Risk register for building design and construction - Revision history

Designing Buildings at 08:37, 30 May 2024

2024-05-30T08:37:35Z

← Older revision		Revision as of 08:37, 30 May 2024
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	Finally, no matter how good your risk register is, do not make the mistake of believing you can totally cover every risk your project will face.		Finally, no matter how good your risk register is, do not make the mistake of believing you can totally cover every risk your project will face.

−	~~-----~~	+	= Building Safety Act =
−	~~This article was created by~~ -~~-[[User:Buro_Happold\|Buro]][[User:Buro_Happold\|Happold]] 10:57~~, ~~13 August 2012 (BST)~~	+
		+	In the context of the UK Building Safety Act, a Risk Register is a structured document or database used to systematically identify, assess, and manage risks associated with the safety of buildings throughout their lifecycle. The Risk Register is a key tool for dutyholders, such as building owners, developers, and managers, to track and monitor risks and ensure that appropriate measures are in place to mitigate them effectively.
		+
		+	The Risk Register is a critical tool for building safety management under the Building Safety Act, helping dutyholders proactively identify, assess, and manage risks to ensure the safety and well-being of building occupants and the wider community.
		+
		+	Overall, the Risk Register is a critical tool for building safety management under the Building Safety Act, helping dutyholders proactively identify, assess, and manage risks to ensure the safety and well-being of building occupants and the wider community.

	= Related articles on Designing Buildings =		= Related articles on Designing Buildings =

−	* ~~Risk assessment.~~	+	* Building Safety Act.
−	* Stakeholder map.	+
	* Design risk management.		* Design risk management.
	* JCT Clause 6.5.1 Insurance.		* JCT Clause 6.5.1 Insurance.
−	* Risk.	+	* Risk assessment.
	* Risk management.		* Risk management.
		+	* Risk.
		+	* Stakeholder map.
	* Stakeholders.		* Stakeholders.
	* Technical due diligence.		* Technical due diligence.
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	* Types of register.		* Types of register.

−	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Client_procedures]] [[Category:Design]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Building_safety]] [[Category:Client_procedures]] [[Category:Design]]

Designing Buildings at 08:02, 9 August 2022

2022-08-09T08:02:12Z

← Older revision		Revision as of 08:02, 9 August 2022
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	This article was created by --[[User:Buro_Happold\|Buro]][[User:Buro_Happold\|Happold]] 10:57, 13 August 2012 (BST)		This article was created by --[[User:Buro_Happold\|Buro]][[User:Buro_Happold\|Happold]] 10:57, 13 August 2012 (BST)

−	= Related articles =	+	= Related articles on Designing Buildings =

	* Risk assessment.		* Risk assessment.
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	* Technical due diligence.		* Technical due diligence.
	* Third party dependencies.		* Third party dependencies.
		+	* Types of register.

	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Client_procedures]] [[Category:Design]]		[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Client_procedures]] [[Category:Design]]

Designing Buildings at 10:38, 20 September 2021

2021-09-20T10:38:17Z

← Older revision		Revision as of 10:38, 20 September 2021
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	Finally, no matter how good your risk register is, do not make the mistake of believing you can totally cover every risk your project will face.		Finally, no matter how good your risk register is, do not make the mistake of believing you can totally cover every risk your project will face.
−
−	~~{{:Deltek_CTA_setup}}~~

	-----		-----
	This article was created by --[[User:Buro_Happold\|Buro]][[User:Buro_Happold\|Happold]] 10:57, 13 August 2012 (BST)		This article was created by --[[User:Buro_Happold\|Buro]][[User:Buro_Happold\|Happold]] 10:57, 13 August 2012 (BST)

−	= Related articles ~~on Designing Buildings Wiki~~ =	+	= Related articles =

	* Risk assessment.		* Risk assessment.

Designing Buildings at 10:15, 20 July 2021

2021-07-20T10:15:15Z

← Older revision		Revision as of 10:15, 20 July 2021
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	Finally, no matter how good your risk register is, do not make the mistake of believing you can totally cover every risk your project will face.		Finally, no matter how good your risk register is, do not make the mistake of believing you can totally cover every risk your project will face.
		+
		+	{{:Deltek_CTA_setup}}

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Designing Buildings at 10:23, 2 September 2020

2020-09-02T10:23:36Z

← Older revision		Revision as of 10:23, 2 September 2020
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	* Third party dependencies.		* Third party dependencies.

