Beruflich Dokumente
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PROCEDURES
DOCUMENT TITLE :
DOCUMENT NUMBER :
PR-GL-ECD-PC-1390
TABLE OF CONTENTS
1.0 PURPOSE........................................................................................................................................ 3
2.0 SCOPE............................................................................................................................................. 3
8.0 ATTACHMENTS............................................................................................................................ 28
8.1 ATTACHMENT A KBR RISK BREAKDOWN STRUCTURE / RBS............................................ 28
8.2 ATTACHMENT B IRC & PRC MAJOR RISK SUMMARY (EXCEL TEMPLATE).......................... 28
8.3 ATTACHMENT C IRC & PRC MAJOR RISK SUMMARY SLIDE (POWERPOINT TEMPLATE) ..... 28
8.4 ATTACHMENT D OPS REVIEW MAJOR RISK SUMMARY (EXCEL TEMPLATE)........................ 28
8.5 ATTACHMENT E OPS REVIEW MAJOR RISK SUMMARY SLIDE (POWERPOINT TEMPLATE) ... 28
8.6 ATTACHMENT F PSR MAJOR RISK SUMMARY (EXCEL TEMPLATE).................................... 28
8.7 ATTACHMENT G RMS REGISTER UPLOAD TEMPLATE (EXCEL TEMPLATE) ......................... 28
8.8 ATTACHMENT H RMS SUBMITTAL UPLOAD TEMPLATE (EXCEL TEMPLATE)........................ 28
1.0 PURPOSE
The purpose of this procedure is to establish a basis of understanding for all project
team members and corporate personnel in fulfilling the requirements of the Project Risk
Management process when executing projects in accordance with The KBR Vision,
Mission and Values.
The goals of this procedure are to provide guidance when executing the Project Risk
Management (PRM) process such that;
2.0 SCOPE
This Procedure is applicable to all of KBR’s Energy & Chemicals Division. Any deviation
from this Procedure must be formally approved by the Vice President, ECD Project
Controls.
The PRM process applies at varying levels of input detail and output deliverables to all
projects performed by KBR as defined by PRM Guidelines GD-GL-ECD-PM-1202, GD-
GL-ECD-PM-1203, GD-GL-ECD-PM-1206. The methods outlined in this procedure shall
be executed in accordance with process requirements unless superseded by an
approved alternate by KBR Corporate Management.
Those accountable for the process implementation are the Sales Leaders, Sales
Managers, Proposal Leaders, Proposal Managers, Project Managers, and Business
Managers responsible for obtaining or managing projects. Those responsible for
executing the process include all personnel of the Energy & Chemicals Division.
It is not intended that this procedure be a "stand alone document"; throughout this
procedure are references to locations within the KBR Intranet. The Project Risk
Management Procedure is accessible to all company personnel via the Energy &
Chemicals EPC Project Management and Project Controls web sites.
4.0 DEFINITIONS
KBR has adopted both the risk and risk management definitions stated in the Project
Risk Analysis and Management (PRAM) Guide published by the Association for Project
Management (APM) Risk Specific Interest Group (SIG) 2004.
A Risk is defined as, “an uncertain event or set of circumstances that, should it occur,
will have an effect on the achievement of the project’s objectives” APM PRAM GUIDE 2004.
Risks are viewed as threats or opportunities arising from uncertainty that affect the
project objectives. This definition of a risk, as an “uncertain event”, recognizes the
potential for both positive and negative Project Risk impacts. The Risk Management
process manages both threats and opportunities with the objective to minimize losses
and to maximize gains.
Risk Management is “the process whereby responses to the risks are formulated,
justified, planned, initiated, progressed, monitored, measured for success, reviewed,
adjusted and closed”. APM PRAM GUIDE 2004
5.0 PROCEDURE
5.1 OVERVIEW
The project leadership team led by the Project Manager and other contributing
groups (i.e. Sales, Proposals, Finance, etc.) must be fully committed to formally
managing risk throughout the project. Project Risk includes both threats to the
project’s objectives as well as opportunities to improve on those objectives.
Successful risk management leverages the experience of all project
participants while maximizing the probability and consequences of positive
events and minimizing the probability and consequences of adverse events to
achieve the project objectives.
Schedule Model
directly related to KBR’s business regardless of contract type or whether a
Risk ID Survey
Risk Synopsis
Risk Register
client is funding the effort. The table shows project risk process deliverables
Cost Model
for EPC projects that KBR is planning or executing. Requirements are a
function of project installed cost and the project phase, as defined by the level
of estimate. The project risk process is to be recommended as a service to
clients when the client or others have liability for the installed cost. If client
approves, cost process in ITB response.
