Fleet Base West Low Level Bridge Repair Project: Risk Management Plan

This document presents a comprehensive risk management plan for the Fleet Base West Low Level Bridge repair project, focusing on the bridge located in Western Australia. The project, which won an AIPM WA award in 2018, involved repairing a bridge constructed in 1972 and subject to deterioration due to poor construction and a harsh marine environment. The report outlines the risk management framework, including risk identification, analysis, evaluation, and mitigation strategies. It details the processes for integrating risk management into the project, such as transferring risk costings into the budget and mitigation strategies into the Work Breakdown Structure. The plan emphasizes the importance of continuous monitoring and stakeholder involvement. It also highlights the roles and responsibilities of the Steering Committee, Project Manager, and Project Team. The report includes an executive summary, introduction, risk assessment section covering identification, analysis, and evaluation, as well as sections on risk mitigation, monitoring, and roles. The appendix provides a risk register snapshot. The document also includes version control and acknowledgement sections.

Risk Management Plan
Template & Guide
Version 1.1, April 2008
This Guide is intended to be read in conjunction with the following template for the development of a
Risk Management Plan for large/complex projects.
As such the Guide should be removed from the front of your final document.
The project management templates are being continuously improved. Feedback on suggested
improvements to this Template would be appreciated, and may be made to Project Services by
emailing [e-mail].
DISCLAIMER
This material has been prepared for use by Tasmanian Government agencies and Instrumentalities.
It follows that this material should not be relied upon by any other person. Furthermore, to the extent
that ‘this material is relied upon’, the Crown in Right of the State of Tasmania gives no warranty as to
the accuracy or correctness of the material or for any advice given or for omissions from the material.
Users rely on the material at their own risk.
What is a Risk Management Plan? The Risk Management Plan is used to
summarise the proposed risk

management approach for the project.
Usually it is included as a section in the
Project Business Plan, however for larger
or more complex projects it can be
maintained as a separate document. It is
dependent on the establishment of a Risk
Register. At a minimum, the Risk
Management Plan should cover:
 the process which will be used to
identify, analyse, evaluate and treat
risks both initially and throughout the
life of the project, including estimated
costings (where practical);
 the process for transferring approved
risk costings into the project budget;
 the process for transferring risk
mitigation strategies into the project
Work Breakdown Structure;
 how often the Risk Register will be
reviewed, the process for review and
who will be involved;
 who will be responsible for which
aspects of risk management;
 how Risk Status will be reported and
to whom; and
 include as an appendix the initial
snapshot of the major risks, current
gradings, planned mitigation
strategies and costings and who will
be responsible for implementing them
(these are usually included as an
Appendix in the Risk Register).
Why would you develop a Risk
Management Plan?
A Risk Management Plan is developed to
ensure levels of risk and uncertainty are
properly managed so that the project is
successfully completed. It enables those
involved with the project to manage
possible risks by defining the manner in
which they will be contained and the likely
cost of mitigation strategies. A Risk
Management Plan 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 upon;
 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 plan and
associated costings.
When would you develop a Risk
Management Plan?
Initial risks must be identified and graded
according to likelihood and seriousness
very early in the Project. This initial risk
assessment will form part of the Project
Proposal/Brief or Project Business Case
for the project. Once the project is
approved the Risk Management Plan and
Risk Register should be fully developed.
In the case of smaller projects the Risk
Register may serve both purposes.
For large or complex projects it can be
beneficial to use an outside facilitator to
conduct a number of meetings or
brainstorming sessions involving (as a
minimum) the Project Manager, Project
Team members, Steering Committee
members and external key stakeholders.
Preparation may include an environmental
scan, seeking views of key stakeholders
etc.
A Risk Management Plan is developed in
an iterative manner as the project
progresses and as clarity in relation to
potential risks emerges. Although the
Project Sponsor and Steering Committee
has ultimate responsibility for ensuring
appropriate risk management processes
are applied, the Project Manager may

