The following current risks have been identified to require intervention P = Probability Low (1) - Medium (2) - High (3) I = Impact Insigificant (1) - Low (2) - Medium (3) - High (4) - Critical (5) ID Issue P I How to prevent this risk to happen? Actions to be taken when such risk arise? Responsible 17 Framework architecture evaluation is not progressing as planned with the existing partners 1 3 Urgent reaction by project management committee and updating the timetables - Road map + KPI monitoring CSC, EDUFI, Gradia 17a Consortium is not able to organise the planned workshops/evaluation events 1 4 Re-organising the workshop timetables CSC, EDUFI, Gradia 17b Documentation of the evaluation meetings is not sufficient enough 1 3 Preparing the documentation and allocating extra time to this if needed CSC, EDUFI, Gradia 17c No other interested partners joining the pilot deployment of the architecture 2 2 Consortium will continue actively (existing networks, communication calendar) seeking interested partners – otherwise focusing on the existing networks which will fullfil what is promised in Annex I CSC, EDUFI, DUO, Gradia 16 Analytics development is not progressing as planned 2 3 Active reaction by project management committee and re-organising the task force - Road map + KPI monitoring UOulu 16a Technical development of the analytics facing trouble 2 5 Active collaboration from partners with the subcontractor Uoulu, EDUFI 16b Analytics is developed separately – not in close relation to WP3 2 3 Close collaboration with EDUFI and Uoulu Project management will react if needed Uoulu, EDUFI 16c Deployment of the analytics facing trouble 2 3 Re-planning the deployment timetable Uoulu, Gradia 15 Learner plan and its modelues development is not progressing as planned 2 5 Active reaction and re-organising the work package - Road map + KPI monitoring EDUFI 15a Technical development of the learner plan facing trouble 2 5 Active collaboration with the subcontractor EDUFI 15b Deployment of the learner plan facing trouble 2 3 Re-planning the deployment timetable EDUFI, Gradia 15c The consortium is not able to deliver the expected additional documents in M18 (see the review feedback) 1 5 These documents must be delivered in time – no choice EDUFI 14 Europass case study development facing difficulties 2 2 Finding ways to manage with the difficulties – focusing on the other parts of the project if the collaboration seems to be impossible for some reason - Road map + KPI monitoring EDUFI, DUO 14a Difficulties organising the workshop(s) with the Europass network 1 4 Re-organising the workshop timetables DUO 14b Documenting the case study facing problems 1 3 Allocating extra time for documentation work EDUFI, DUO 13 Engaging communication on the project results is not good enough 1 3 Involving more people working on the communications - Road map + KPI monitoring DUO, CSC, EDUFI 13a Not enough resources staff involved to communications 1 3 Re-organise the staffing internally by project management committee - steering committee supporting DUO, CSC, EDUFI 13b The Consortium is not able to collect measurable data from the communications 1 4 Pre-planning of the communications DUO, CSC, EDUFI 12 Quality of the deliverable reports is not good enough 1 4 Separate deliverable report preparing meetings organised – project management responsible – detailed timetable CSC 11 Impact evaluation study is not been able to organise as planned 1 3 Consortium will organise the impact evaluation study internally Gradia 10 Finding suitable international piloting partners in other EU countries 2 3 The Consortium should turn on to existing partnerships of partner organisations – steering committee supporting Gradia 9 Staffing - Project team also involved in other projects 3 4 Make sure that project team staff has enough resources and time to contribute to Compleap and that simultaneous projects are synergetic All partners 8 Difficulties with the portability of prototypes: extra work needs to be done to implement the prototypes (for example national databases) 1 3 Learner plan modules were chosen to avoid this risk EDUFI 7 The outcome of the project does not meet the objectives and requirements 1 4 The chosen agile project method will be strictly used to ensure continuous adjustment of the project work towards the agreed steps and goals All partners 6 There is insufficient key professional resources available for this project 2 4 The workload of the persons assigned to the project is being monitored to ensure sufficient allocation for the project. For every key role in the project there will be a responsible person and a substitute person nominated. All partners 5 Deliverables developed are not available in due time of the project. 