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Risk
Probab
-ility
(L,M,H)
Impact
(L,M,H)
Effect on Project
Risk Reduction Actions
Proposed & Actual
If it happens: Triggers & Actions
Proposed & Actual
Loss to project of key staff.
Low
High
Unable to complete key tasks
Emphasise importance of project within and outside the University.
Triggers
Reports of absence, or diversion of staff to other work
Actions
Identify alternative resources in case of unexpected absence. Investigate whether extra resources could either be involved or shadow any work dependent on a single member of staff. Ensure complete records of work are available at any point.
Significant changes in user requirements
Low
High
Time-quality-cost
Ensure that the user requirements are fully investigated and agreed before specification

Triggers
Request for changes to agreed specification
Actions
Discuss impact of change on schedules or design, and agree if change to specification will proceed.
Implement project change, if agreed.
Volume of change requests following testing extending work on each phase.
High
High
Delays.
Agree specification. Agree priorities. Reasonable consultation on format.
Triggers
Swamped with changes. Delay in signing off items.
Actions
Managerial decision on importance, technically feasibility and observance of time constraints.
Changes in priorities of senior management.
Medium
High
Removal of resource, lack of commitment, change in strategy or closure of project.
Make sure that senior management are aware of the project, its relative importance, and its progress.
Triggers
Announcements in University publications, meetings etc.
Actions
Inform senior management of the knock on effects of their decisions.
Retain any parts of the work of the project that could be useful in any future development.
Ensure that the project is adequately documented to date.
Inadequate training – too little too late
High
High
Users unable to implement project properly.
Ensure training staff