Risk Register Details

Project Name Roads & Infrastructure for The New Residential Plots at Al Maqta Channel Area in Abu Dhabi
Project Stage Construction
Project Manager ( or Lead/Co-ord) Eng. Khalid Al Qubaisi
Risk Register Version 2
Date of Issue 25-Jul-17

Risk Identification Risk Analysis

Risk Score
Likelihood
Risk

Impact
Raised Threat or
Risk ID Date Raised Risk Category Risk Cause Risk Description Risk Type Status Close Reason Date Closed Risk Rating Response
By: Opportunity
Type

EOT due to the Employer

Very High

Very Low
●Abu Dhabi Executive Committee Internal - Client Musanada issued
instruction for suspension of work
1 HILACO 5-Apr-16 Threat Client Approval decision to suspend the project operations Closed Variation Order on 6th 6-Jun-17 0 NA Accept
and the Contractor's cost claim, if
(controllable) June 2017
any.

Very High

Very High
●Change of the Employer from Internal - Client The Contract has been
2 MUSANADA 5-Apr-16 Threat Stakeholders ADM to MUSANADA Delay in Signing the Contract operations Closed signed by ADM and 19-Jan-17 0 NA Mitigate
(controllable) Hilalco on 19.01.2017.

●Unknown requirement of
Authorities for Construction NOC.
Authorities & ●Contractor's error in submission Delay in Obtaining Construction External – Can be

High

High
3 HILALCO 24-Oct-16 Threat Open -21 Critical Threat Mitigate
regulations for Construction permit. NOC influenced
●Unavailability of required
document for application
 Risk Identification Risk Analysis

Risk Score
Likelihood
Risk

Impact
Raised Threat or
Risk ID Date Raised Risk Category Risk Cause Risk Description Risk Type Status Close Reason Date Closed Risk Rating Response
By: Opportunity
Type

Disruption in Construction Internal - Project

●Construction in populated urban

Low

Low
4 MUSANADA 24-Nov-16 Threat Construction Activities due to any conflict with processes Open -7 Negligible Threat Avoid
area
convenience of the public. (controllable)

●Contractor's delay in submission

●Contractor's error in submission

Very Low

Very Low
Internal - Project
documents, and revisions Delay in finalizing Subcontractor
5 MUSANADA 24-Nov-16 Threat Construction processes Open -1 Negligible Threat Mitigate
●Noncompliance with the Prequalification Approval.
(controllable)
Contract requirements &
Specification

●Contractor's delay in submission Internal - Project

Delay in submission/approval of

Low

Low
6 MUSANADA 24-Nov-16 Threat Construction ●Contractor's error in submission processes Open -7 Negligible Threat Mitigate
Shop drawings
and revisions (controllable)

Very Low
●Contractor's delay in submission Internal - Project
Delay in submission/approval of

Low
7 MUSANADA 24-Nov-16 Threat Construction ●Contractor's error in submission processes Open -6 Negligible Threat Mitigate
Materials
and revisions (controllable)

●Contractor's delay in submission Internal - Project

Delay in submission/approval of

Low

Low
8 MUSANADA 24-Nov-16 Threat Construction ●Contractor's error in submission processes Open -7 Negligible Threat Avoid
Method Statements
and revisions (controllable)
 Risk Identification Risk Analysis

Risk Score
Likelihood
Risk

Impact
Raised Threat or
Risk ID Date Raised Risk Category Risk Cause Risk Description Risk Type Status Close Reason Date Closed Risk Rating Response
By: Opportunity
Type

Delay in Obtaining Site Affection External – Can be

High

High
9 HILALCO 26-Oct-16 Threat Design Design NOC Open -21 Critical Threat Mitigate
Plan for Substations influenced

Very High

Medium
Missing information about the Delay in work due to Clash with
External – Can be
10 HILALCO 26-Oct-16 Threat Utilities Existing/Future Utilities-Military Existing/Future Utilities-Military Open -15 Severe Threat Mitigate
influenced
Fiber Optic Cable. Fiber Optic Cable

Very High
Missing information about the Delay in work due to Clash with External – Can be

