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Transforming Timetabling Project 2007: Risk Log University of Wolverhampton
Timetabling Project 2007: Risk Log
Risks updated: 113, 114 Risks Closed: 110
Risk category: Current status:
Risk identifier: (e.g. Probability: (e.g. closed,
(to be commercial, (high, reducing,
allocated by Date legal, medium, Date of last increasing, no
project admin) Author: identified: Description: technical) Impact: (high, medium, low) low) Proximity: Options and countermeasures: Selected response: Owner: update: change)
TT-100 P Travill 8/1/2007 Schools will add unreasonable Management Time: little impact on project timetable - will occur Medium Not an Prevention: ensure Schools concerns are During creation of Policy and B Mitchell 2/22/2008 Revised
requests for rooms to maintain as part of normal data gathering process. issue for addressed in the specification of users' Procedures ensure Schools concerns Proximity,
spare capacity (safety cushion) Quality: high impact on operation of system - will 2008. requirements and ensure Schools participate in are addressed in the specification of Options &
prevent meeting Acceptance Criteria, esp. Spring Quality Review. users' requirements and ensure Schools countermeasur
measures on space utilization 2009 for Reduction: consider space charging or other participate in Quality Review. During es
Benefit: high impact - may see no overall new direct impact on School resources. this stage ensure consideration of
improvement in process. timetable Acceptance: consider School operation of space charging or other means of
People/resources: high impact on space costs. May processes space allocation and impact on utilisation keeping requirements accurate and also
impact on staff morale. objective. consider whether Schools might operate
Cost: low impact on project costs. Transference: n/a space allocation themselves.
Scope: high impact on project scope. Contingency: develop in advance (with Schools
& originators) approximate 'space profiles' for Develop and publish approximate
Overall: HIGH Schools' subjects as guide for judging whether 'space profiles' for Schools' subjects.
Schools room requests are reasonable. Not sure how realistic this is.
Consider Local float of spare rooms
(contingency rooms) Consider local float of spare rooms
TT-101 P Travill 8/1/2007 Schools unable to deliver outputs of Technical Time: high impact - will delay completion of project. Medium Spring Prevention: ensure specification of Acceptance Criteria addressed in B Mitchell 2/19/2008 No Change
information needed if too complex Quality: high impact - will prevent production of 2009 requirements pays particular attention to Quality Review.
accurate timetables for staff and students. Acceptance Criteria on levels of complexity.
Benefit: high impact - will prevent achievement of Ensure development plans are measured Ensure sufficient and timely training.
all benefits. against Acceptance Criteria. Testing to include
People/resources: see cost range of users on different campuses and Prepare backup staff.
Cost: medium impact - will incur costs of extending different room types
the project a further year as a minimum, if problem Reduction: avoid complex patterns of data (may
recognised early enough and system failure be difficult to achieve) and provide good
avoided. Otherwise impact will be high. training for key staff. Project Board agreement
Scope: of dataflow structure underpinning the process-
with timings.
Overall: HIGH Acceptance:
Transference:
Contingency: prepare staff who may be
required to work with School staff on production
of desired information.
TT-102 P Travill 8/1/2007 Unforeseen change of student Management Time: medium impact - may delay production of Low Summer Prevention: ensure parameters of system are Review parameters in Acceptance P Travill 2/19/2008 No Change
numbers some timetables (change of 2008 sufficiently tuned to accommodate fluctuation Criteria and ensure appropriate testing.
Quality: medium impact - may disrupt some staff student within agreed limits set out in Acceptance
and student timetables numbers Criteria. Publicise widely the agreed parameters,
Benefit: medium impact - could compromise routine and Reduction: ensure forecast numbers verified the correction processes and the
achievement of benefits therefore independently (Planning Division?) or wait until likelihood of their being required. Set
People/resources: not known 'foreseen' more firm data is available. and publish system performance
Cost: low impact - rework, communication costs, so system Acceptance: accept variation in student targets?
institutional embarrassment designed to numbers as unavoidable and focus on
Scope: not known cope.) developing slick correction processes.
Transference: n/a
Overall: MEDIUM Contingency: maintain a level of flexibility -
avoid using all stock of a particular room size in
a timetable slot.
