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Put your
Project Risk Assessment Questionnaire Template
Put your
Rev. 2.0, 09/07/2003
logo here
organization
name here
PROJECT RISK ASSESSMENT QUESTIONNAIRE
Project Name:
Prepared by:
Date
:
(MM/DD/YYYY)
1. Instructions for Using this Document
Section I
Risk Assessment Questionnaire
Use Section I of this template to identify risks that will impact the project and the level of threat they
pose to the project’s success. In this section, characteristics are grouped in typical categories of
project risk. High, medium and low risk ratings are assigned to descriptions of each project
characteristic. This list of project characteristics is not exhaustive and is intended to provide a
starting point only. Customize the questionnaire by adding to the list specific risk characteristics or
criteria that apply to your organization or project. To complete the questionnaire, for each
characteristic, choose the phrase that best depicts your project at the time of assessment. Be certain
to also complete the Project Planning Risk Assessment Checklist.
The completed questionnaire and checklist will identify the project’s risk factors. The results from the
completed questionnaire and checklist should be used as guidelines; there may be other factors that
will lower or raise the risk level. For instance a large project carries with it an inherently higher risk.
This risk may be reduced if an experienced project manager leads the project. Having many high-risk
characteristics does not necessarily mean the project will fail. However, it does mean that a plan must
be put into place to address each potential high-risk factor.
Typical High-Risk Problems/Response Actions – Note: edit this section if your
Section II
project uses a different risk threshold.
Use Section II of this template to analyze identified risks and plan appropriate responses. Early
warning signs and examples of problems that may result from certain types of high risks are listed
alongside examples of activities that may be undertaken to mitigate or respond to each risk.
For each high-risk factor identified in Section I, create a response plan in the Risk Response Plan
document to ensure that the risk is mitigated and does not impact project success. Consider the
example activities in Section II as examples of potential responses. The project team may suggest
additional response actions. After creating response plans for all the high-risk factors, look at the
medium-level risks to determine whether the impact is severe enough to warrant an entry into the
Risk Response Plan as well. If so, create entries in the Risk Response Plan for the medium-risk
factors. Low-risk factors may be considered assumptions, that is, there is a potential for problems, but
because the risk is low, you are “assuming” that the condition will not occur. The Risk Response Plan
is used throughout the project to monitor and control risks.
Put your organization name here
Page 1
Put your
Project Risk Assessment Questionnaire Template
Put your
Rev. 2.0, 09/07/2003
logo here
organization
name here
PROJECT RISK ASSESSMENT QUESTIONNAIRE
Project Name:
Prepared by:
Date
:
(MM/DD/YYYY)
1. Instructions for Using this Document
Section I
Risk Assessment Questionnaire
Use Section I of this template to identify risks that will impact the project and the level of threat they
pose to the project’s success. In this section, characteristics are grouped in typical categories of
project risk. High, medium and low risk ratings are assigned to descriptions of each project
characteristic. This list of project characteristics is not exhaustive and is intended to provide a
starting point only. Customize the questionnaire by adding to the list specific risk characteristics or
criteria that apply to your organization or project. To complete the questionnaire, for each
characteristic, choose the phrase that best depicts your project at the time of assessment. Be certain
to also complete the Project Planning Risk Assessment Checklist.
The completed questionnaire and checklist will identify the project’s risk factors. The results from the
completed questionnaire and checklist should be used as guidelines; there may be other factors that
will lower or raise the risk level. For instance a large project carries with it an inherently higher risk.
This risk may be reduced if an experienced project manager leads the project. Having many high-risk
characteristics does not necessarily mean the project will fail. However, it does mean that a plan must
be put into place to address each potential high-risk factor.
Typical High-Risk Problems/Response Actions – Note: edit this section if your
Section II
project uses a different risk threshold.
Use Section II of this template to analyze identified risks and plan appropriate responses. Early
warning signs and examples of problems that may result from certain types of high risks are listed
alongside examples of activities that may be undertaken to mitigate or respond to each risk.