−	[[Category:Client_procedures]] [[Category:Design]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Client_procedures]] [[Category:Design]]

Designing Buildings at 14:57, 17 April 2019

2019-04-17T14:57:49Z

← Older revision		Revision as of 14:57, 17 April 2019
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	There are a number of tasks to be followed in order to develop a risk register.		There are a number of tasks to be followed in order to develop a risk register.

−	=~~<br />~~	+	= Risk identification =
−	Risk identification =	+

	The first step in developing a risk register is to identify all possible project risks. This can be done from reports and project documents, but bringing all the project team together at a risk workshop is usually considered to be the best approach. Risk workshops are held to identify all the risks associated with a project that could have an impact on cost, time or performance of the project. In addition, where possible, information from the team should be obtained on the impact of the risk and the probability of its occurrence as this will be required later.		The first step in developing a risk register is to identify all possible project risks. This can be done from reports and project documents, but bringing all the project team together at a risk workshop is usually considered to be the best approach. Risk workshops are held to identify all the risks associated with a project that could have an impact on cost, time or performance of the project. In addition, where possible, information from the team should be obtained on the impact of the risk and the probability of its occurrence as this will be required later.
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	This article was created by --[[User:Buro_Happold\|Buro]][[User:Buro_Happold\|Happold]] 10:57, 13 August 2012 (BST)		This article was created by --[[User:Buro_Happold\|Buro]][[User:Buro_Happold\|Happold]] 10:57, 13 August 2012 (BST)

−	~~= Find out more =~~	+	= Related articles on Designing Buildings Wiki =
−		+
−	=== Related articles on Designing Buildings Wiki ===	+

	* Risk assessment.		* Risk assessment.

Designing Buildings at 10:35, 14 June 2018

2018-06-14T10:35:24Z

← Older revision		Revision as of 10:35, 14 June 2018
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	There are a number of tasks to be followed in order to develop a risk register.		There are a number of tasks to be followed in order to develop a risk register.

−	= <br />	+	=<br />
	Risk identification =		Risk identification =

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	It is also worth remembering that risks, both in terms of impact and probability can change over the life of the project. Finally, it is worth considering whether there is any correlation between risks. This allows the first element in the risk register, a description of the risk, to be prepared.		It is also worth remembering that risks, both in terms of impact and probability can change over the life of the project. Finally, it is worth considering whether there is any correlation between risks. This allows the first element in the risk register, a description of the risk, to be prepared.

−	= ~~<br />~~	+	= Risk analysis =
−	Risk analysis =	+

	The risks that have been identified then need to be analysed for their probability and impact on the project (such as cost, time and resource).		The risks that have been identified then need to be analysed for their probability and impact on the project (such as cost, time and resource).
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	Finally, the analysis of probability and impact are combined into a single risk score. Again, this risk score can be presented quantitatively or qualitatively, with quantitative methods often using colours (green, amber and red) as well as words. Once again, this analysis is then entered into the risk register. Risks are often listed from highest to lowest score so as to more clearly highlight the priority risks.		Finally, the analysis of probability and impact are combined into a single risk score. Again, this risk score can be presented quantitatively or qualitatively, with quantitative methods often using colours (green, amber and red) as well as words. Once again, this analysis is then entered into the risk register. Risks are often listed from highest to lowest score so as to more clearly highlight the priority risks.

−	= ~~<br />~~	+	= Highlight warnings and identify risk resolutions =
−	Highlight warnings and identify risk resolutions =	+

	The next task initially requires the highlighting of warning signs for each risk. Often this focuses on the priority risks. It is then necessary to identify a plan of action to bring about risk resolution. While there is an inevitable tendency to focus on negative threats, thought should also be given to more positive opportunities.		The next task initially requires the highlighting of warning signs for each risk. Often this focuses on the priority risks. It is then necessary to identify a plan of action to bring about risk resolution. While there is an inevitable tendency to focus on negative threats, thought should also be given to more positive opportunities.

Editor at 15:51, 6 February 2018

2018-02-06T15:51:36Z

← Older revision		Revision as of 15:51, 6 February 2018
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−
	= Definitions =		= Definitions =

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	There are a number of tasks to be followed in order to develop a risk register.		There are a number of tasks to be followed in order to develop a risk register.