TT-103 P Travill 8/1/2007 Ability of project to identify & secure Management Time: medium impact - could delay project Medium Spring Prevention: emphasise importance of project by Maintain extensive programme of G Hurd 2/19/2008 No Change
the needed culture change completion. 2009 sponsorship at senior level. Cascade culture communication with key staff, formal
Quality: high impact - could prevent operation of change through Deans & Heads performance groups and representative bodies.
new processes. targets. Ensure appropriate communication to Ensure all views are acknowledged and
Benefit: high impact - could prevent achievement of all relevant staff groups. addressed publicly. Make clear who has
benefits Reduction: involve key staff accountability for culture change across
People/resources: medium impact - key staff (representatives/opinion formers) in determining the University. Reduction: Benifits
affected but most unaffected. users requirements and acceptance criteria. managment workshop, internal
Cost: low Benifits managment workshop, Internal M & C Marketing & Communications drive
Scope: low impact - may opt to ring fence campaign
operational boundaries (e.g. 'central' Acceptance: n/a
space/timetable) Transference: n/a
Contingency: budget for continued space
Overall: MEDIUM inefficiency. Prepare for reduced scope (or
'Pilot'?) implementation of full system.
TT-104 P Travill 8/1/2007 Failure to secure agreement of Management Time: medium impact - may delay implementation Medium Spring Prevention: ensure interest groups are Ensure interest groups are committed to G Hurd 2/19/2008 No Change
different interest groups (IT of key systems developments. 2009 committed to the project. Involve them in the project. Involve them in specification
Services, Facilities) to integrate into Quality: high impact - may prevent prompt, or even specification of requirements where of requirements where appropriate.
the project accurate, processing and publication of information. appropriate.
Benefit: high impact - may prevent delivery of Reduction: negotiate user requirements where
primary benefits. interest groups' views diverge.
People/resources: low Acceptance: n/a
Cost: low Transference: n/a
Scope: low Contingency:
Overall: MEDIUM
9282d0b8-aa8b-490e-b76c-1e88fd10d62f.xls Risk Log Page 1 of 4 Printed on 1/6/2011
Transforming Timetabling Project 2007: Risk Log University of Wolverhampton
Timetabling Project 2007: Risk Log
Risks updated: 113, 114 Risks Closed: 110
Risk category: Current status:
Risk identifier: (e.g. Probability: (e.g. closed,
(to be commercial, (high, reducing,
allocated by Date legal, medium, Date of last increasing, no
project admin) Author: identified: Description: technical) Impact: (high, medium, low) low) Proximity: Options and countermeasures: Selected response: Owner: update: change)
TT-105 P Travill 8/1/2007 Inability of project to secure the Management Time: medium impact - may delay implementation Low Summer Prevention: ensure desired outcomes are clear Ensure sufficient resources made P Travill 2/19/2008 Revised
organisational structure required to of new procedures & processes. 2008 and unambiguous. Ensure project does not available at appropriate time and Proximity
facilitate new processes put in place Quality: medium impact - may prevent operation of proceed without sufficient authorisation. ensure requisite organisational
(staffing, systems etc) accurate and timely timetable process. Reduction: ensure all options considered. structures are achieved.
Benefit: medium impact - may not fully achieve Alternative models may be viable.
primary benefits. Acceptance: n/a
People/resources: medium - may impact on existing Transference: n/a
central and School staffing and their colleagues to Contingency:
implement new developments with insufficient
resources.
Cost: low impact - may incur additional costs in
rework and extending project life.
Scope: medium impact - may be required to limit
scope to available resourcing.
Overall: MEDIUM
TT-106 P Travill 8/1/2007 Failure to secure confidence of staff Management Time: medium impact - may delay completion of Medium Spring Prevention: ensure staff fully understand the Maintain extensive programme of G Hurd 2/19/2008 No Change
for successful delivery of project project. 2009 objectives of the project, it's importance to the communication with key staff, formal
Quality: medium impact - may encounter reluctance University and the method of operation, groups and representative bodies.
to change processes until convinced of success, communication channels, etc. Ensure all views are acknowledged and
thus prohibiting achievement of optimum outcomes. Reduction: engage directly with staff suggesting addressed.
Benefit: medium impact - could prevent a lack of confidence in the project.
achievement of benefits. Acceptance: n/a
People/resources: medium impact - key staff Transference: n/a
affected but most unaffected. Contingency:
Cost: low
Scope: low impact - may opt to ring fence
operational boundaries (e.g. 'central'
space/timetable)
Overall: MEDIUM
TT-107 A Reynolds 8/31/2007 Insufficient funding for project Management Time: medium impact - may delay completion of Low Ongoing Prevention: ensure forecast costs are Monitor planned and actual project A Reynolds 2/19/2008 Revised
objectives project. reasonable and regularly reviewed. Ensure costs. Proximity
Quality: medium impact - may prevent high quality project does not proceed to the next stage
(high cost) inputs and processes being adopted without sufficient authorisation. Escalate
(e.g. software, consultancy). forecasts which exceed Project Plan tolerance.
