Project Risk Assessment Questionnaire Template (Page 11 of 15) in pdf

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Project Risk Assessment Questionnaire Template

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Rev. 2.0, 09/07/2003

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Section II

Typical High-Risk Problems/Response Actions

High-Risk Factors/Potential Problems

Risk Response Actions



G2. Business processes and policies require substantial change:

Document all current policies and processes and

ensure that they are correct



Policy changes could delay the project



Communicate precisely how the new processes



People will be confused with new processes, which will affect

differ from the old ones

their ability to utilize the solution



Communicate potential changes as far in



Possibility that new processes will not be fully integrated at first

advance as possible



Possible void if new processes don’t fully cover all contingencies



Ensure the customers are defining the process

and policy changes



System functions may not be used if not supported by correct

procedures



Have one person responsible for all process and

policy changes



Substantial change in processes may result in destructive

behavior



Create an aggressive communication plan to

keep customers engaged and informed



Use the new processes in a pilot test or prototype

first to ensure they are workable and correct



Include the successful implementation of new

policies and processes as part of the

performance criteria for managers



Be open to customer input on process changes—

for better ideas and to allow them to feel they

have impact



G3. Changes to organization structure are substantial:

Document the concerns that come out of a new

organization and look for ways to mitigate the



Organizational uncertainty can cause fear in the organization

concerns



People may not focus on project if they have organizational



Communicate early and often about the potential

concerns

for change and the business reasons for it



People may fear loss of jobs in a new organization



Involve representatives from all stakeholder areas

in the organizational design and options



People may not use the system if they are unhappy with the

organizational change



Get human resources involved to deal with

potential people issues



Uncertainty may cause decisions to be delayed



Organizational change may result in decisions made for political

purposes



G4. High number of departments are affected:

Establish a formal approval process



Coordination is more complex

Create a steering committee to represent the

entire stakeholder community



Approvals can be more cumbersome and lengthy



Keep the sponsor engaged and ready to



More difficult to reach consensus

intervene in the various departments



More people and groups to involve in planning and requirements



Include representative from each organization in

requirements, quality assurance, and testing



Harder to know the major stakeholders of the various

departments



Include opportunities for people from the various

departments to meet and interact



Implementation is harder and more complex



Work with the team on strict adherence to overall

project objectives and priorities



Use consensus-building techniques when at all

possible

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Page 11

Project Risk Assessment Questionnaire Template Page 11

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