Low
11 MUSANADA 25-Nov-16 Threat Utilities Open -10 Significant Threat Mitigate
Existing/Future Utilities-Electrical. Existing/Future Utilities-Electrical influenced
 Risk Identification Risk Analysis

Risk Score
Likelihood
Risk

Impact
Raised Threat or
Risk ID Date Raised Risk Category Risk Cause Risk Description Risk Type Status Close Reason Date Closed Risk Rating Response
By: Opportunity
Type

Medium
Missing information about the Delay in work due to Clash with External – Can be

High
12 MUSANADA 25-Nov-16 Threat Utilities Open -14 Severe Threat Avoid
Existing/Future Utilities-Sewer. Existing/Future Utilities-Sewer. influenced

Missing information about the Delay in work due to Clash with

External – Can be

Low

Low
13 MUSANADA 25-Nov-16 Threat Utilities Existing/Future Utilities-Storm Existing/Future Utilities-Storm Open -7 Negligible Threat Avoid
influenced
Water. Water.

Very Low
Missing information about the Delay in work due to Clash with External – Can be

Low
14 MUSANADA 25-Nov-16 Threat Utilities Open -6 Negligible Threat Mitigate
Existing/Future Utilities-Irrigation. Existing/Future Utilities-Irrigation influenced
 Risk Identification Risk Analysis

Risk Score
Likelihood
Risk

Impact
Raised Threat or
Risk ID Date Raised Risk Category Risk Cause Risk Description Risk Type Status Close Reason Date Closed Risk Rating Response
By: Opportunity
Type

Missing information about the Delay in work due to Clash with External – Can be

Low

Low
15 MUSANADA 25-Nov-16 Threat Utilities Open -7 Negligible Threat Mitigate
Existing/Future Utilities-Water. Existing/Future Utilities-Water influenced

Missing information about the Delay in work due to Clash with

External – Can be

Low

Low
16 MUSANADA 25-Nov-16 Threat Utilities Existing/Future Utilities-MCC Existing/Future Utilities-MCC Open -7 Negligible Threat Mitigate
influenced
Fiber Optic Cable. Cable

Medium

Medium
Delay in work due to the Internal - Project
17 MUSANADA 25-Nov-16 Threat Site Conditions Site Condition presence of high water & unstable processes Open -13 Significant Threat Mitigate
subsoil (controllable)

Delay in work due to the finding of

Very High

Very Low
Internal - Project
unsuitable sub-soil strata in the
18 MUSANADA 26-Nov-16 Threat Site Conditions Unforeseeable Site Data. processes Open -5 Negligible Threat Mitigate
trench excavation for deep
(controllable)
Utilities.
 Risk Identification Risk Analysis

Risk Score
Likelihood
Risk

Impact
Raised Threat or
Risk ID Date Raised Risk Category Risk Cause Risk Description Risk Type Status Close Reason Date Closed Risk Rating Response
By: Opportunity
Type

Very Low
Delay in procurement of long lead Internal - Project
Any delay in manufacturing and

Low
19 MUSANADA 26-Nov-16 Threat Procurement items would affect the progress of processes Open -6 Negligible Threat Avoid
delivery.
the work. (controllable)

Internal - Project
Stoppage of work due to

Low

Low
20 MUSANADA 26-Nov-16 Threat Construction Inadequate HSE measures processes Open -7 Negligible Threat Mitigate
noncompliance of HSE measures.
(controllable)

Stoppage of work due to Internal - Project

Low

Low
21 MUSANADA 26-Nov-16 Threat Construction Inadequate QA/QC measures noncompliance of QA/QC processes Open -7 Negligible Threat Avoid
measures. (controllable)

Conflict in the contract documents Internal - Project

Scope &

Low

Low
22 MUSANADA 26-Nov-16 Threat Conflict in the contract documents would affect the project scope & processes Open -7 Negligible Threat Avoid
objectives
objectives. (controllable)

Medium
Internal - Project

High
23 MUSANADA 26-Nov-16 Opportunity Schedule Phasing of the project Early handing over of part work. processes Open 14 Major Opportunity Exploit
(controllable)
 Risk Identification Risk Analysis