−	= <br/>Risk identification =	+	= <br />
		+	Risk identification =

	The first step in developing a risk register is to identify all possible project risks. This can be done from reports and project documents, but bringing all the project team together at a risk workshop is usually considered to be the best approach. Risk workshops are held to identify all the risks associated with a project that could have an impact on cost, time or performance of the project. In addition, where possible, information from the team should be obtained on the impact of the risk and the probability of its occurrence as this will be required later.		The first step in developing a risk register is to identify all possible project risks. This can be done from reports and project documents, but bringing all the project team together at a risk workshop is usually considered to be the best approach. Risk workshops are held to identify all the risks associated with a project that could have an impact on cost, time or performance of the project. In addition, where possible, information from the team should be obtained on the impact of the risk and the probability of its occurrence as this will be required later.
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	It is also worth remembering that risks, both in terms of impact and probability can change over the life of the project. Finally, it is worth considering whether there is any correlation between risks. This allows the first element in the risk register, a description of the risk, to be prepared.		It is also worth remembering that risks, both in terms of impact and probability can change over the life of the project. Finally, it is worth considering whether there is any correlation between risks. This allows the first element in the risk register, a description of the risk, to be prepared.

−	= <br/>Risk analysis =	+	= <br />
		+	Risk analysis =

	The risks that have been identified then need to be analysed for their probability and impact on the project (such as cost, time and resource).		The risks that have been identified then need to be analysed for their probability and impact on the project (such as cost, time and resource).

	There are two basic approaches, 'qualitative' and 'quantitative' risk analysis:		There are two basic approaches, 'qualitative' and 'quantitative' risk analysis:
−	*In a qualitative analysis, descriptive terms are used such as 'low Impact' and 'high probability'.	+
−	*In a quantitative analysis, risks will have values attributed to them, such as 'an impact of £10m' or 'a probability of 65%'.	+	* In a qualitative analysis, descriptive terms are used such as 'low Impact' and 'high probability'.
		+	* In a quantitative analysis, risks will have values attributed to them, such as 'an impact of £10m' or 'a probability of 65%'.

	The approach adopted will be influenced by the information available. It is possible to mix qualitative and quantitative analysis, although care must be taken if doing this to ensure there is not an unintentional over focus on the quantitatively defined risks.		The approach adopted will be influenced by the information available. It is possible to mix qualitative and quantitative analysis, although care must be taken if doing this to ensure there is not an unintentional over focus on the quantitatively defined risks.
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	Finally, the analysis of probability and impact are combined into a single risk score. Again, this risk score can be presented quantitatively or qualitatively, with quantitative methods often using colours (green, amber and red) as well as words. Once again, this analysis is then entered into the risk register. Risks are often listed from highest to lowest score so as to more clearly highlight the priority risks.		Finally, the analysis of probability and impact are combined into a single risk score. Again, this risk score can be presented quantitatively or qualitatively, with quantitative methods often using colours (green, amber and red) as well as words. Once again, this analysis is then entered into the risk register. Risks are often listed from highest to lowest score so as to more clearly highlight the priority risks.

−	= <br/>Highlight warnings and identify risk resolutions =	+	= <br />
		+	Highlight warnings and identify risk resolutions =

	The next task initially requires the highlighting of warning signs for each risk. Often this focuses on the priority risks. It is then necessary to identify a plan of action to bring about risk resolution. While there is an inevitable tendency to focus on negative threats, thought should also be given to more positive opportunities.		The next task initially requires the highlighting of warning signs for each risk. Often this focuses on the priority risks. It is then necessary to identify a plan of action to bring about risk resolution. While there is an inevitable tendency to focus on negative threats, thought should also be given to more positive opportunities.
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	Risk resolution can be achieved in a number of ways:		Risk resolution can be achieved in a number of ways:
−	*~~'''~~Risk mitigation~~'''~~ seeks to reduce the probability of occurrence or impact of a risk to below an acceptable threshold through a proactive parallel management action taken in advance of a negative impact arising.	+
−	*~~'''~~Risk transfer~~'''~~ seeks to shift the impact of a threat to a third party, together with ownership of the response. However, care must be taken with this approach to ensure that there are no residual unaddressed risks left within the project from a retained correlated risk.	+	* Risk mitigation seeks to reduce the probability of occurrence or impact of a risk to below an acceptable threshold through a proactive parallel management action taken in advance of a negative impact arising.
−	*~~'''~~Risk avoidance~~'''~~ is achieved by making changes to the actual project, to either eliminate the risk or to protect the project objectives from its impact. Generally, risk avoidance involves relaxing the time, cost, scope, or quality objectives.	+	* Risk transfer seeks to shift the impact of a threat to a third party, together with ownership of the response. However, care must be taken with this approach to ensure that there are no residual unaddressed risks left within the project from a retained correlated risk.
−	*~~'''~~Risk acceptance~~'''~~ means there is no change to the project to deal with a risk, and is often a reflection that it has not been possible to identify an appropriate risk resolution strategy.	+	* Risk avoidance is achieved by making changes to the actual project, to either eliminate the risk or to protect the project objectives from its impact. Generally, risk avoidance involves relaxing the time, cost, scope, or quality objectives.
		+	* Risk acceptance means there is no change to the project to deal with a risk, and is often a reflection that it has not been possible to identify an appropriate risk resolution strategy.

