Identified Risks (risk identified by standard project risk management processes)

Description

Remedial Action

There is a chance that the project weapon testing program will be affected by limitations in production capacity at the Torpedo Maintenance Facility, leading to an impact on scheduled turn-around times for weapon preparation, and cost increases. There is a chance that the weapon software development and testing program will be affected by submarine operational demands and priorities, leading to an impact on schedule and cost increases.

This risk is being treated by Engaging with Submarine Force (SUBFOR) and Navy Guided Weapons System Program Office (NGWSPO) to maximise weapon output to meet test schedule requirements.

There is a chance that the weapon software development and testing program will be affected by submarine operational demands and priorities, leading to an impact on schedule and cost increases.

This risk is being actioned by:

• Engaging with stakeholders and SUBFOR to coordinate weapon testing and operational  demands and priorities; and

• Engaging with SUBFOR to maximise weapon testing in order to maintain schedule.

There is a chance that productivity of the project team will be affected by a turnover of key personnel, leading to an impact on cost and schedule.

This risk is being mitigated by:

• Recruitment of appropriately skilled staff to fill vacant positions;

• Training of staff to maintain requisite skills and knowledge;

• Engaging with project stakeholders and Submarine Branch resources to mitigate loss of corporate knowledge; and

• Engagement of contractors for specific tasks where expertise is not available in house.

There is a chance that Final Operational Release will be affected by non-compliance with the Certification Basis, leading to an impact on cost and schedule.

This risk is being mitigated by:

•  Working collaboratively with the USN to incorporate Australia's requirements in the TEMP and CDD.

•  Constant engagement at the Executive Steering Committee level to ensure the USN maintains a focus on meeting Australia's requirements.

•  Using USN performance measures, which exceed those in current use for Australian weapons, to meet IOR requirements.

•  Develop traffic light report to agree requirements baseline with stakeholders.

•  Maintaining a management reserve to cater for change and re-testing of failed requirements.

•  The RAN conducting a number of the in-water runs.

There is a chance that transition to the sustainment organisations will be more complicated than planned, leading to an impact on supportability, schedule and cost.

This risk is being mitigated by:

•  Managing the In Service Support budget in accordance with the approved NPOC submission.

•  Developing an MSA change proposal to transfer funding directly to NGWSPO.

•  Definition of and agreement to SM Branch sustainment responsibilities prior to formal transition occurring.

•  Maintaining a management reserve to cater for change and unforseen requirements. 

Emergent Risks (risk not previously identified but has emerged during 2010-11)

Description

Remedial Action

N/A

N/A