Risk Score
Likelihood
Risk

Impact
Raised Threat or
Risk ID Date Raised Risk Category Risk Cause Risk Description Risk Type Status Close Reason Date Closed Risk Rating Response
By: Opportunity
Type

Very High

Very High
Delay in signing the contract and Internal - Client
Delay for the commencement of
24 MUSANADA 15-Jan-17 Threat Client Approval giving Instruction to Proceed with operations Open -25 Critical Threat Mitigate
Edge Treatment Work.
Edge Treatment Work (controllable)

Very High

Medium
Internal - User
Scope & 12 Additional Plots at North Side
25 MUSANADA 13-Feb-17 Threat Variation of work requirements Open -15 Severe Threat Mitigate
objectives of the Project.
(controllable)

Very Low
Delay in work due to ADNOC Internal - User ADNOC accepted
Authorities & ADNOC objection by requesting a

Low
26 HILALCO 5-Feb-17 Threat objection by requesting a change requirements Closed proposal and issued 4-Jun-17 0 NA Mitigate
Regulations change in roundabout design.
in roundabout design. (controllable) NOC

Medium
Out of sequence / inadequate Internal - User

High
27 MUSANADA 2-Jul-17 Threat Schedule manpower and machinery / delay Delay in work / Slow Progress. requirements Open -14 Severe Threat Mitigate
in procurement. (controllable)
 Risk Management

Risk
Risk Response Action Risk Response
Risk Response Description Action Owner Response Last Updated
Update Company
Review Date

●On 5-Apr-16, ADM informed

the Contractor about the
● Undertaking letter has been
postponement the work.
provided by the Contractor as
●On 10-Apr-16, ADM gave an Khalid Al Qubaisi
per Musanada's request
instruction for the suspension. MUSANADA
● Musanada approved EoT Closed Closed
●On 25-Jul-16, the Employer HILALCO Jai Bharat B.
and to issue EoT award letter
had given instruction to resume Singala
officially.
the work.
●Finalize the Contractor's claim
if any.

Khalid Al Qubaisi
●The Contract has been
●All parties are to finalize the MUSANADA
signed by ADM and Hilalco on Closed Closed
contract HILALCO Jai Bharat B.
19.01.2017.
Singala

• Total NOC required: 13

• NOC Obtained: 8
• Total Construction NOC
●The Contractor is to ensure Remaining: 5 (ADDC, ADM-
an early submission of NOC Services & Assets, ADSSC &
Applications. Du)
●The Contractor is to have a • Escalation requests have
consistent update for the NOC been raised on 19/4/2017 Jai Bharat B.
MUSANADA
submission procedures of regarding delayed NOCs Singala / 25-Jul-17 25-Jul-17
HILALCO
Authorities. • North side service corridor Khalid Al Qubaisi
●The Contractor is to ensure all has been approved on 13th
the required documents are July 2017.
available. • Musanada met Du to
discuss the issue and
accordingly the NOC has
been released by Du on 23rd
July 2017.
 Risk Management

Risk
Risk Response Action Risk Response
Risk Response Description Action Owner Response Last Updated
Update Company
Review Date

●The contractor is to prepare

suitable phasing plan, logistic
plan and detour pland and to
implement those without any
●HILALCO prepared phasing
lapse or negligence
plan, logistic plan, detour plan
●The contractor to comply with
and got approval form police
all Environmental policies, Jai Bharat B.
for the phase-1 detour. HILALCO 25-Jul-17 25-Jul-17
Traffic & HSE measures and to Singala
● Site access plan is being
maintain it with a very close
updated and implemented
supervision
properly.
●The contractor to take all
precautionary measures to
avoid any conflict with public
convenience.

●HILALCO submitted all

●The Contractor is to ensure planned submissions and got
an early submission of all approvals; No delay in this
prequalification. regard. Jai Bharat B.
HILALCO 25-Jul-17 25-Jul-17
●The Contractor is to comply ● 14 Nos were Submitted vs Singala
with the contract requirements planned submission of 14
& specifications Nos and 13 Nos have been
approved.

