Telstra Site Acquisition Risk Management

This project report presents a detailed risk management plan for Telstra's SAED project, focusing on identifying, analyzing, evaluating, treating, and monitoring risks associated with expanding wireless infrastructure in rural areas. It utilizes frameworks like AS/NZS ISO 31000:2009 and FMEA, and includes stakeholder analysis and communication strategies.

RISK MANAGEMENT PLAN

EXECUTIVE SUMMARY
Study concise the concept of Risk Management Plan for Telstra Site Acquisition,
Environment and Design (SAED). Wireless communication channel build up plan in rural and
sub urban areas formed in overall RMP process. Project is completed form initial stage as
Project information, project scope, project objectives and risk management process. A
communication plan and procedure also analysed with critical aspects.

Table of Contents
EXECUTIVE SUMMARY.............................................................................................................2
INTRODUCTION...........................................................................................................................1
1.1. Project Information..............................................................................................................1
1.2 Project Scope.........................................................................................................................2
1.3 Project Objectives ................................................................................................................2
1.4 Risk Management Process....................................................................................................2
2. COMMUNICATION AND CONSULTATION PLAN..............................................................3
2.1 Main Objectives....................................................................................................................4
2.3 Stakeholders Analysis...........................................................................................................4
3. ESTABLISHING CONTEXT.....................................................................................................6
3.1 Internal context......................................................................................................................6
3.2 External context....................................................................................................................6
3.3 Risk management context.....................................................................................................7
3.4 Risk Criteria..........................................................................................................................7
3.5 Stakeholders..........................................................................................................................7
3.6 Roles and responsibilities......................................................................................................8
3.7 Risk management policy.......................................................................................................8
4. RISK ASSESSMENT PROCESS...............................................................................................8
4.1 Risk identification.................................................................................................................9
4.2 Risk Analysis........................................................................................................................9
4.3 Risk evaluation....................................................................................................................11
5. RISK TREATMENT.................................................................................................................12
5.1 Probable treatment option...................................................................................................12
5.2 Effective treatment option...................................................................................................13
6. RISK MONITORING AND REVIEW.....................................................................................13
6.1 Process.................................................................................................................................13
6.2 Risk Closure........................................................................................................................14
CONCLUSION..............................................................................................................................14
REFERENCES................................................................................................................................1

APPENDICES.................................................................................................................................2
FMEA (Failure Mode Effect Analysis) Analysis........................................................................2
....................................................................................................................................................4

INTRODUCTION
Risk is a situation involving threat of damage, injury, loss or any other negative impact
caused by external and internal vulnerabilities (Pieper and et. al, 2015). Risk management is a
process of identification of potential risks, analyse them and implement various measures to
reduce the risk. Risk management plan (RMP) is a document prepared to identify, assess,
monitor and control the risks associated with the project. The chosen project in this report is
Telstra Site Acquisition, Environment and Design (SAED). The report contains project scope,
objectives, risk management process, main objectives, stakeholders analysis, risk management
context, risk management policy and risk treatment.
1.1. Project Information
Telstra is making its way for expansion with the help of Aurecon. It has been expanding
its business by upgrading its technologies. It is now considering to upgrade and expand its
business to provide wireless network infrastructure across Australia. The demand for wireless
voice and data network has increased in the past years. The site acquisition and environment and
design (SAED) services are being provided by Aurecon to Telstra to meet the demands of the
consumer. The services provided by Aurecon are:
 Site survey
 Site acquisition
 Safety in design
 Radiation safety compliance
 Project management
 Planning and community standards
 Engineering services
 Construction management
 construct management
 4G or LTE network
Aurecon has been providing all the above-mentioned services since 2005 to help the
projects undertaken by Telstra. . The main aim of this project is to provide better
telecommunication services by providing 5G facility throughout Australia to survive in the
competition.
1