For each high-risk factor identified in Section I, create a response plan in the Risk Response Plan
document to ensure that the risk is mitigated and does not impact project success. Consider the
example activities in Section II as examples of potential responses. The project team may suggest
additional response actions. After creating response plans for all the high-risk factors, look at the
medium-level risks to determine whether the impact is severe enough to warrant an entry into the
Risk Response Plan as well. If so, create entries in the Risk Response Plan for the medium-risk
factors. Low-risk factors may be considered assumptions, that is, there is a potential for problems, but
because the risk is low, you are “assuming” that the condition will not occur. The Risk Response Plan
is used throughout the project to monitor and control risks.
Put your organization name here
Page 1
Put your
Project Risk Assessment Questionnaire Template
Put your
Rev. 2.0, 09/07/2003
logo here
organization
name here
Section I
Risk Assessment Questionnaire
Characteristics
Low Risk
Medium Risk
High Risk
ORGANIZATION
A. Scope
A1
The scope of the project is:
[ ] Well-defined and
[ ] Somewhat defined, but
[ ] Poorly defined and/or likely
understood
subject to change
to change
A2.
The business requirements of the
[ ] Understood and
[ ] Understood but very
[ ] Very vague or very complex
project are:
straightforward
complex or straightforward but
not well-defined
A3.
The system availability
[ ] Windows of availability and
[ ] Availability on a
1
requirements include:
downtime
continuous
basis
The total estimated effort hours
[ ] Less than 1,000
[ ] Between 1,000 and 5,000
[ ] Greater than 5,000
A4.
are:
A5.
The quality of current data is:
[ ] Well-defined and simple to
[ ] Well-defined but complex
[ ] Poor or complex to convert
convert
or simple to convert but not
well-defined
If a package implementation:
[ ] No (or minimal)
[ ] Moderate customization is
[ ] Heavy customization is
A6.
customization is needed
needed
needed
A7.
If a package implementation:
[ ] The product or release is
[ ] The product or release is
stable
new to the market
B. Schedule
Are the project’s major
B1.
[ ] Flexible - may be
[ ] Firm - pre-established and
[ ] Fixed - pre-established by a
milestones and operational dates:
established by the project
missed dates may affect the
specific operational
team and recipient personnel
business
commitment or legal
requirements beyond the
team’s control
B2.
Project duration is estimated at:
[ ] Less than 3 months
[ ] 3 to 12 months
[ ] Greater than 12 months
C. Budget
[ ] Yes – Proven estimation
[ ] No – Estimates not
C1. The project budget is based upon
[ ] Some experience or
use of a proven successful cost
process with experienced
process
established by personnel with
estimation process used by
personnel
any experience nor any proven
personnel with estimation
process
experience:
1
Uninterrupted (24 hours per day, seven days a week).
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Section I
Risk Assessment Questionnaire
Characteristics
Low Risk
Medium Risk
High Risk
C2. Project funding matches or
[ ] Funding is greater than
[ ] Funding is marginally
[ ] Funding is less than
exceeds the estimated cost and
estimated need and/or is
adequate and expected to
estimated need and/or its
is stable.
expected to be stable.
remain relatively stable.
stability is highly uncertain.
D. Project Linkages
D1. This project’s dependencies on
[ ] Slightly dependent, can be
[ ] Somewhat dependent,
[ ] Highly dependent, cannot
linkage projects could best be
successful without linkage
without linkage project
proceed without deliverables
described as:
project deliverables
deliverables, schedule delays
from linkage projects
possible
E. Human Resources
The Project Manager’s
E1.
[ ] Recent success in
[ ] Recent success in
[ ] No recent experience or
experience and training is:
managing projects similar to
managing a project not similar
project management training
this one
to this one or trained and no
actual experience
E2.
Describe the experience of
[ ] Experienced in use of tools
[ ] Formal training in use of
[ ] No formal training or
project personnel with the tools
and techniques
tools and techniques but little
practical experience in use of
and techniques to be used.
or no practical experience
tools and techniques
E3.