develop the first release with their co-
operation, and will most likely maintain its
currency.
What you need before you start:
 Knowledge and understanding of the
project and the environment in which
it operates.
 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.
Optional:
 Departmental Project Management
Guidelines.
 Corporate/Business Plan for the
Department/Business Unit.
What you will have when you are
finished:
A Risk Management Plan that is ready for
acceptance by the Steering Committee or
Project Sponsor. As the project
progresses, this document will need to be
updated, revised, re-endorsed and re-
released.
Integration Process
As risk management is an ongoing
process over the life of a project, any risk
analysis must be considered a ‘snap shot’
of relevant risks at one point in time. In
this context, document (version) control is
essential in order to ensure both the Risk
Management Plan and the Risk Register
are uniquely identifiable and changes
through their development and
subsequent revision(s) reflect progress in
the management of the identified risks and
changes are able to be tracked
How to use this template
The template contains sections which are
either optional or can be developed at a
number of levels of detail depending upon
individual need.
All documents developed based on this
template should include an appropriate
acknowledgement.
A number of 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.
This document has been formatted for
duplex printing. If you intend to print single
sided, you may need to delete some page
breaks.
Where to Get Additional Help
Project Management tools and resources
that can assist you through each step in
your project are available at
www.egovernment.tas.gov.au
Checklist
Have you remembered to remove:
 The versioning statement from the
front cover of your document?
 This guide and checklist from the front
of your document?
 All blue italic instructional text and
<prescriptive text enclosed in angle
brackets> within the template?

< The Fleet Base West Low
Level Bridge Repair
Project>
Risk Management Plan
Version 0.A, 16-05-2019
Copy: Uncontrolled
The version number starts at one and increases by one for each release. It shows the release
number and a revision letter if in draft. The original draft is 0.A and subsequent drafts are 0.B, 0.C
etc. The first accepted and issued document is Version 1.0. Subsequent changes in draft form are
1.0A, 1.0B etc. The accepted and issued second version is 1.1 or 2.0, depending on the magnitude of
the change.
Refer to the Project Management Fact Sheet: Document Control for more information.

Acknowledgements
The contribution of the following individuals in preparing this document is gratefully
acknowledged:
<contributors/reviewers/developers>
The following two paragraphs should be included in the documents where these templates
have been used as a basis for development.
This document has been derived from a template prepared by the Department of Premier
and Cabinet, Tasmania. The structure is based on a number of methodologies as described
in the Tasmanian Government Project Management Guidelines.
For further details, refer to www.egovernment.tas.gov.au

DOCUMENT ACCEPTANCE and RELEASE NOTICE
This is <release/version> <n.n> of the <Project Title> Risk Management Plan.
The Risk 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
complete replacement. 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>)
on behalf of the <Project Title> Steering Committee

1. BUILD STATUS:
The most recent amendment first.
Version Date Author Reason Sections
<n.n> <dd mmm yyyy> <Name> <e.g. Initial Release> <All>
2. AMENDMENTS IN THIS RELEASE:
Section Title Section
Number
Amendment Summary
<e.g. This is the first release of this document.>
3. DISTRIBUTION:
Copy No Version Issue Date Issued To
1 <n.n> <dd mmm yyyy> <Name, Title, Organisation>
2
Electronic

Table of Contents
1 Executive Summary............................................................................................................. 1
2 Introduction.......................................................................................................................... 1
3 Risk Assessment.................................................................................................................. 1
3.1 Identification.................................................................................................................. 1
3.2 Analysis and Evaluation.................................................................................................1
4 Risk Mitigation...................................................................................................................... 1
5 Risk Monitoring.................................................................................................................... 1
6 Roles and Responsibilities..................................................................................................1
6.1 Steering Committee.......................................................................................................1
6.2 Project Manager............................................................................................................ 1
6.3 Project Team................................................................................................................. 1
Appendix A: <Project Title> Risk Register (as at dd/mm/yy)................................................1

