencies)
Project Manager NA 15/03/06 Y
2 Inadequate funding to
complete the project
Identified triggers:
xxxx
3 Staff reject new procedures
Triggers include
xxxx
4