1.2 Project Scope
The project involves various steps for its implementation according to the plan of the
project. The steps are as follows:
 Understand the spectrum matrix to decide on the frequency bands that will be used by the
company.
 Use technologies to the selected frequency bands. The selection will be based on various
features.
 Use combiners to reduce the number of cables and add to the frequency matrix.
 Check the network antennas already installed and their support to the frequency matrix.
 Categorization on the basis of tower structures and loading capacity and choosing the
appropriate antenna solution.
1.3 Project Objectives
The hurdles in the present telecommunication network will be overcome by this project.
The expansion of wireless network infrastructure will provide a cost-effective service with high
speed internet. The service will be provided in the areas with limited network access.
1.4 Risk Management Process
Telstra will follow various standards for preparing risk management plan. Each steps in
risk management plan will have a detail process.
2

Figure 1. Risk Management Plan (AS ISO 2009)
Source: Google
2. COMMUNICATION AND CONSULTATION PLAN
Telstra analysed the demand and importance of wireless network in Australian market.
Communication network is pivotal for transferring data from one place to another (Aloini,
Dulmin and Mininno, 2012). The high speed internet will reduce the time taken in
communication with the existing network.
3

2.1 Main Objectives
Telstra has developed various strategies for communication to disclose the relevant data
to stakeholders effectively and quickly. There are various parties involved in Telstra who are
interested in company's objectives. The objectives of communication are as follows:
 The data to the stakeholders should be transferred on the right time for decision making.
Timely communication is the key to the organization's objectives.
 To know the suggestions and idea from the parties involved to deal with the risks.
 To update the parties about the viability of project and the potential risk associated with
the project.
 To have an understanding of the interest of the stakeholders for working towards the
goal.
2.3 Stakeholders Analysis
Stakeholders have great influence on the project of the Telstra. The interest of the
stakeholder should be recognized in order to know the impact on the project (Mabrouki,
Bentaleb and Mousrij, 2014). Telstra has used Power-Interest Grid technique to do stakeholder
analysis. This technique will help the company to categorise between the higher power and
interest. The elements with lower power and interest will be disclosed to the stakeholders.
Figure 2. Power-Interest Grid
4

Source: Google
Figure 2 shows the four areas of power-interest; Manage closely, Keep satisfied, Keep
informed and Monitor. The description of the above-mentioned elements are as follows:
Power-Interest Area Communication Method
Manage Closely This includes formal meetings, sending e-mails,
letters etc. Formal communication ensure timely,
reliable and accurate dissemination of
information. The stakeholders can be
communicated by using e-mails.
Keep Satisfied For communicating the information, a face to
face meeting is necessary. These types of
meetings will enable to have a healthy
relationship with stakeholders. The financial
reports are presented in these meetings to
prepare budgets.
Keep informed The local authorities and agencies should be
informed by the company. They can be informed
by e-mails. The dissemination of information is
necessary to get required approvals. Formal
meetings can be done for resolving issues of
prime importance.
Monitor Regular meetings in the form of seminars will
help the company to consider the issues of local
residents.
3. ESTABLISHING CONTEXT
According to AS/ NZS ISO 31000:2009 it is very important for the organisations to
define their context by determining internal as well as external context, risk management
context, specific risk criteria, stakeholders, roles and responsibilities that are going to divided
5