●The Contractor is to ensure

●350 Nos were submitted vs
an early submission of shop
Planned 356 Nos and 287
drawing.
Nos have been approved. Jai Bharat B.
●The Contractor is to comply HILALCO 25-Jul-17 25-Jul-17
● It is planned to complete Singala
with the contract drawing and
the submissions by the end of
site data and avoid the
July 2017
revisions.

●The Contractor to get

approval from the end user as
●The Contractor is to ensure per Musanada's instruction.
an early submission of all ● The submissions, approvals
required materials. and factory acceptance test Jai Bharat B.
HILALCO 25-Jul-17 25-Jul-17
●The Contractor is to comply are being done in due Singala
with the contract requirements process without any delay.
& specifications ● 13 Nos were submitted and
all 13 Nos have been
approved.

●The Contractor to ensure an

early submission. ●57 Nos were submitted vs
Jai Bharat B.
●The Contractor to comply with Planned 60 Nos and 49 were HILALCO 25-Jul-17 25-Jul-17
Singala
the contract requirements & approved.
specifications
 Risk Management

Risk
Risk Response Action Risk Response
Risk Response Description Action Owner Response Last Updated
Update Company
Review Date

● In 2014, AECOM obtained

design NOC from ADDC for
●Site affection plans for 4
electrical work including the
Substations out of total 5 Nos
proposed five substations in
were given to the Contractor.
this project.
●The remaining 1 substation
● Once the NOC is obtained,
is to be relocated due to the
ADDC’s role is to coordinate AECOM Mahmud Alani 25-Jul-17 25-Jul-17
conflict with chilled water line
with TPD to issue the affection
and new location proposal
plan.
submitted to TPD for approval
●Coordination meetings shall
which is expected in this
be arranged between all
week.
parties as required to finalize
the issue.

●The Contractor to do the trial

pits and perform the clash
analysis.
●The Contractor to liaise with
Authorities to get required ●The relocation work has to
information. be done by ADM
●The Contractor to inform the subcontractor. Musanada and
Employer / Engineer if he Hilalco to follow up the issue. MUSANADA Khalid Al Qubaisi 25-Jul-17 25-Jul-17
needs their intervention ● The existing cable has been
●The Contractor to coordinate deactivated by Military, still
with other waiting for its removal.
contractors/Authorities/Employ
er for
interphases/connections/reloca
tions.

●The Contractor to do the trial

pits and perform the clash
analysis.
●The Contractor to liaise with
Authorities to get required
●Clashed with an existing
information.
control cabinet inside the
●The Contractor to inform the
proposed plot which is to be Jai Bharat B.
Employer / Engineer if he HILALCO 25-Jul-17 25-Jul-17
relocated. Singala
needs their intervention
●Hilalco applied for ADDC
●The Contractor to coordinate
approval for its relocation.
with other
contractors/Authorities/Employ
er for
interphases/connections/reloca
tions.
 Risk Management

Risk
Risk Response Action Risk Response
Risk Response Description Action Owner Response Last Updated
Update Company
Review Date

●Clashed with an issue of

corridor allocation at North
side of the project.
●One part of the sewer
design is to be reconsidered
with design of variation order
●The Contractor to do the trial
of 12 additional plots
pits and perform the clash
●After liaising with ADSSC,
analysis.
the issue has been resolved
●The Contractor to liaise with
and the corridor has been
Authorities to get required
approved on 13th July 2017.
information. Jai Bharat B.
●Now, under process of rout
●The Contractor to inform the HILALCO / KN Singala / 25-Jul-17 25-Jul-17
approval.
Employer / Engineer if he Ismail Ali
●The Contractor had started
needs their intervention
the work early based on the
●The Contractor to coordinate
available information in order
the interphases/connections
to mitigate the delay.
with other contractors and
●The sewer design including
Authorities.
a part of original scope and
variation order of 12
additional plot has been
submitted to ADSSC for
approval.