< West Low Level Bridge Repair > Project - Risk Management Plan
1 Executive Summary
This document provides a risk management framework for the West Low Level Bridge
located in Western Australia. In the year of 2018 the bridge repair project won AIPM WA
award for the major repairing. Low level bridge was located in the mainland end of causeway
that is again linked to the island. Due to poor construction approach and other facilities since
it’s commence that is from 1972 different repair works are conducting in the bridge. However
the repair work of 2018 was identified as the most beneficial one. The identified risks for
which the bridge was continuously deteriorating were elaborated in this document along with
a risk register. The risk register developed n the paper will act as a snap shot. The different
processes those will be taken to evaluate, identify, analyse and prioritize the risks are
elaborated in this paper. In addition to that, the impact/ consequences and possibilities of
occurrences for each of the risks are also elaborated in this paper. Apart from that, details
risk mitigation strategies are also implemented in this paper considering the role of project
manager, team members and other members of project steering committee. It can be said
that that the seriousness and consequences of identified risks can be easily understood with
this risk register.
2 Introduction
This paper depicts the role of risk management plan i.e. one of the most effective project
knowledge areas requires to be considered for managing any project. The project that has
been nominated for this document is The Fleet Base West Low Level Bridge project. The
bridge was constructed in the year of 1972 and since that time different repair work is
conducting to repair the status of the bridge. Very poor construction base and exposure to
aggressive marine environment has started deteriorating the condition of the bridge. The risk
management plan will help to identify the potential risks and also elaborate that with the help
of this plan how project manager and owners would be able to accomplish the project within
assigned time and budget. The objectives of the risk management approach in The Fleet
Base West Low Level Bridge project is to identify, analyse, prioritize and mitigate the
potential risks through continuous control and monitoring. The developed countermeasures
are elaborated in this paper and also the roles played by the steering committee member,
project managers, stakeholders and other project team members.
3 Risk Assessment
3.1 Identification
The impact, complexity and types of risks vary for different projects and similarly the risk
mitigation strategies also vary for different projects. This particular section of the document
identifies the potential risks associated to the project and those require to be mitigated
immediately. The process of risk assessment is comprises of different stages such as risk
identification, risk analysis, risk prioritization and risk mitigation. Each of the identified risks is
needed to be mitigated sooner for successful accomplishment o the project. The particular
risks for this project are elaborated in the below section:
Safety and mobility risk: This is one of the major risks that have been identified particularly
for this project. This risk is proportional to the traffic volume. It is much reasonable to weight
the network measure based on the regular traffic load instead of the deck area. The marine
environment’s exposure is continuously deteriorating the condition of the bridge.

< West Low Level Bridge Repair > Project - Risk Management Plan
Poor qality of raw material: The raw material supplied for the construction and periodical
repair of the bridge was too poor. Due to the poor quality of the raw materials the quality and
longevity of the bridge was being compromised.
Over allocation of resources: In order to construct such bridge proper allocation of
resources were very essential. However, the assigned resource manager failed to identify
and allocate accurate numbers of resources for each construction activity which was the
other risk for the project.
Infrastructure risk: The infrastructure for the bridge construction project was not enough
supportive and as result at the completion of the project it is found that it failed to meet some
of the primary objectives
Economical risk: The other risk that interrupts the quality of the project is economic risks.
The sponsors did not invest enough capital that is needed to successfully complete the
construction work.
Overrunning project budget: Based on the requirements and objectives of the project,
initially the total budget was estimated however during the progress phase some major
changes were identified which required incorporating. In order to implement those changes
the estimated budget gets exceeds and the project manager faced overrunning project
budget risk.
Embarrassing governmental activities: During the project life cycle phase the project
owners did not get expected support from the government.
The risks those have been identified in the above section and analysed further and
elaborated in the below attached risk register in terms of its impact, consequences, trigger,
responsible person etc.
3.2 Analysis and Evaluation
In this section the identified risks are analysed and evaluated respectively to check out the
impact, possibilities of its occurrences, likelihood and seriousness of the risks. Qualitative
risk analysis methods have been conducted in this section.
As identified that for this project resources were over allocated due to this reason the total
cost, time frame were impacted negatively. The project failed to meet the expected quality
and also the project outcomes were delayed and reduced. The impact of this risk is
catastrophic but the possibility of its occurrence is unlikely. Another risks identified for the
project was safety and mobility risks. For any construction project safety is referred to as one
of the most crucial aspect that needs to come under focus of the project leads.
If the project managers failed to undertake proper safety measures then the project
associates may face various types of risks during the project progress period. The impact for
this risk is also high but the likelihood is most unlikely. Lack of support from the Australia
government also leads the project towards massive failure the consequences of this risk
cannot be easily resolved and mitigated as well. The impact for this risk is catastrophic and
the possibility for the risk is rare.