among members of the organisation and a specific risk management policy which is going to be
implemented at the time of risk (Stolzer, 2017).
3.1 Internal context
Telstra is a telecommunication company who are currently operating its business all
around the world and its headquarter is in Australia. It was founded in year 1975 and its CEO is
Mr Andy Penn, CFO is Warwick Bray and its chair person is John Mullen. Now the organisation
is willing to launch a new telecommunication project so that connectivity of the organisation can
be increased. Fixed line, mobile telephony, internet, data services, pay TV and different types of
network services are provided by the organisation to the global market. Main partner of the
organisation is Microsoft and their main goal is to empower the modern connected workforce.
The partner of the company is being examined by the staff members by analysing the
transparency, reporting and efficiency. For the organisation it is very important to communicate
the project plan with all the internal departments so that new ideas can be gathered to
successfully implement the project plan.
3.2 External context
The organisation is launching a new project to enhance the connectivity and to improve
the communication process (Sanderson, 2012). The main target of the company is rural area
where individuals have different communication barriers due to lack to technology. This project
plan will enhance and develop the communication methods and techniques for the group who are
living in rural area and they have no media to communicate with the other groups who are living
in urban area. For this purpose awareness program are going to be conducted by Telstra so that it
can aware the population of rural area about the use to telecommunication technology. While
launching the project the organisation may have to face challenges as it is not easy to launch a
new technique in such area where the population is not aware of technology and its uses. The
risks that can take place are nature related barriers as network strength is very weak in rural areas
which will affect the success of the new project which is going to be launched by Telstra.
Another risk for the organisation is less support of the population of the area where the project is
going to be launched.
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3.3 Risk management context
It can be defined as the plan and strategies that may help to minimise the risks that may
affect the growth of the organisation (ISO 31000:2018, Risk management, 2018). There are two
major risks that can take place in future and may leave negative impact on the new launched
project of the organisation. These risks are natural barriers and lack of support of local public. It
is essential for Telstra to make effective policies and strategies that can guide to identify,
monitor, analyse and deal with the risks. If all the risks are dealt effectively than it will help to
successfully launch the telecommunication in rural areas.
3.4 Risk Criteria
Telstra will make effective strategies to deal with all the risks that might occur in future
(Lindenmayer, Piggott and Wintle, 2013). The risks can be identified with the help of
appropriate evaluation process and this will guide to define the criteria of risk. Proper evaluation
and analysis process will be beneficial for Telstra while formulating strategies to deal with the
risks.
3.5 Stakeholders
A risk management plan is required to be implemented in order to deal with all the risks.
For the new project relevant stakeholders needs to be identified by the organisation whether they
are internal or external. Both of them have been segregated in the underneath table:
Internal Stakeholders External Stakeholders
Board of Directors of Telstra Government
Staff of Telstra Investors
Partners I.e Microsoft Suppliers
Rural public and clients Customers
Financial institutions Creditors
Stakeholder Shareholders
Government grants and planning Debtor
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3.6 Roles and responsibilities
It is very important to divide roles and responsibilities of every person who are part of the
organisation. This is done to assure the success of the project which is going to be launched by
Telstra. The following table has been prepared to allot roles and responsibilities to all the staff
members:
Position Role/ Responsibility
Board Approve the policy which is formulated to manage risk
Provide assistance to resolve risks
Review and approve the risk management and assessment plan
Risk managers Prepare an effective risk management plan
Monitor the risks
Identification of all the methods that are require to deal with the
risks
Finance manager Handle all the finance related problems and allot monetary
resources to all the departments.
Staff Make sure that all the plan are implemented appropriately.
Internal Auditors Conduct regular audits to ensure that risks are managed properly.
3.7 Risk management policy
Telstra is obligated to use best management practices so that all the potential risks can be
managed appropriately. Risk management plan needs to be formulated under AS/ NZS ISO
31000:2009 who provide guidance to the organisations to formulate an appropriate plan to
minimise risk.
4. RISK ASSESSMENT PROCESS
Evaluation and analysis of further risk regarding the projects are recognised as risk
assessment process. ISO 31000 risk management is the standard that helps organisations to
assess the risk related to specific projects or plans (Rampini, Sufi and Viswanathan, 2014). This
process helps management and organisers to ascertain associated cost regarding particular risk
and incorporating requirements for business. The procedure also helps in considering the
8