Benefit: medium impact - may not fully achieve Reduction: ensure all options considered.
benefits. Alternative models may be viable.
People/resources: medium impact - may require Acceptance: n/a
redeployment of existing staffing from other Transference: n/a
activities and/or recruitment of additional staff. Contingency: make additional funding available
Cost: medium impact - may require additional to the project.
funding.
Scope: medium impact - may require reduction in
scope.
Overall: MEDIUM
TT-108 A Reynolds 8/31/2007 Insufficient time allotted for project Management Time: medium impact - may delay completion of Low Spring Prevention: ensure forecast timings are Monitor planned and actual project A Reynolds 2/19/2008 No Change
activities project. 2008 reasonable and regularly reviewed. Ensure timings.
Quality: low impact - may not be able to deliver project does not proceed to the next stage
quality required. without sufficient authorisation. Escalate
Benefit: low impact - may not be able to deliver all forecasts which exceed Project Plan tolerance.
expected benefits. Reduction: ensure all options considered.
People/resources: medium impact - may require Alternative models may be viable.
more input from other staff. Acceptance: accept time constraints & set
Cost: low impact - may require more staffing to reasonable tolerances with Project Executive
meet tight deadlines. Transference: n/a
Scope: low impact - may need to reschedule Contingency: reschedule project timings.
delivery priorities to fit within available time
constraints.
Overall: LOW
TT-109 A Reynolds 9/4/2007 Loss of key staff Management Time: medium impact - if suffered at key phase will Low Ongoing Prevention: n/a Operate project to a standard method. G Hurd 2/19/2008 Revised
significantly delay completion of the project. Reduction: operate project to a standard Ensure other staff are available with Proximity &
Quality: high impact - could prevent operation of method. Ensure other staff are available with requisite skills. Ensure full Probability
new processes. requisite skills. Ensure full documentation at all documentation at all times.
Benefit: medium impact - could prevent times.
achievement of primary benefits. Acceptance: over the life of the project changes
People/resources: medium impact - will require in the core personnel (PMTS) are likely.
recruitment and training of replacement staff while Transference: n/a
trying to maintain progress within the limited Contingency: recruit and train replacement
windows of opportunity for implementing change. staff. Delay proceeding to next stage, if
Cost: low impact - recruitment, training and necessary.
possible extension of project.
Scope: medium impact - may necessitate reduction
in scope.
Overall: MEDIUM
9282d0b8-aa8b-490e-b76c-1e88fd10d62f.xls Risk Log Page 2 of 4 Printed on 1/6/2011
Transforming Timetabling Project 2007: Risk Log University of Wolverhampton
Timetabling Project 2007: Risk Log
Risks updated: 113, 114 Risks Closed: 110
Risk category: Current status:
Risk identifier: (e.g. Probability: (e.g. closed,
(to be commercial, (high, reducing,
allocated by Date legal, medium, Date of last increasing, no
project admin) Author: identified: Description: technical) Impact: (high, medium, low) low) Proximity: Options and countermeasures: Selected response: Owner: update: change)
TT-110 L Goode 2/5/2008 Failure of CMIS to provide required Supplier- Time: medium impact - could delay project whilst Medium February/ Prevention: n/a Contingency: Consult IT experts (MI, L Goode 3/31/2008 Closed
web functionality required for interim technical sourcing alternative suppliers March Reduction: n/a Business Enterprise and Development )
improvments (room information Quality: low impact 2008 Contingency: Consult IT experts (MI, Business for interim solution at low cost. Review
database) Benefit: low - may delay achievements of primary Enterprise and Development ) for interim software options afterwards
benifits solution at low cost. Review software options
People/resources: medium impact- training required afterwards
for existing staff on any new software purchased. Acceptance: accept CMIS implementation will
Cost: medium impact- source alternative supplier & not provide web functionality required for
purchase new software interim improvments, don't use web interface as
Transferance: n/a an interim improvment.
Scope: medium impact-may be required to limit Transferance: N/A
scope due to resource availability.
Overall: MEDIUM
TT-111 L Goode 05/02/208 Failure of supplier to provide Supplier- Time: medium impact on project timescales (will Medium Summer Prevention: n/a Arrange software demonstrations from L Goode 3/31/2008 Revised: all
required web functionality for new technical already have alternative suppliers identified) 2008 Reduction: Include supplier in project as much alternative supliers causing minimum
timetable system Quality: high impact- may delay production of as possible. disruption to project timescales. Cost
timetables Contingency: Arrange software demonstrations impact inevitable.