●The Contractor to do the trial

pits and perform the clash
analysis.
●The Contractor to liaise with ●Clashed with a discrepancy
Authorities to get required between the existing and
information. proposed Storm Water Line Jai Bharat B.
HILALCO 25-Jul-17 25-Jul-17
●The Contractor to inform the manhole invert levels Singala
Employer / Engineer if he ●The particular issue has
needs their intervention been closed on 25/01/2017
●The Contractor to coordinate
the interphases/connections
with other contractors.

●The Contractor to do the trial

pits and perform the clash
analysis.
●The Contractor to liaise with
Authorities to get required
information.
●The chamber and
●The Contractor to inform the
connection issue have been Jai Bharat B.
Employer / Engineer if he HILALCO 25-Jul-17 25-Jul-17
resolved and the contractor is Singala
needs their intervention
able to proceed with his work.
●The Contractor to coordinate
with other
contractors/Authorities/Employ
er for
interphases/connections/reloca
tions.

Risk Response Description
●The Contractor to do the trial
pits and perform the clash
analysis.
●The Contractor to liaise with
Authorities to get required
information.
●The Contractor to inform the ●The connection issue with
Employer / Engineer if he
needs their intervention
●The Contractor to coordinate
with other
contractors/Authorities/Employ
er for
interphases/connections/reloca
tions.
●The Contractor to do the trial
pits and perform the clash
analysis.
●The Contractor to liaise with
Authorities to get required
information.
●The Contractor to inform the
Employer / Engineer if he
needs their intervention
●The Contractor to coordinate
with other
contractors/Authorities/Employ
er for
interphases/connections/reloca
tions.
●The Contractor consider the
high water level and its risk in
the programme.
●The Contractor to follow
suitable construction
methodologies including
dewatering and sheet piling
work.
● It may require Redesign of
Utilities including depth,
bedding & surround material.
Risk Management
Risk
Risk Response Action Risk Response
Action Owner Response Last Updated
Update Company
Review Date
Jai Bharat B.
existing water line at south HILALCO 25-Jul-17 25-Jul-17
Singala
side has been solved.
●Clashed with an existing
-ADMCC Cable at North side
and ADMCC requested for
additional work at south side.
● Existing MCC duct has
been removed at north side
Jai Bharat B.
and the new duct work is HILALCO 25-Jul-17 25-Jul-17
Singala
progressing.
● New duct work at south
side is also progressing.
●Both NPCs have been
approved by Musanada.
●On 20/12/2016, there was a
collapse of sheet pile made
for Oil interceptor excavation.
●Remedial/mitigation actions
Jai Bharat B.
such as backfilling were done. HILALCO 25-Jul-17 25-Jul-17
Singala
●Soil investigation and re-
design were done.
●Sheet Piling work is
progressing.
●Encountered with an
unsuitable clay material for
sewer line.
●Hilalco submitted the
proposal and the particular
issue has been closed on
4/12/2016
Jai Bharat B.
●Same issue affect the storm HILALCO 25-Jul-17 25-Jul-17
Singala
water line inlets and waiting
for final approval of the
proposal.
●A potential treat is remaining
till the completion of
underground deep utilities
work.
 Risk Management

Risk
Risk Response Action Risk Response
Risk Response Description Action Owner Response Last Updated
Update Company
Review Date

●The Contractor to plan the

long lead item procurement in
the project schedule.
● All the delay have been
●The Contractor to follow up
mitigated.
the supplier.
●Substation Materials, Jai Bharat B.
●The Contractor to ensure an HILALCO 25-Jul-17 25-Jul-17
Streetlight Pole, Luminaries Singala
early submission & approval of
procurement are under
the long lead items.
process.
●The Contractor to comply with
the contract requirements &
specifications

●The Contractor to submit and

get approval for HSE Plan and
to implement it.
●The Contractor to submit and
get approval for method ●On 20/12/2016, a dangerous
statement for all risky activities. occurrence of sheet piling
●The Contractor to ensure the collapse was reported. Jai Bharat B.
HILALCO 25-Jul-17 25-Jul-17
availability of all required ●No LTI is reported. Singala
permits. ● 11 Nos notices were issued
●The Contractor to conduct and all of them were closed.
Tool Box Talk daily.
●The Contractor to submit the
HSE report consistently.