Conceptually < $5 R R O O X
Defined +/- 10 - 15% Service Contracts,
< $50 R O R R R O O O X
Operations & Mainten.,
Definitive +/- 5 - 10% etc.
< $200 R O R R R O O R O X
> $200 R O R R R R O R O O O X
Legend:
R = Required for Lump Sum / Fixed Unit Rates
Risk Response Plans
Major Risk Summary
O = Optional
Risk Mgmt. Plan
Schedule Model
X = Primary Lead
Risk ID Survey
Risk Synopsis
Risk Register
Cost Model
KBR is to execute the PRM process at the appropriate level to evaluate all risks
directly related to KBR’s business regardless of contract type or whether a
client is funding the effort. This table is for Non-EPC & Service Proposals.
Execute PRM Proposal Deliverables commensurate with KBR contract scope of
work.
Table 5.4 shows the approximate EPC hours associated with the PRM process deliverables
shown in Table 5.2 PRM Proposal Phase EPC Project.
Conceptually Defined-Definitive +/- 15% < $100 1. Major Risk Summary 10 180 190
FEED to EPC, Lump Sum Bidding, Reimbursable to 2. Risk Register
Funding, Estimates, Unit Rate etc. +/- 5% 3. Risk Response Plans
4. Risk Synopsis
5. Proposal Risk Mgmt. Plan
6. Optional Cost Model
7. Optional Schedule Model
Conceptually Defined-Definitive +/- 15% < $500 1. Major Risk Summary 140 485 625
FEED to EPC, Lump Sum Bidding, Reimbursable to 2. Risk Register
Funding, Estimates, Unit Rate etc. +/- 5% 3. Risk Response Plans
4. Risk Synopsis
5. Proposal Risk Mgmt. Plan
6. Cost Model
7. Schedule Model
8. Optional Risk ID Workshop
Conceptually Defined-Definitive +/- 15% > $500 1. Major Risk Summary 160 590 750
FEED to EPC, Lump Sum Bidding, Reimbursable to 2. Risk Register
Funding, Estimates, Unit Rate etc. +/- 5% 3. Risk Response Plans
4. Risk Synopsis
5. Proposal Risk Mgmt. Plan
6. Cost Model
7. Schedule Model
8. Risk ID Workshop
Likewise, Table 5.5 shows the approximate Non-EPC and Service Contract workhours
associated with the PRM process deliverables shown in Table 5.3 PRM Proposal Phase Non-EPC
and Service Contracts.
Table 5.5 PRM Proposal Phase Workhour Budgets Non-EPC and Service Contracts
Conceptually Defined-Definitive +/- 15% < $50 1. Major Risk Summary 0 180 180
Service Contracts, Operations & Maintenance etc. to 2. Risk Register
+/- 5% 3. Abbreviated Risk Response Plans
4. Optional Risk Synopsis
5. Optional Proposal Risk Mgmt. Plan
6. Optional Cost Model
Conceptually Defined-Definitive +/- 15% < $200 1. Major Risk Summary 80 195 275
Service Contracts, Operations & Maintenance etc. to 2. Risk Register
+/- 5% 3. Risk Response Plans
4. Optional Risk Synopsis
5. Optional Proposal Risk Mgmt. Plan
6. Cost Model
7. Optional Risk ID Workshop
Conceptually Defined-Definitive +/- 15% > $200 1. Major Risk Summary 120 280 400
Service Contracts, Operations & Maintenance etc. to 2. Risk Register
+/- 5% 3. Risk Response Plans
4. Risk Synopsis
5. Optional Proposal Risk Mgmt. Plan
6. Cost Model
7. Risk ID Workshop
8. Optional Schedule Model
If Post-Award Execution Phase workhours are required for budgeting, consult with the Project
Risk Management Department to develop an approximate estimate that reflects project
requirements.
Within PRM, the Risk Strategy step is the process of deciding how to approach,
plan and implement the project risk management activities for a project or
program. As a minimum, the step is to be executed immediately following the
Proposal Kickoff Meeting and again following the Proposal Handover Meeting.
The Project Risk Management Strategy Document and Project Risk Management
Detail Work Plans are to be continuously updated throughout the project’s life
cycle to ensure the project risk management process is effective.
