2.48 Although our census found that most of the Department's PFI project teams had some risk management processes, eight of the Department's project managers acknowledged that there was not a clear process outlining how to manage risks on their project. Five of the 29 projects who stated that a risk register was in place did not consider that the risk register was a useful document for managing the contract.
2.49 In our case study projects formal risk registers were not well utilised during the procurement phase of the Field Electrical Power Supplies project. We also found that the main risk registers currently used in the Field Electrical Power Supplies and Heavy Equipment Transporter projects did not have named owners, as they only identified whether the risk lay with the Department or the contractor.
2.50 Communication with contractors and stakeholders is a key part of a robust risk management process. Our census found that, of the 29 projects who stated that they had a risk register in the in-service phase, 24 were shared with the contractor.