Benefit: high- may delay primary benifits from alternative supliers causing minimum
People/Resources-medium Impact: Training and disruption to project timescales. Cost impact
development will be needed for staff, in operating inevitable.
new alternative software. Acceptance: tolerate the risk.
Cost: medium impact- project may incur cost of Transferance: Consider 'failure' clause in
purchasing new software supplier contract
Overall:HIGH
TT-112 R Benson - PA 1/30/2008 Lack of clarity on exact student Management Time: low impact on project timescales High Septembe Prevention: ensure parameters of system are Review parameters in Acceptance P Travill 2/19/2008 Revised
to P Travill. numbers Quality: high impact- will prevent maximum space r2009 for sufficiently tuned to accommodate fluctuation Criteria and ensure appropriate testing. Probability
utilisation benefits due to consistent inaccuracies of Depends new within agreed limits set out in Acceptance
data. May prevent production of accurate on range timetable Criteria. Publicise widely the agreed parameters,
personalised timetables for students and staff in the e.g. processes Reduction: ensure forecast numbers verified the correction processes and the
long term. independently (Planning Division?). likelihood of their being required. Set
Benifit: high- could prevent achievement of primary High-100% Acceptance: accept variation in student and publish system performance
benifits (personal online timetables) & compromise accuracy, numbers is unavoidable therefore exact student targets?
overall achievments of project impact on numbers are not possible.
People & Resources: medium impact- could reduce project: Contingency: maintain a level of flexibility-
moral of staff concerned with timetables as issues low. avoid using all stock of a room size in a
may occur due to inaccuracy of data where student timeslot.
numbers are higher than the capacity of the room Medium:
allocated to a module. This could also result in 70%
duplication of effort. accuracy,
Cost: low impact- on project costs impact on
Scope: NA project:
medium
Overall: Medium
Low: 50%
accuracy,
impact on
project:
high
TT-113 L Taylor- 2/22/2008 Interoperability issues using Technical Time: low impact- interoperability issues between Low Summer Prevention: Produce product description for Prevention: Produce product description P Travill 3/27/2008 Revised:
Murison between SITS system (used as a SITS & user devices will not delay the project. 2008 system to include specification & ensure system for system to include specification & Impact- Scope
communication medium) and users Quality: High impact- could prevent operation of specified to enable compatability with most ensure system specified to enable & overall;
devices. (mobiles, email etc) new processes and system common user devices (mobiles, PDA's, email compatability with user devices. Probability;
Benefit: Medium impact- could prevent staff & etc) options &
students engagment with system Reduction: Test system compatability with user countermeasur
People/resources: low devices before implemetation, go through qualty es.
Cost: Low impact- small costs may be incurred to check procedure.
rectify compatibility issues. Transferance:NA
Scope: Low impact- will not affect the scope of the Contingency: Use alternative communication
project method e.g. notice board
Overall: LOW
TT-114 L Taylor- 2/22/2008 Diverse and contradictory needs Management Time: low impact on project timescales Low Summer Prevention: publish agreed objectives before Prevention: publish agreed objectives G Hurd 3/27/2008 Revised:
Murison expressed by users cannot all be Quality: medium impact: 2008- for implementation before implementation. Senior user Overall Impact,
met, which if not managed effectivly Benefit: high impact- conflicting needs mean that by interim Reduction: Schedule review of implementation (students) to resolve conflicts & idnetify Probability,
may lead to user dissatisfaction addressing one student need, another would be improvem (09/10) ensureing users feed into review and priorities. Options &
(amongst certain groups e.g. disadvantaged ents any suggested changes are taken on board at Countermeasur
students), culminating in overall People/Resources: low impact- will not require any that stage. Seniour user (students) to resolve es, selected
negativity towards the project and its additional people or resources Spring conflicts and identify priorities. response
deliverables (new processesses Cost: low impact- will not require any additional 2009 for Acceptance: NA
policy and procedures) costs long term
Scope: low impact on scope of project. improvem
e.g. 50% want felxible timetable, ents, new
50% want stable timetable Overall: LOW TT policy
&
procedure
s
9282d0b8-aa8b-490e-b76c-1e88fd10d62f.xls Risk Log Page 3 of 4 Printed on 1/6/2011
Transforming Timetabling Project: Summary Risk Profile
Risks 100 - 114 as at 31/03/08
Probability
High 109, 112
Medium 114 103, 104, 106, 110, 100, 101, 111,
Low 108, 113 102, 105, 107
Low Medium High
Impact
9282d0b8-aa8b-490e-b76c-1e88fd10d62f.xls Summary Risk Profile Page 4 of 4 1/6/2011
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