2 4 Periodic progress reviews allow decision to lower level of ambition and reduce likelihood of this becoming an issue. CSC 4 Failure to choose the right technologies 2 4 Select technologies on basis of community interfaces and on international standards. Support multiple interfaces and/or adapt community services to comply with international standards. EDUFI 3 Failure to engage effectively with stakeholders (e.g., weak attendance to shared seminars) 2 3 Project already has a interested stakeholders on board. In addition, representatives in all work packages act as ambassadors. All partners 2 Failure to define the right architecture incl. organisational and business model required to ensure a sustainable uptake. 2 4 Start work on this early and allow for several iterations. Involve stakeholders in the discussion. Learn from the experiences of similar initiatives such as EMREX. CSC, EDUFI 1 Lack of response and cooperation from one individual partner preventing timely delivery of project results, including deliverables. 1 4 Early intervention of Project Coordinator, leading to escalation to Project Management Committee and ultimately, to Steering Group, and decision over corrective actions, such as reassessing responsibilities and tasks among the consortium. CSCCurrent risks management for 2017-2019
18 Prototype development and stakeholder feedback
Risks identified in the project kick-off meeting:
P = Probability Low (1) - Medium (2) - High (3)
I = Impact Insigificant (1) - Low (2) - Medium (3) - High (4) - Critical (5)
ID | Issue | P | I | Actions | Responsible |
---|---|---|---|---|---|
1 | Lack of response and cooperation from one individual partner preventing timely delivery of project results, including deliverables. | Early intervention of Project Coordinator, leading to escalation to Project Management Committee and ultimately, to Steering Group, and decision over corrective actions, such as reassessing responsibilities and tasks among the consortium. | CSC | ||
2 | Failure to define the right architecture incl. organisational and business model required to ensure a sustainable uptake. | Start work on this early and allow for several iterations. Involve stakeholders in the discussion. Learn from the experiences of similar initiatives such as EMREX. | CSC, EDUFI | ||
3 | Failure to engage effectively with stakeholders (e.g., weak attendance to shared seminars) | Project already has a interested stakeholders on board. In addition, representatives in all work packages act as ambassadors. | All partners | ||
4 | Failure to choose the right technologies | Select technologies on basis of community interfaces and on international standards. Support multiple interfaces and/or adapt community services to comply with international standards. | EDUFI | ||
5 | Deliverables developed are not available in due time of the project. | Periodic progress reviews allow decision to lower level of ambition and reduce likelihood of this becoming an issue. | CSC | ||
6 | There is insufficient key professional resources available for this project | The workload of the persons assigned to the project is being monitored to ensure sufficient allocation for the project. For every key role in the project there will be a responsible person and a substitute person nominated. | All partners | ||
7 | The outcome of the project does not meet the objectives and requirements | The chosen agile project method will be strictly used to ensure continuous adjustment of the project work towards the agreed steps and goals | All partners |
Risk Management
Risk Management Approach
The approach taken to manage risks in Compleap includes
- identifying the major risks for the duration of the project
- keeping track of current immediate risks separately
- For each current risk a responsible person is assigned and actions taken monitored
- monthly risk views in connection with the Project Committee meetings
Risk Identification
The initial risk identification was done during the planning phase of the project.
During the project each Work Package leader is responsible for identifying current risks in their work package.
Risk Qualification and Prioritization
All project risks are assessed based on probability of occurrence and severity of impact.
Risk Monitoring
The project manager is responsible for the overall risk management. Each Work Packaged leader is responsible for identifying the risks related to that work package and their mitigation. Risk reviews will be conducted as part of the regular Project Committee telcos.
Risk Mitigation and Avoidance
As more risks are identified, they will be qualified and the project will develop avoidance and mitigation strategies. These risks will also be added to the Risk Register to ensure they are monitored at the appropriate times and are responded to accordingly.
The risks for this project will be managed and controlled within the constraints of time, scope, and cost.
The Risk Register will be maintained in wiki