< West Low Level Bridge Repair > Project - Risk Management Plan
Due to poor quality raw materials the bridge was reconstructed and repaired several times
for which the estimated cost of the project was increased. Due to lack of expertise also the
time frame of the project also extended. Cost and time components are directly proportional
to each other. Therefore, whenever the time extended the amount of estimated cost also
gets increased. In order to analyse project risks, a matrix which is mostly followed called risk
prioritization matrix (RPM). The structure of the matrix is elaborated below.

< West Low Level Bridge Repair > Project - Risk Management Plan
4 Risk Mitigation
Risk mitigation approach is also known as risk prevention action. It implies that, based on
the likelihood and consequences of risks proper mitigation strategies are needed to be
developed and applied by the project manager and other project team members. Risk
mitigation approach involves risk identification and necessary actions taken for risk
mitigation. Based on the risks different risk mitigation strategies are needed to be developed
by the project managers. The process of risk mitigation include risk acceptance, risk
avoidance, risk transfer, risk resolution. Based on the type of risks theses should be either
accepted or avoided.
For this project the poor supply of raw material risk can never be transferred or accepted
therefore this needs to be mitigated with proper prevention action. That is before initiation of
the project the project managers and team members should contract to high quality material
suppliers and then sign the contract. In order to mitigate risks proposed actions should be
taken by project managers. If it requires additional cost then that should also be estimated
by the project managers.
5 Risk Monitoring
Risk monitoring is referred to as a process helps to track as well as evaluate the level of
risks for any project or organization. In other words this is a process of risk management
execution that continues to identify and manage new risks. For the low level bridge
construction project of west Australia the risk monitoring and control actions include different
workaround planning. The project managers and other team members should take corrective
and prevention actions based on the impact of each risk. Then theses risks are to be
monitored monthly before updating the information and checklist. The risk response plans
are also needed to be upgraded timely.
The identified risks will be reviewed on a monthly basis and the entire project team will be
involved while reviewing the risks. For this project the risks should be monitored weekly to
identify potential changes. The risk register is required to be maintained in a separate
document and the steering committee must report this periodically to the project manager.
6 Roles and Responsibilities
6.1 Steering Committee
The steering committee members will check the identified project risks reviewing the project
status report monthly. The steering committee members should also update the report after
each review session. The members give different advice to the project leads so that they can
lead the project towards the primary objectives easily. The updated risk register will also be
developed by the project steering committee members identifying the likelihood and potential
impact of the risks identified. The steering committee ought to provide positive guidance to
the project team members to balance the conflicting resources and priorities. Considering
the issues raise ideas must be prepared by the project steering committee members In
addition to that, after developing the risk mitigation strategies they should first analysis and
then make sure that whether the ideas are matching the project aim or not. As a whole it can
be said that the responsibility of the project steering committee is to take effective decision
followed by business case.