	When developing risk resolution strategies, especially for the most critical risks, it is important to avoid reliance on a single control or counter measure.		When developing risk resolution strategies, especially for the most critical risks, it is important to avoid reliance on a single control or counter measure.
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	= Allocating responsibility =		= Allocating responsibility =

−	The last step in developing a ~~Risk Register~~ is the allocation of an owner for each risk, and its associated monitoring and risk resolution plan.	+	The last step in developing a risk register is the allocation of an owner for each risk, and its associated monitoring and risk resolution plan.

	While it is essential that all the above information is recorded in the risk register at the start of the project, it is equally important that the risk register is treated as a living document, being reviewed and updated on a regular basis.		While it is essential that all the above information is recorded in the risk register at the start of the project, it is equally important that the risk register is treated as a living document, being reviewed and updated on a regular basis.
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	Finally, while risk registers are an essential project management tool for large construction projects the following issues need to be kept in mind if they are to be of genuine value:		Finally, while risk registers are an essential project management tool for large construction projects the following issues need to be kept in mind if they are to be of genuine value:
−	*Encourage openness and avoid blame to ensure all involved are open and honest about identifying and quantifying risks.	+
−	*If risks are incorrectly assessed and therefore prioritised, they can divert resources away from more profitably activities.	+	* Encourage openness and avoid blame to ensure all involved are open and honest about identifying and quantifying risks.
−	*If information is not presented logically and in an unbiased form it can unintentionally mislead.	+	* If risks are incorrectly assessed and therefore prioritised, they can divert resources away from more profitably activities.
−	*Unless it is regularly updated the risk register might create a false sense of security with important risks going unrecognised.	+	* If information is not presented logically and in an unbiased form it can unintentionally mislead.
		+	* Unless it is regularly updated the risk register might create a false sense of security with important risks going unrecognised.

	Finally, no matter how good your risk register is, do not make the mistake of believing you can totally cover every risk your project will face.		Finally, no matter how good your risk register is, do not make the mistake of believing you can totally cover every risk your project will face.

−	----	+	-----
−		+	This article was created by --[[User:Buro_Happold\|Buro]][[User:Buro_Happold\|Happold]] 10:57, 13 August 2012 (BST)
−	This article was created by --[[User~~%3ABuro%20Happold~~\|Buro]][[User~~%3ABuro%20Happold~~\|Happold]] 10:57, 13 August 2012 (BST)	+

	= Find out more =		= Find out more =

	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===
−	*Risk assessment.
−	*Stakeholder map.
−	*Design risk management.
−	*Risk.
−	*Risk management.
−	*Stakeholders.
−	*Technical due diligence.
−	*Third party dependencies.

−	[[Category:~~Design~~]]	+	* Risk assessment.
−	[[Category:~~Client_procedures~~]]	+	* Stakeholder map.
		+	* Design risk management.
		+	* JCT Clause 6.5.1 Insurance.
		+	* Risk.
		+	* Risk management.
		+	* Stakeholders.
		+	* Technical due diligence.
		+	* Third party dependencies.
		+
		+	[[Category:Client_procedures]] [[Category:Design]]

Designing Buildings at 05:44, 26 May 2014

2014-05-26T05:44:47Z

← Older revision		Revision as of 05:44, 26 May 2014
Line 62:		Line 62:
	----		----

−	This article was created by--[[User%3ABuro%20Happold\|Buro]][[User%3ABuro%20Happold\|Happold]] 10:57, 13 August 2012 (BST)	+	This article was created by --[[User%3ABuro%20Happold\|Buro]][[User%3ABuro%20Happold\|Happold]] 10:57, 13 August 2012 (BST)

	= Find out more =		= Find out more =

Designing Buildings: moved Risk register to Risk register for building design and construction

2014-05-14T07:04:50Z

moved Risk register to Risk register for building design and construction

← Older revision

Revision as of 07:04, 14 May 2014