insert project name
Risk Register
Risk
ID
Author
Date
Registered
Risk
Category
Impact
Created/Updated 17/11/2011
Probability
Appendix J
Description
Risk Response
Cause
Event
Effect
Inherent
Residual
Inherent
Residual
Risk Status
1
PSG
May-11
Financial
Political, Financial
One of the
councils pull out
of the
arrangement at
any stage
Options for service
improvements,
savings and other
scaling efficiencies
are diminished
medium
medium
low
low
Ensure that both senior officers and members from Active
both councils remain bought into the service and
economic benefits of remaining involved. Develop an
exit strategy
2
PSG
May-11
Financial
Political, Financial
Councils share
overall objectives
but follow
differing priorities
Leads to
fragmentation,
delays or failure
owing to loss of a
cohesive direction
medium
medium
medium
medium
Ensure that both senior officers and members from
both councils agree and follow through on agreed
objectives collaboratively
Active
3
PSG
May-11
Financial
Operational
Unable to fund
system migration
for one of the
councils
Reduces ability to
realise savings or
other opportunities
for joint working
medium
medium
medium
low
Understand capital requirements required to
implement solution both from an investment and
ongoing revenue cost perspective
Active
4
PSG
May-11
Operational
Operational
Joint working
management
arrangements
are not clear
Separate decisions medium
are made and no
combined strategic
direction is set and
implemented
low
medium
low
Ensure that both senior offices and members from
both councils agree and follow through on agreed
objectives collaboratively
active
5
PSG
May-11
Operational
Operational
Lack of capacity Implementation
and availability of project is delayed,
timescales extend
key resources
and project fatigue
medium
medium
medium
medium
Put an implementation team together that consists of Active
the differing skills needed to make the project a
success.
6
PSG
May-11
Operational
Operational
Loss of confidence
Reduction in
quality of service in the shared
during transition service and it's
deliverables
medium
medium
medium
low
Ensure that all disruption is kept to a minimum by
instigating tried and tested implementation and
programme management techniques
active
7
PSG
May-11
Operational
Operational
Staff morale
decreases
Positive attitudes to medium
work diminish and
quality of services
are affected (in and
outside of the
project)
low
medium
low
Ensure that management processes are effective
and lines of communication are open and are
consistent
Active
8
PSG
May-11
Operational
Operational
Timescales are
unrealistic
medium
Implementation is
rushed leading to a
worse and
expensive service
low
low
low
Effective implementation planning needs to be
undertaken at the outset of the programme
Active
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9
PSG
May-11
Financial
External
Universal Credit
impact
medium
medium
medium
medium
Undertake full impact analysis at outset of next
phase
Active
10
PSG
May-11
Financial
Financial
medium
Internal charges Possibility of
increased costs that
and support
need to be borne by
services costs
originating councils
medium
medium
medium
Undertake strategic review before implementation
phase
Active
11
PSG
May-11
Operational
Operational
Lack of
ownership
Implementation
flounders and
project becomes
ineffective
medium
low
medium
low
Ensure that an effective leadership team is
appointed to drive the project forward
Active
12
PSG
May-11
Resource
Operational
Ineffective HR
consultation
medium
Staff and union
have concerns over
the process being
adopted
low
medium
Low
Ensure that staff and union are fully involved with
project and consulted
Active
13
PSG
May-11
Financial
Financial
Anticipated
savings are not
realised or
delayed
medium
The project
becomes
unaffordable and
the savings do not
realise as scheduled
medium
medium
medium
Build in adaptability in the process and utilise other
potential efficiencies that exist
Active
14
PSG
May-11
Operational
Operational
ICT priorities for
both authorities
could be different
unless the
corporate plans
are aligned
medium
Leads to delay or
failure owing to loss
of a cohesive
direction
low
low
low
Ensure that both senior officers and members from
both councils agree and follow through on agreed
objectives collaboratively
Active
15
PSG
May-11
Operational
Operational
As with any ICT Poor performance.