The Risk Strategy, a jointly developed document between the Project Team and
the PRM Department, must address how the PRM process will be deployed for
the Proposal Phase and Post-Award Execution Phases of the project life cycle.
The Risk Strategy document serves as the basis for the subsequent PRM
“Proposal Write-ups” during the Proposal Phase and Project Execution Plans
(PEP) during the Post-Award Execution Phases. The level of detail in the Risk
Strategy document is dependent upon the Project phase and scope
requirements. The Risk Strategy is to summarize the Project Objectives, the
associated PRM Objectives and the resources required to achieve those
objectives for each project phase.
During the Proposal Phase after the Proposal Kickoff Meeting, the Proposal
Leader / Project Manager, Sales Leader, Project Risk Coordinator, Project Risk
Analyst, Client / JV Partner (where applicable) and other team members as
required, gather to develop a PRM Strategy that matches the needs of the
proposal effort. Tables 5.2, and 5.3 as well as KBR’s Business Development and
Oversight (BDO) Procedure P-GL-KBR-BDO-1702 should be referenced to aid in
determining the overall Risk Strategy and subsequent PRM Detail Work Plans to
implement the Strategy.
Additionally, the Proposal Phase may require the Project Team to develop a
“Proposal Write-up” about the PRM work process reflecting client PRM
requirements found in the proposal submittal documents. The Project Risk
Analyst from the PRM Department working in close collaboration with the
Proposal Team is to lead and facilitate all these activities.
After project award, during the Proposal Handover Meetings, the Proposal Team
is to brief the Project Execution Team about the Strategy used during Proposal
Finally, the Project Risk Analyst and PRC are to fully support the Project Team
and to ensure they understand and execute the PRM process. As the project
matures along its life cycle, the PRM Strategy needs to be revised to ensure the
PRM process meets the project requirements. The PRC and PRM Analyst are to
regularly communicate and lead the revision of these PRM documents prior to
major project phase changes as required.
Further descriptions for each Section and Category are provided within
Attachment A KBR Risk Breakdown Structure / RBS.
All risks identified for a project shall be assigned to one Section and Category.
This structure can support strategic and tactical decisions for managing Threats
and Opportunities during a project's life cycle. All KBR projects shall use the
KBR RBS in recording their risk items in support of Project and Corporate Risk
Profile reporting requirements.
To document and clearly communicate a risk, KBR projects shall structure the
risk description into three parts Cause-Risk-Effect (C-R-E). It is very important
to use the C-R-E structure so that uncertainties (Risks) are differentiated from
facts (Causes). C-R-E is an acronym for Cause-Risk-Effect where:
Cause - The Cause is a definite event or factual circumstance which gives rise to
uncertainty (Risk) on the project. Causes are factual and certain.
Effect - The Effect is the unplanned variation from Project Objectives resulting
from the occurrence of the Risk. The effect can be beneficial or damaging to
objectives depending on the nature of the risk.
An example:
Due to a change in governmental policies after the election in May of 2008 --
there is a risk that the project funding may be stopped -- which may result in
premature close-out of the contract.
Separating Causes from Risks allows the Project Team to focus on the source of
the Threat or Opportunity rather than the effects or symptoms. If properly
described, the Cause is the best target in developing Risk Response Plans to
manage specific risks.
There are two tools that can be used to assist with the identification and
recording of Project Risks. The primary tool is the KBR Risk Management
System or RMS for short. RMS is a web based repository and reporting tool for
Project Risk data. The system operates 24/7 across all operating centers for
users with access to the KBR intranet.
For those persons working outside the KBR network or for those persons who
are in the early stages of a proposal prior to IRC, an Excel spreadsheet template
is available which mimics RMS functionality. The risks gathered in this template
allow the PRC or PRM Department to upload entries into RMS at the appropriate
later date to satisfy PRM Corporate Requirements. Reference Attachment G
RMS Register Upload Template (Excel template). This template is typically used
on an interim basis in the early Proposal stages of a project. With consent from
the PRM Department, it may be used for very small projects in rare instances.
The characteristics of a project and the advancement along its life cycle will
determine the appropriate risk identification effort. Within KBR, there are two
methods for risk identification: one is the use of risk identification forms, known
as a “Risk ID Survey”; the second is to hold a workshop, known as a “Risk ID
Workshop”.
The Risk ID Survey Method is typically a series of survey forms that act as
prompts for Risk Identification, but without a formal facilitated gathering of project
personnel in a workshop setting. The Risk ID Survey is conducted by the Project
Team using the information provided from the Risk Identification & Qualitative
Assessment Work Method that supports this procedure.