The project team is:
[ ] Located together
[ ] Dispersed at multiple sites
F. Management/Senior Leadership Support
The project sponsor is:
[ ] Identified, committed, and
[ ] Identified but not
[ ] Not identified or not
F1.
enthusiastic
enthusiastic
enthusiastic
G. Other Business or Organizational Impacts
G1. The project participant(s)
[ ] Are not required on the
[ ] Are somewhat
[ ] May not be available as
providing content knowledge on
project or are very
inexperienced
needed or are unknown at this
the project:
knowledgeable
time
Business processes, procedures,
[ ] Little or no change
[ ] Occasional to frequent
[ ] Substantial change
G2
policies require:
changes
G3. Describe the impact on business
[ ] Either none or only minor
[ ] Moderate procedural,
[ ] Major procedural, process,
procedure, process, or
changes of procedural,
process, or organizational
or organizational changes or
organizational changes as a
process, or organization
changes
unknown at this time
result of this project:
G4. The number of departments this
[ ] One or two
[ ] Three or four
[ ] More than five
will affect is:
G5. How would you rate the readiness
[ ] High readiness (Passionate
[ ] Moderate readiness
[ ] Low readiness (Passive
level within the project recipient
and enthusiastic)
and hard to engage)
and stakeholder departments for
changes this project will create?
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Section I
Risk Assessment Questionnaire
Characteristics
Low Risk
Medium Risk
High Risk
– Technical and Performance Risks
GENERAL
H. Technology
H1. The technology being utilized
[ ] Mature (existing software,
[ ] Emerging
[ ] Leading Edge (new
consists of:
hardware, languages,
software, hardware,
databases, and tools)
languages, databases, or tools
(or new releases))
H2. The technical requirements are:
[ ] Similar to others in the
[ ] New and complex
company
H3. The subject matter is:
[ ] Well-known by the project
[ ] Not well-known by the
team
project team
I. Performance
Performance objectives are:
[ ] Well-described and
[ ] Unclear or unstated or
I1.
reasonable
unrealistic (e.g., everything will
be perfect)
PROJECT MANAGEMENT
- Planning, Issue and Change Management, Quality Assurance
J. Evaluation of PM Risks
Enter the overall assessment of
[ ] The project is well planned
[ ] Project plans and process
[ ] Planning for this project is
J1.
Project Management risk from the
and will be carried out in a
are reasonable and mostly
inconsistent, incomplete or in
Project Management Risk
manner consistent with the
complete, but there are some
other ways of poor quality
Organization’s Project
issues that should be
AND/OR there are problems
Assessment Checklist
Management Methodology
addressed
with project process that must
be addressed
– Vendor, Legal, Environmental, Regulatory,
EXTERNAL
K. Vendor
K1. If a package implementation:
[ ] Vendor is familiar in this
[ ] Vendor is new to this
market
market
[ ] No – Contractors are not
[ ] Yes – Some contractors
[ ] Yes – Project will be staffed
K2. Are contractors required and
committed to the project?
required
are required (less than 50%)
by over 50 % contractors
and/or contractors’
and are expected to be signed
before start of project
commitment is not expected to
be complete prior to start of
project
L. Other (add as appropriate to project)
L1.
Section II
Typical High-Risk Problems/Response Actions
High-Risk Factors/Potential Problems
Risk Response Actions
A. Scope
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Section II
Typical High-Risk Problems/Response Actions
High-Risk Factors/Potential Problems
Risk Response Actions
A1. The scope of the project is poorly defined:
Focus on firming up scope in the planning
process
Hard to provide sound estimates
Define various components of scope, such as
May spend time and cost on areas out of scope
what departments are affected, what deliverables
are expected, what type of information is required
Hard to gather concise requirement
Clearly define what is out of scope for the project
Difficult to write project definition and work plan
Begin to define business requirements at a high
Hard to invoke scope-change procedures
level and then work upward to define scope
Project deliverables are poorly defined
Ask project sponsor to make decision on
conflicting scope statements
Document all scope assumptions when providing
estimates of work, cost, or duration
Use pictures or diagrams to communicate scope
and options
Establish firm scope-change procedures up front
Ensure the project definition and business
requirements are formally approved and signed
off on
Distribute scope statements to all stakeholders
for confirmation
Do not begin project until scope is clear
A2. The business requirements of the project are vague or complex:
Use joint application design (JAD) session to
gather requirements from all stakeholders
Difficult to document the requirement properly
together
Difficult to use tools to document the requirements
Utilize prototyping and iterative development
techniques to assist users in discovering the
Difficult to understand what the expectations of the project are
requirements of the new system
Chance that the resulting solution will not meet business need
Get access to the sponsor and to senior
management to provide overall guidance
May be a sign of a lack of focus from the customer
Provide training to the customers on how to think
about and express business requirements
Ensure that the final business requirements are
approved in writing and that a change-
management procedure is enforced after that
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