implementation Degradation of
of this scale there service users and
customers
are risks
associated with
installing the
necessary
infrastructure to
support the
partnership
medium
medium
medium
Additional network links between the councils will be Active
needed of sufficient size. The infrastructure of the
hosting authority will need to be expanded to
incorporate significantly more users and business
continuity considered to ensure an acceptable
performance. This will not be clear until tests are
carried out and additional expenditure may be
required. As part of the evaluation of the hosting
authority, ability to implement an enhanced
infrastructure will be considered
Lack of information
leads to
implementation
stalling
medium
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Risk Register
The distance
low
between the two
councils and the
lack of public
transport links
affects meeting and
the type of support
which can be
delivered remotely
low
Service delivered
from a remote
location even if it is
a partner can be
inferior to service
from staff who are
onsite and
understand the
importance
Created/Updated 17/11/2011
low
low
low
It will be more efficient to continue to provide some Active
support locally and this will need to be determined as
part of the ICT joint service review.
low
low
low
Performance standards and monitoring will be
agreed and managed
low
low
low
Active
Mitigated by OJEU procurement route. Open and
transparent evaluation process undertaken jointly by
NNDC & BCKLWN
high
high
high
Understand implications and respond to the
consultation. Ensure that both authorities work
together to respond to threats and resource
implications
active
Existing timescales high
are tight and
resources will be
stretched to get this
completed
effectively
medium
high
high
Need to evaluate the resource requirement and
timescales in order to ensure that impact on daily
operations can be reduced to management levels
active
creates delays in the low
ability to resolve
problems around
interfaces etc.
Problems of non
host LA not given
the appropriate
priority rating.
low
low
low
SLA to cover this.
active
16
PSG
May-11
Operational
Operational
Geographical
location of the
two councils
17
PSG
May-11
Operational
Operational
Delivery of
service from a
remote location
18
LW
05-Jul-11
Legal
Procurement
Contract award
challenge
Potential challenge medium
from OJEU
procurement
process. Soft market
testing identified 3
software suppliers in
the market. 7
expressions of
interest received
and 2 tenders
submitted.
19
LW
05-Jul-11
Operational
Change to
government
legislation
Implementation
of Ctax support
Resource, process
design required as
implementation of
system is taking
place
20
LW
01-Sep-11
Operational
Procurement
21
LW
27-0ct 11
Operational
Operational
Preferred
supplier being
Civica would
mean that
BCKLWN would
also need to
undertake data
conversion
ICT - as a result
of hosting
arrangements
access by the
non host
authority may be
compromised
high
Active
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22
LW
23
27-0ct-11
Operational
low
Inability to access
data and work from
non host site
Operational
ICT - Loss of
communication
link to host
authority
Operational
Lack of
Delay in ICT
ownership /buy in implemention. Low
employee moral.
to the changes
Additional
management
resource
medium
Created/Updated 17/11/2011
high
low
low
Recommendation of improved link to the internet for active
NNDC. Disaster recovery to be based at Fakenham
or Cromer
medium
low
low
Good Communication.Involve people in the decision active
making process.
24
25
26
27
28
29
30
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Created/Updated 17/11/2011
31
32
33
34
35
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Risk Register
insert project name
Created/Updated 17/11/2011
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PRINCE2™ is a Trade Mark of the Office of Government Commerce
Appendix J - Risk Register
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Risk Register
insert project name
Created/Updated 17/11/2011
© Crown copyright 2009.
PRINCE2™ is a Trade Mark of the Office of Government Commerce
Appendix J - Risk Register
page 3 of 3
Risk Register
insert project name
Created/Updated 17/11/2011
© Crown copyright 2009.
PRINCE2™ is a Trade Mark of the Office of Government Commerce
Appendix J - Risk Register
page 3 of 3
Risk Register
insert project name
Created/Updated 17/11/2011
© Crown copyright 2009.
PRINCE2™ is a Trade Mark of the Office of Government Commerce
Appendix J - Risk Register
page 3 of 3
Risk Register
insert project name
Created/Updated 17/11/2011
© Crown copyright 2009.
PRINCE2™ is a Trade Mark of the Office of Government Commerce
Appendix J - Risk Register
page 3 of 3