●The Contractor to submit and

get approval for Quality Plan
●QA/QC report has been
and to implement it.
submitted
●The Contractor to submit and
● 20 Nos NCRs were issued
get approval for method
and 18 Nos were closed.
statements. Jai Bharat B.
●16 Nos SORs were issued HILALCO 25-Jul-17 25-Jul-17
●The Contractor to follow Singala
and 13 Nos were closed
contract specifications &
●One material engineer
drawings.
joined in consultant's team
●The Contractor to submit the
from 14th July 2017.
QA/QC report consistently.

●The contract documents to be ●Study is being conducted by Jai Bharat B.

HILALCO 25-Jul-17 25-Jul-17
studied thoroughly. the project team consistently. Singala

●Construction work of the

project has to be divided into 2
phases due to the traffic
convenience, phase 1 handing ●The phasing plan is in place
over can be started early. for early access for plot
●Partial Taking Over shall be owners. Jai Bharat B.
HILALCO 25-Jul-17 25-Jul-17
agreed with all parties. ● Part Taking Over can be Singala
●Monthly Progress Report shall done before the contract
be sent to End users and keep completion date.
them informed about the
progress to facilitate smooth
handing over.
 Risk Management

Risk
Risk Response Action Risk Response
Risk Response Description Action Owner Response Last Updated
Update Company
Review Date

● Musanada finalized the

●Finalize the New Rate of design option on 20 July 2017
Beach Sand and instructed AECOM to MUSANADA Khalid Al Qubaisi 25-Jul-17 25-Jul-17
proceed with design and to
submit the Cost Estimate.

●Musanada instructed the

Design Consultant on to start
design of 12 Additional Plots
●Finalize the Design and to
as Variation Order.
Start the construction. AECOM Mahmud Alani 25-Jul-17 25-Jul-17
●On 2nd July 2017, the
design has been submitted to
various Authorities for their
approval.

●Finalize the Design and to

● ADNOC accepted proposal
Start the construction. AECOM Mahmud Alani Closed Closed
and issued NOC

●Submit Mitigation / Recovery ● Hilalco had submitted a

Plan
●Provide adequate resources
●Close follow up of
procurement schedule
mitigation plan, the negative
variances in progress can be Jai Bharat B.
HILALCO 25-Jul-17 25-Jul-17
recovered during the next Singala
period without any slipages to
the completion date.
RISK REGISTER - LIKELIHOOD & IMPACT GUIDE WITH RISK MATRIX

Impact
Opportunity Threat
Very High High Medium Low Very LowVery Low Low Medium High Very High
Very High 25 22 15 10 5 -5 -10 -15 -22 -25
Probability

High 24 21 14 9 4 -4 -9 -14 -21 -24

Medium 23 18 13 8 3 -3 -8 -13 -18 -23

Low 20 17 12 7 2 -2 -7 -12 -17 -20

Very Low 19 16 11 6 1 -1 -6 -11 -16 -19

Likelihood/Impact Scale Opportunity Risk Rating Scale Threat Risk Rating Scale
VH - Very High Critical Opp Critical Threat
H - High Major Opp Severe Threat
M - Medium Significant Opp Significant Threat
L - Low Minimal Opp Negligible Threat
VL - Very Low

LIKELIHOOD IMPACT

Guide
Description Scenario Code Letter Description Scenario
Probability

Critical impact on the

achievement of objectives and
Very High Almost certain to occur VH >75% Very High overall performance. Huge
impact on costs and/or
reputation. Long-term effect.
 Major impact on costs,
objectives. Serious impact on
More likely to occur than
High H >50% ≤75% High output and/or quality and
not
reputation. Medium to long-
term effect.
Impacts project resources,
operational efficiency, output,
Medium Fairly likely to happen M >25% ≤50% Medium
and quality. Medium term
effect.

Minor impact, loss/gain, delay,

Low Low but not impossible L >5% ≤25% Low inconvenience or interruption.
Short to medium term effect.