uncertainties related to risk management and guidelines and frameworks. There are some
guidelines and policies given in this standard regarding the risk Assessment process.
4.1 Risk identification
This is the first stage in which the planning process affect due to potential risk such as
change in policies, rates and criteria and reforming stage (Porter and Demeritt, 2012). Only
potential risk are covered in this section.
1. Identification methods: there are type of methods are used by organisations. As Telstra
may use brainstorming and checklists for analysing potential risks by past experiences
and the advantages for future projects (Duffie and Singleton, 2012). This method will
help organisation to track the details and formation of task in aligned format. There is a
proper check list is analysed with creating the plans for determining the objectives in
various parts for checking the criteria.
2. Risk scope: Telstra is a telecommunication organisation and have to fulfil the rules and
relations regarding communication acts and rules. Australian standards like S009:2006
subject to installation requirements for customer cabling and wiring rules.
3. Risk register: Possible aspect which remain related to project life cycle and credibility
are considered in risk register and the project risk plans are also remain associated with
defining planning. The rules related to safety and risk aligned at site are also required to
store in risk assessment procedure.
4.2 Risk Analysis
This is the second step that remain related to the analysis of probabilities of the identified
risk and potential factors for better consequences (Reamer, 2013). The process assist project
managers to analyse the requirement related to assess the base of better communication channels
and areas for better forecasting and evaluating process.
1. Analysis method: this is one of the pace of risk analysis in which analysis method
undertakes to combining the all assessed risk and denoting the risk with particular risk
assessment matrix. A proper evaluation and risk and projected risk analysis considered in
qualitative way which is defined as follows;
Table: qualitative risk assessment matrix
Consequences
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Likelihood Insignificant
1
Minor
2
Moderate
3
Major
4
Catastrophic
5
Certain H M E M M
Likely H M E H H
Possible M H L L E
Unlikely M L M M E
Rare M L M H M
Level of Risk Description
E (Red) Extreme risk – detailed investigation and treatment is required
H (Orange) High risk – needs action from top level management
L (Green) Low risk – use routine procedures to manage this type of risk
M (Yellow) Medium risk – acceptable risk but needs to be treated / monitored
Likelihood Description
Rare (1) Very unlikely to occur
Unlikely (2) Could occur at some point
Possible (3) Reasonable probability of occurrence
Likely (4) High probability of occurrence
Certain (5) Mostly will occur
Consequences Description
Insignificant (1) Resolved by normal procedures (no effort exerted)
Minor (2) Small effort to resolve
Moderate (3) Considerable effort to resolve
Major (4) Requires top management involvement
Catastrophic (5) Threaten the whole project (catastrophic failure)
2. Existing risk control: Various type of risk assessment plans are analysed in terms of
controlling the possibilities regarding preliminary controls and determining the FMEA
analysis to control assessed risk in proper manner.
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3. Risk acceptance criteria: The project is related with the communication channel and
program that mainly associated with changing and focusing upon recommendations and
treatment for better and organised solution to the organisation. There are type of risk are
analysed in terms of determining the practicability while performing the task in proper
and effective manner. There is a proper management and controllability considered with
proper analysis and control.
4.3 Risk evaluation
Risk evaluation is a process mainly associated with analysing the steps and managing the
risks according to assessed risk and failure criteria (Haimes, 2015). It is require to consider only
those factors that practically affect the formation and operation of business. There is proper
evaluation is required subject to implement and install the telecommunication plan in rural areas
in Australia. A combined process evaluates the procedure to correlate and consolidate the
frequency and management process for determining the changes in various forms. AS/NZS ISO
31000:2009 covers the rules related to risk evaluation and the proper procedure is followed to
understand the dynamics of business in more specific and contingent manner. The treatment also
helps in considering the risk for further treatment.
1. Evaluation method: Evaluation methods helps in determining the process in very
effective in terms of determining the unacceptable region such as considering the
realisable fragments. There is an evaluation method as ALARP as (As Low As
Reasonably Practicable) to prioritise and analyse the consideration for different risk
assessment criteria.
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A particular level is combined with determining the areas
and reigns that must be remain avoided while preparing plans and strategies for better
consideration and evaluating procedure. There is a particular region is papered to determine the
areas where communication level and channels lack the connectivity and reach of common
people and communist.
2. Key risk for treatment: It indicates towards the assessed areas remain required for
controlling and operating these type of risk in effective and efficient manner (Brender
and Markov, 2013). There is an assessed in various form various type of risk assessment
procedure and challenges. There is a proper analysis and methods is used to analyse
adequate treatment and operations of business. Some key risk areas are cited as follows
 Challenges while building communication channels
 Availability and approachability of resources to rural areas and managing the distribution
channels.
 The viability of communication standards with required equipments.
 There is a unprotected view and operative sections are considered with proper quality
control and management.
 Areas and communication support fields to correlate and communicate with the
distribution channels and management approaches in vital spectrum areas.
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5. RISK TREATMENT
This step of project plan is mainly concerned with the treatment of major risks which is
resulted form the above described ALARP principle (Crawford, 2014). This principle is very
beneficial for the organisation as it can help to reduce possibility of risk. According to Australian
Standards there are various ways to treat the risks that are based on the situations in which risk
may take place.
5.1 Probable treatment option
Telstra which is a telecommunication company and now launching its services in rural
areas may face different types of risks in future and following actions can be taken by the
organisation in order to deal with the risks:
 Application of effective rules and regulations that may help to find the cause of risk.
 Provide appropriate training to the staff memerbs.
 Conduct audit on regular basis so that all the activities can be monitored.
 Formulation of contingency plan which will help to deal with uncertainties.
 Transfer risk to the appropriate parties.
5.2 Effective treatment option
There are various methods that can be chosen by Telstra to deal with all the risk and it is
not possible to analyse that which plan or action will best result for the situation. Telstra will
follow the below described steps to assure that all the risks are dealt effectively:
 Determining and analysing the options that may help to treat the risk appropriately.
 Assessing the advantages and disadvantages of all the options that are determined by the
organisation.
 Choose the best option from all the selected options.
 Identifying the place where the plan is required to be implemented.
 At last analyse the results and impact of the implemented option.
6. RISK MONITORING AND REVIEW
6.1 Process
It is considered as an terminology that impact the business operations and classified
changes regarding the establishments and forecasting the procedure for better change and
development (Baxter and et. al, 2013). The risk monitoring and review process also helps in
13

