PROGRAM & PORTFOLIO MANAGEMENT OFFICE (PPMO)
<PROJECT> RISK MANAGEMENT PLAN
<Project> Risk Management Plan
Project Manager
1.
<fill in>
<fill in>
First Name
e-mail
Last Name
<fill in>
Phone
<fill in>
VERSION CONTROL / RISK CHANGE LOG
The PM will add new rows to the table as versions are created. The bottom row shows the current
version in distribution.
Versions
Version
Number
Date of Change
Description, Reasons, Comments, Approvals
v1
<fill in>
First Draft of Document
v2
<fill in>
<fill in>
v3
<fill in>
<fill in>
v4
<fill in>
<fill in>
v5
<fill in>
<fill in>
After acceptance of this document by the Project Steering Committee any new risks or changes to risk
table will be listed here for quick identification by stakeholders.
Risk Change Log
Risk
Number
2.
Date of Change
Description, Reasons, Comments, Approvals
RISK ASSESSMENT AND MANAGEMENT TABLE
The PM will lead a risk identification meeting and follow-up analysis / response planning with the
appropriate SMEs and key stakeholders. The table on the following pages will be reviewed and approved
by the Project Steering Committee and then distributed to the production team and others as needed.
All team members are expected to remain cognizant of risks (both on this table and those that appear
during the project). See the Communications Management Plan for general guidelines. The following
discussion addresses Risk Response Authorities and risk escalation policies.

The Risk Assessment and Management Table identifies the “Risk Owner” for each risk.

The Risk Owner has the responsibility to monitor their risk(s) and communicate to the PM and
team when the probability (1) becomes reality, or (2) increases, or (3) decreases or (4) ceases to
exist.

The Risk Assessment and Management Table indicates the Risk Owner’s authority to authorize
implementing risk responses. Or if the Risk Owner needs to escalate that decision to the PM or
Project Steering Committee.

All team members are expected to remain cognizant of risks and notify the PM and Risk Owner
when they see changes in the status of a risk’s trigger.
The University of North Carolina at Charlotte
Data Classification:
INTERNAL
<insert date>
Page 1 of 4
PROGRAM & PORTFOLIO MANAGEMENT OFFICE (PPMO)
PROJECT RISK MANAGEMENT PLAN
Risk
Id.1
Risk description2
Trigger3
Prob’ Impact
4
5
Response Strategy6
Contingency7
Risk
owner8
1. Environment / Equipment / Build
1.1
1.2
1.3
1.4
2. Network
2.1
2.2
2.3
2.4
2.5
2.6
3. Organizational Management: ITS & <fill in>
3.1
3.2
3.3
3.4
4. Systems failure during migration track
4.1
4.2
4.3
4.4
5. 3rd Party Issues
5.1
5.2
5.3
6. Resources
6.1
The University of North Carolina at Charlotte
Data Classification:
INTERNAL
<insert date>
Page 2 of 4
PROGRAM & PORTFOLIO MANAGEMENT OFFICE (PPMO)
PROJECT RISK MANAGEMENT PLAN
Risk
Id.1
Risk description2
Trigger3
Prob’ Impact
4
5
Response Strategy6
Contingency7
Risk
owner8
6.2
6.3
6.4
6.5
7.Project Management Risks
7.1
7.2
7.3
7.4
8.Security Risks
8.1
8.2
8.3
8.4
8.5
8.6
8.7
9. Application Risks
9.1
9.2
9.3
1 – Add or remove rows as needed and number additional rows accordingly; may also add or remove “Risk Categories” (1 – 9 in the list
above) as appropriate
2 – Describe the threat or opportunity in 5 to 10 words
3 – “Trigger” – what will tell the “Risk Owner” that the probability is rising or falling (before the risk event occurs), or that the probability
reached 100% or 0% (became reality or was overcome by events and is no longer a future risk)
4 – Probability – the PM and team must select an appropriate scale, e.g. low, moderate or high probabilities or X<25% or 25%<X<50% or
50%<X<75% or 75%<X or other appropriate scale
The University of North Carolina at Charlotte
Data Classification:
INTERNAL
<insert date>
Page 3 of 4
PROGRAM & PORTFOLIO MANAGEMENT OFFICE (PPMO)
PROJECT RISK MANAGEMENT PLAN
Risk
Id.1
Risk description2
Trigger3
Prob’ Impact
4
5
Response Strategy6
Contingency7
Risk
owner8
5- Impact – detriment or enhancement of the project – the PM and team must select an appropriate scale, e.g. -5 (worst) to -1 (least
negative impact or +1 (lease positive impact) to +5 (most helpful impact), or other appropriate scale
6 – Response strategy: what will someone do to influence the probability or impact in a way favorable to the project?
7 – Time and money set aside to cover the efforts of the response strategy
8 – Who will monitor the Risk Trigger and notify the PM and team when the trigger indicates the “PM Plan” (Plan “A”) must be altered by
authorizing “Plan B”
The University of North Carolina at Charlotte
Data Classification:
INTERNAL
<insert date>
Page 4 of 4