As a minimum, all proposals and projects are required to identify risks using the
survey method. If the Project Team is not using RMS, as a minimum, all risks for
the Risk Identification Survey Method are to be documented in Attachment G
RMS Register Upload Template (Excel template). The Excel RMS Register
Upload Template is the standard for KBR when not engaging RMS. All other
forms of risk registers shall not be used when recording or managing risk
information unless approved by the Director, ECD Project Risk Management or
the Vice President, ECD Project Controls.
If a small project was approved in using the template and later warrants a more
appropriate tool for managing their risk information beyond the RMS Register
Upload Template, the project team is to consult with the KBR PRM Department
to implement the KBR Risk Management System (RMS). Reference the PRM
Identification & Qualitative Assessment Work Method that supports this
procedure for further details and information.
After documenting the risks in the either the KBR Risk Management System
(RMS) or the Excel RMS Register Upload Template, the risks are to be stated in
the appropriate IRC and C-10 form’s sections as prescribed by the BDO, Sales
and Proposal Procedures. After IRC approval, the project team needs to consult
Section 5.2 of this procedure, for further Risk Management requirements.
The second method is a “Risk Identification Workshop”. The Risk ID
Workshop is a formal gathering of key project team members. This is the primary
method used to identify risks for KBR’s large complex project types. The method
is typically used for Super Major to Major Proposals, but can be used on all
project sizes.
Additionally, the method is used throughout the Post-Award Execution phases to
effectively identify and communicate risk to large project teams. The majority of
KBR’s Energy and Chemical Projects utilize the Risk Workshop method to
establish and update the Risk Register during the proposal phase, during the
project handover / set-up phase and during post-award project risk update efforts
at key milestones.
The workshop is structured for both content and time, and typically is facilitated
by an experienced PRM Department Risk Analyst or Project Risk Coordinator.
The Project Team uses such information sources as the KBR RBS, Lessons
Learned Database and other prompt lists to help stimulate and record within
RMS what are known as “Pre-workshop risk ideas” prior to the workshop. The
ideas are then collected and consolidated for use in the workshop by the PRM
Risk Analyst. These items serve as the starting point for risk identification and
clarification discussions. The workshop also includes exercises to capture new
risks originating from the discussions as well as scoring and ranking of risks.
A typical formal risk identification workshop is one to two separate half-day
sessions, held in a neutral location. A neutral location helps ensure participants
are allowed to focus fully on the task of risk identification without interruption from
normal day–to-day activities.
The workshop is attended by key members of the project team to ensure that all
facets of the execution strategy are represented. Participants should be drawn
from the project team and any other stakeholders to form a group that will
represent the full potential range of risks facing the project.
As a minimum, the following sample list should be considered when assembling
a group of participants for a risk ID workshop:
• Project Manager
• Commercial Manager
• Legal Staff
• Financial Analyst
• Discipline Leads
• Project Controls Personnel
• Construction Manager
• Key Construction & Installation Personnel
• Engineering Manager
• Procurement Manager
• Commissioning Manager
• Specialist Contractors (where appropriate)
• Client (where appropriate)
• JV Partners (where appropriate)
• Operations staff (where appropriate)
• Managerial staff (where appropriate)
Within PRM, the Risk Assessment step is the process of prioritizing and
analyzing the likelihood and effect of risk upon the project or program objectives.
The Risk Assessment step has two sub-components: Qualitative Assessment
and Quantitative Assessment. The Qualitative Assessment subjectively analyzes
risk and the Quantitative Assessment leverages numerical methods to analyze
risk.
The requirements to execute Quantitative Assessments are referenced in
procedures Cost Risk Assessment PR-GL-ECD-PC-1391 and Schedule Risk
Assessment PR-GL-ECD-PC-1392. The typical timing of these assessments is
as follows:
1. Pre-Award prior to Operations Reviews.
2. Negotiation Phase to update KBR risk profile prior to Contract
Signing.
3. Initiate & Planning Phases as estimate and schedule baselines are
established.
4. Execution Phase at First Check Estimate, Production Check Estimate
and approximately every 6 months as the project progresses.
5. As directed by Senior Management to satisfy a corporate requirement.
Schedule parameters within the Matrices consult the ECD Project Risk
Management Department. The PRM Department will develop the proper
matrices to suite a given project size and complexity. Figure 5.6 shows example
matrices.