considering the changes and viability of business in more critical and specific aspects. The
monitoring process is defined as follows in term of connecting the changes and role of business
in more significant and proper manner. The periodic monitoring is defined as follows;
Activity Frequency
Checklists Everyday
Inception Every week
Risk register Every week
Meetings Between a gap of 5 days
Internal evaluation Each month
External evaluation Each month
The above analysis analyse the sections that mainly associated with creating the changes
and requirement of business for introducing more significant matters and communication process
in combining way. The process also define the process timing of organisation to correlate the
sections and the objectivity of business for compelling the task and projected. The above
schedule contains the process of risk monitoring and reviewing. Internal and external audit are
also introduced for better quality control and management. It is also considered that the periodic
payments type of activities such as risk register evaluation, checklist analysis, inception were
made on periodic basis by considering the changes in various way.
6.2 Risk Closure
This is the process mainly associated with containing the last stage in terms of
consolidating the process of combining the process through various forms and evaluation
procedure. There are type of forms are consolidated in vital forms for considering the treatment
and process with clarifying the requirements such as;
 Treatment actions and the implemented process
 Response and the feedbacks received as per different variations
 Occurrence and the additional risk factors for consolidating the changes and the
treatments in particular fractions and changing plans.
The formation process also assist the projects and plans remain related to determination
and documentation with creative plans with creative challenges and determining the strategic
14

