Risk No.

Professional

Programme Risk

Consequences of Risk

Assessment of Risk

Owner

Action Plan

Target Date

Probability

Impact

PF1

Differing values and cultures are recognised but prove insurmountable

Partners are unable to reach agreement regarding priorities and deliverables.

Partners have differing expectations.

2

3

6

PD

Establish Change Management structure and plan - ensure effective stakeholder communications

PF2

Failure to maintain existing customer expectations

Existing customers seek to withdraw from current arrangements impacting on business case viability.

1

3

3

PD

Build affordability on core offer
Customer communications strategy

PF3

Lack of staff buy-in
Staff reluctance to accept the outcomes

Resistance to changes that are discussed/proposed leading to industrial action Increased staff turnover/ retention of key staff.

2

3

6

PS

Ensure effective 2-way communication and active engagement of staff and representative bodies in shaping the solutions / selecting the partner

PF4

Project workload exceeds available resources.

Timetable is not achieved.

Lack of proper engagement with stakeholders and poor preparation of key documentation

1

3

3

PM

Programme Planning and management
Use highlight and reporting cycle to identify risks and issues in resourcing

PF5

Lack of strong and integrated project management disciplines and programme management

Project gets out of control.

Choose the wrong partner as a result lack of control

1

2

2

PM

Programme Planning.

Use experience of others to ascertain what has worked well before and cut down on process re-invention - adopt OGC programme management principles

PF6

Project lacks any formal Contingency Plan or withdrawal strategy

I.e. Contingency should a partner not be found

1

2

2

PM

Include a checkpoint in the Programme Plan post-OJEU to review the requirement for a Contingency Plan