Risks shall be prioritized under the following Standard PI (Probability & Impact)
score levels. See Table 5.7.
The “Standard PI” score is calculated by adding the Cost and Schedule impact
scores and then multiplying that value by the Probability score. Example 1 below
expresses this calculation as an equation.
Risks shall also be prioritized under the following “Alternate PI” score levels. See
Table 5.8.
The Alternate PI score is calculated by selecting the greatest impact score from
the available criteria (e.g. Cost, Schedule, Environment, Safety, Reputation etc.)
and then multiplying that value by the Probability score. Example 2 below
expresses this calculation as an equation.
These scoring bands represent the Risk Rating that is used in the IRC, PRC,
OPS and PSR meetings’ Major Risk Summaries. Major Risks are defined as all
risks, threats or opportunities, which meet one of the following criteria:
As a minimum, the Major Risks are those risks rated as CRITICAL in the Red
Zone of the Risk Summary Matrix with a Current PI score greater than 25 or
Current Alternate PI score greater than 15. Other Yellow and Green Zone,
SIGNIFICANT and MONITOR risks may also be part of the Major Risks as
selected by the project team.
The Alternate PI score offers the project the ability to plot a risk against the most
impacted criteria. The Standard PI score offers the project the ability to apply
equal weighting to Cost and Schedule impacts. These scoring methods can be
applied to an Opportunity with the acknowledgement that the risk represents a
positive impact to the Project Objectives. KBR utilizes these two methods to
offer flexibility in reporting the project’s risk profile from varying dimensions and
perspectives. Further details about scoring and ranking risks can be found in the
Risk Identification & Qualitative Assessment Work Method that supports this
procedure.
project’s Project Risk Coordinator (PRC), Risk Review Committee (RRC), Project
Manager and Senior Management as appropriate.
During the Pre-Award Proposal Phase, fully detailed Risk Response Plans are to
be generated by the Risk Owners for all the Major Risks of the project. These
plans are to be documented within the KBR Risk Management System (RMS) as
appropriate to match project requirements and lifecycle phase of development. A
Major Risk is defined as a risk rated as “Critical” or a Risk that has been
specifically selected by the project team needing focused management
attention. Those risks not considered Major Risks are to have a Plan Overview
developed and in place, at a minimum.
For the Post-Award Execution Phases, fully detailed Risk Response Plans are to
be generated for all Risks of the project. For more information defining a “fully
detailed Risk Response Plan”, reference the PRM Risk Response Planning Work
Method that supports this procedure.
KBR has defined Risk Treatment Options for both Threats and Opportunities to
aid in developing the appropriate Risk Response Plan. The Risk Treatment
documents KBR’s position as selected by the Project Management Leadership
Team. The treatment represents the primary method to manage the risk.
Finally, developing proactive Risk Response Plans can assist already lean
Project Teams in dealing with the inherent uncertainty that exists on every
project. With project resources already stretched thin, Risk Response Plans,
when developed early in the project life-cycle, help a Project Team to more
efficiently manage and understand risk during the life of the project.
Beyond the updating activities associated with existing risks, it is important that
the Project Team always ask the question, “Are there any new risks to the
project?” Every project team member is responsible for alerting the Project
Team to new risks that may impact the Project Objectives. Risks should be
submitted in accordance with the PRM Risk Identification practices at anytime
during the project life cycle.
As the project progresses, the Risk Profile changes and with this change the
allocation of Cost Contingency. The management of Cost Contingency is an
important aspect of ensuring that cost provisions for risks are allocated for a
given period of time and for a given set of risks. As risks are closed, the
retirement of contingency is to reflect the change in the Risk Profile. The
cost model and the schedule model can be tools to help assess the changing
Risk Profile as well as other Project Controls Best Practices in forecasting.
For further information, refer to Project Controls procedure Contingency
Management PR-GL-ECD-CC-1369, Cost Risk Assessment PR-GL-ECD-PC-
1391, and Schedule Risk Assessment PR-GL-ECD-PC-1392.
The process of periodically reporting and reviewing the status of risk is the
principle mechanism for implementing effective Risk Management on a
project. As the project progresses the Risk Profile continuously changes,
therefore, it is important to provide up-to-date information that reflects these
changes. Risk Review Meetings are essential to the PRM process of
managing Project Risk. The scope and frequency of the meetings will depend
upon the complexity of a particular project and the number and severity of the
risks identified.