Minimal loss/gain, delay,

Extremely unlikely to inconvenience or interruption.
Very Low VL ≤5% Very Low
happen Can be easily and quickly
remedied if needed.
 Cost Impact
Code Letter Time Impact

>10% of total schedule

VH >10% of total capital cost
duration
 5% to 10% of total schedule
H 5% to 10% of total capital cost
duration

2.5% to 5% of total capital 2.5% to 5% of total schedule

M
cost duration

1% to 2.5% of total capital 1% to 2.5% of total schedule

L
cost duration

VL <1% of total capital cost <1% of total schedule duration

The Lists below is not conclusive, other risk causes, events and impacts can be added. They are to be used as a reference

Risk Category Risk Category

Authorities & Regulations Authorities & regulations
Client Approval
Construction
Design Construction
Commissioning & Handover
Procurement
Project Cost
Resources
Schedule
Scope & objectives
Site Conditions
Stakeholders
Utilities

Design

Procurement

Project Cost

Resources
Scope & objectives

Site Conditions

Stakeholders

Utilities
uses, events and impacts can be added. They are to be used as a reference and brainstorming tool when needed.

Risk
· Unclear requirements for authority approvals and NOCs
· Unclear requirements of authorities
· Delays in obtaining permits
· Delays in attaining permits
· Quantity of materials
· Quality of materials
· Delays in material
· Issues in site accessibility
· Excessive claims for variations
· Poor sub contractor management
· Traffic delays and issues
· Inexperienced contractor staff with UAE regulations
· Schedule not optimized for delivery timeframes
· Delays to NOIs
· Contractor to reduce work on site
· Inadequate contract supervision
· Non optimal management of claims and delays
· Delays in approval of site office

· Incomplete / inaccurate drawings

· Errors in BOQ
· Unresolved design issues or decision
· Design does not address functional or operational issues
· Design does not take into account operational costs
· Unclear change control process
· Schedule not optimized for delivery timeframes
· Delays in the design review process
· Delays in the design NOCs
· Delays in resolving design issues with authorities or
stakeholders
· Design exceeds project budget
· Unrealistic schedule
· Delays to NOIs

· Schedule not optimized for delivery timeframes

· Unrealistic Project Schedule
· Non optimal procurement approach
· Incomplete tender documents
· Delays in long lead items
· Delay in approval of equipment
· Delays in the procurement process

· Rates used do not reflect market conditions related to the

project
· Optimism in the cost estimate

· Cost estimate does not account for complexities in the project

· Cost estimate does not allow for the life cycle costs associated
· Misalignment with project schedule and cash flow

· Inadequate project resources

· Delays in mobilization

· Unclear Project Objectives

· Concept not aligned with client strategy
· Alternative concepts were not defined or considered
· Inadequate project appraisal
· Unnecessary functions included as part of the scope
· Excessive design standards imposed

· Unavailable site conditions

· Unexpected ground conditions

· Lack of priority for project from stakeholders

· Unengaged stakeholders
· Lack of clarity on stakeholder decision making process and
authority
· Change in stakeholders
· Unclear list of project stakeholders
· Unresolved issues with stakeholders
· Excessive requirements for VIP Stakeholders
· Unrealistic stakeholder requirements
· Contractor performance issues
· Delays in attaining stakeholder requirements

· Unclear project utility requirements

· Unexpected utilities on site
· Delays in attaining as builts
· Unclear connection points
reference and brainstorming tool when needed.

Risk Type
External - Uncontrollable
External – Can be influenced
Internal - Client operations (controllable)
Internal - User requirements (controllable)
Internal - Project processes (controllable)
Status Open

Count - Risk ID Risk Rating

Risk Category Negligible Threat Significant Threat Severe Threat Critical Threat
Construction 7
Utilities 4 1 2
Scope & objectives 1 1
Site Conditions 1 1
Authorities & regulations 1
Client Approval 1
Design 1
Procurement 1
Schedule
Total Result 14 2 3 3

No. of Open Risks

O

T
R
N
Major Opportunity Total Result
7
7
2
2
1
1
1
1
1 1
1 23

Major
O pportunity
Critical Threat
Severe Threat
Significant
Threat
Risk Rating
Negligible Threat