plans. There is a proper policies and changes are also considered to correlate the changes in
various forms that are also required to recognised in the organisation (Park and et. Al, 2013).
CONCLUSION
The above report summarises the meaning of risk assessment plan and the objectivity of
business. There is a project plan is summarised in terms of evaluating the changes and the
determination of risk assessment plans and objectives. Communication and consultation plans
are also provided in various forms, establishing context and the risk assessment process and the
treatment also done with critical evaluation and management process. Risk treatment table also
consolidated with creating changes and operations.
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REFERENCES
Books and Journals
Park, J. and et. Al, 2013. Integrating risk and resilience approaches to catastrophe management
in engineering systems. Risk Analysis. 33(3). pp.356-367.
Baxter, R., and et. al, 2013. Enterprise risk management program quality: Determinants, value
relevance, and the financial crisis. Contemporary Accounting Research. 30(4). pp.1264-
1295.
Crawford, J. K., 2014. Project management maturity model. Auerbach Publications.
Brender, N. and Markov, I., 2013. Risk perception and risk management in cloud computing:
Results from a case study of Swiss companies. International journal of information
management. 33(5). pp.726-733.
Haimes, Y. Y., 2015. Risk modeling, assessment, and management. John Wiley & Sons.
Reamer, F. G., 2013. Social work in a digital age: Ethical and risk management challenges.
Social work. 58(2). pp.163-172.
Duffie, D. and Singleton, K. J., 2012. Credit risk: pricing, measurement, and management.
Princeton University Press.
Rampini, A. A., Sufi, A. and Viswanathan, S., 2014. Dynamic risk management. Journal of
Financial Economics. 111(2). pp.271-296.
Porter, J. and Demeritt, D., 2012. Flood-risk management, mapping, and planning: the
institutional politics of decision support in England. Environment and Planning A.
44(10). pp.2359-2378.
Lindenmayer, D. B., Piggott, M. P. and Wintle, B. A., 2013. Counting the books while the
library burns: why conservation monitoring programs need a plan for action. Frontiers
in Ecology and the Environment. 11(10). pp.549-555.
Sanderson, J., 2012. Risk, uncertainty and governance in megaprojects: A critical discussion of
alternative explanations. International journal of project management. 30(4). pp.432-
443.
Stolzer, A. J., 2017. Safety management systems in aviation. Routledge.
Mabrouki, C., Bentaleb, F. and Mousrij, A., 2014. A decision support methodology for risk
management within a port terminal. Safety Science. 63. pp.124-132.
Aloini, D., Dulmin, R. and Mininno, V., 2012. Risk assessment in ERP projects. Information
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Pieper, L., and et. al, 2015. Evaluation of the Johne’s disease risk assessment and management
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Online
ISO 31000:2018, Risk management, 2018. [online]. Available throuh:<https://www.iso.org/iso-
31000-risk-management.html>

APPENDICES
FMEA (Failure Mode Effect Analysis) Analysis
Process Function
Potential Failure
Mode
Potential Effect(s) of
Failure Sev
Items
1
Network feasibility
problem Hole too deep
Break through bottom of
plate 7
2 Frequency problem Hole not deep enough Incomplete thread form 5
3 Digging Depth
Not attaining the
required hight Delay in project 5
4 Network system centre
Errors in analysing
the procedure Delay in project 4
Potential
Cause Occur
Current
Process
Controls Detec
R
P
N
Recommended
Action
Responsi
bility and
Target
Completi
on Date
Action
Results
Actions
Taken
Se
v
Oc
c
De
t
RP
N
Improper
machine 3
Operator
training 3 63
building a
machine set up for
Allocatin
g the
offers
related to 4 1 2 8
2

set up
and
instructi
ons
channels
and cable
system
and
supervisi
on by
operation
al
manager
safety
officer
Improper
machine
set up 3
Operator
training
and
instructi
ons 3 45
Setting up a
operating control
system
Technical
support
advisor to
met the
target of
installatio
n of
machine
set up
Former
operator
tools and
managing
sections 3 2 4 24
Broken
Drill 5 None 3 75
Install Tool
Detectors
Maintena
nce head
and
operation
al section
Quality
control
and
operating
vision 5 4 1 20
Technical
support
system 5 Process 4 80
Implementation
process of support
system
Advises
and
strategic
report
required
by senior
process ,
manager
Controlle
d
supervisi
on and
challenge
s 4 3 5 60
3