The Formal Risk Review Committee Meeting (RRC) is the primary project risk
review meeting and shall take place at least once a month at the project level.
It is usually timed to be in support of the monthly PSR but can also be
convened to support other project milestones and deliverables, such as Project
Operations Reviews.
During the Proposal Phase, the committee is less formal with more ad-hoc
meetings to suit the Proposal effort.
As with all Risk Review efforts, the time spent on each risk should be
commensurate to the magnitude of the potential impact. For a formal monthly
review, the team shall focus the majority of their time addressing the Major Risks
(Critical) as ranked in the register.
During the quarterly review that supports of the quarterly stock earnings report to
the SEC, the team is to address the entire Risk Register to ensure the lower
ranking risks have not become Major Risks. Any changes to the Risk
Register, and subsequent Major Risk Summary, are to be reviewed and
approved. The project Risk Register is the tool to document this information.
Finally, the Project Risk Management close-out activities are the last activities
within the PRM Risk Monitoring step. The close-out activities are essential to
continuously improve the company’s knowledge about its projects. The PRM
process has been designed to document risks that may have impact on future
projects. As a means to improve future profitability, it is important to ensure that
successes and failures of the Risk Response Plans are archived for later
leverage.
As a minimum, each Project Team shall document the lessons learned
associated with their project’s Major Risks. The close-out report activities are to
be lead by the PRM Department in close collaboration with the Project Team.
6.1 RESPONSIBILITIES
The Project Management Leadership Team led by the Project Manager must be fully
committed to formally identifying, assessing and managing risk throughout the project
life cycle. Risk includes both Threats and Opportunities to the Project Objectives.
Successful Risk Management leverages the experience of all project participants
while understanding the probability and consequences of events that influence the
Project Objectives. The roles described below are limited to reflect those who routinely
participate in the PRM process.
Sales Leader
The Sales Leader is responsible for the commercial activities during the Pre-Award
Phases. The Sales Leader’s responsibilities include:
• Ensure the ongoing PRM strategy remains aligned with company specific
commercial objectives.
• Execute an appropriate PRM strategy that is to be aligned with project objectives,
environment, size and complexity.
• Review Risk Ownership of the risks.
• Review, provide feedback and approve Risk Response Plans as necessary.
• Clarify and communicate the acceptable level of commercial risk for the project.
• Attend and provide input for the project’s Risk Review Committee (RRC)
Meetings.
• Ensure, through supervision, effective implementation of Risk Monitoring
activities, including periodic project risk meetings.
Risk Owner
As nominated by the Proposal Leader / Project Manager or RRC, the Risk Owner can be
any project team member. Typically the person is the project member who is best able to
develop, maintain and manage the implementation of the Risk Response Plan for a
particular risk. The Risk Owner is accountable for the review, status and progress of a
risk throughout the project life cycle. The Risk Owner is responsible for supporting the
following:
• Ensure that the risks under their responsibility are transparently and accurately
described within the Risk Register as required by the project.
• Assist the Proposal Leader / Project Manager and PRC in the provision of all
data necessary for the effective assessment of risks.
• As appropriate, ensure all contractors / subcontractors under their responsibility
cooperate and are fully informed of the requirements supporting a timely Risk
Response Plan.
• Act as the focal point for their risk(s) by monitoring progress of approved
response actions.
• Report the status of those individuals tasked with implementing a Risk Response
Plan.
• Respond to feedback from the team and implement necessary improvements.
• Close risk if no longer applicable.
• Capture and report lessons learned as related to effectiveness of Risk Response
Plans.
• Ensure the Risk Response Plans remain, at all times, current, accurate and
complete.
During the Post Award Execution Phase the committee is formal in nature, meeting at
least once a month and consists of the Project Management Leadership and other
primary Project Stakeholders. With respect to “Risk Monitoring”, RRC responsibilities
include:
6.2 INTERFACES
The group provides input for financial and contract requirements as specified by the
PRM process and procedures.
Legal & Contracts - responsible for project implementation and compliance of the
practices established by their department in support of this procedure. The group
provides input for legal and contractual requirements as specified by the PRM process
and procedures.
7.0 REFERENCES
8.0 ATTACHMENTS
8.2 ATTACHMENT B IRC & PRC Major Risk Summary (Excel template)
8.3 ATTACHMENT C IRC & PRC Major Risk Summary Slide (PowerPoint template)
8.5 ATTACHMENT E OPs Review Major Risk Summary Slide (PowerPoint template)