Risks-Assumptions-

Issues-Dependencies
(RAID) Log
 RAID Log - Document Control
BETTER CARE VICTORIA USE ONLY

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Document Location: <insert>

Document version
Version Effective From Effective To Change Summary
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RAID Log - Guidance

What is the purpose of using this tool?

Effective management of project risks, issues, assumptions and dependencies is critical to successful project delivery. The RAID Lo
document in which all of can be recorded and monitored, making sure nothing "slips through the cracks". These terms are defined
is important to use each one:

Term Definition Why should I use this log?

A Risk Log is important for the following reasons:
• Helps Project Leads to reduce the risks identified befo
during the project, better positioning the project for su
An uncertain future event, which if it occurred, could
outcomes
influence the successful achievement of parts of the • Allows Project Leads to identify how serious the risk is
Risk project. I.e. something that could go wrong during project using likelihood, consequence and overall ratin
your project or an "issue waiting to happen". When a • Makes it easy to communicate the key risks and how
risk eventuates, it turns into an issue. being managed to key stakeholders
• Ensures everyone is on the same page for how the ris
managed and who is accountable
A piece of information which is deemed 'true' even An Assumption Log is important for the following reason
though the outcome may or may not be true. E.g. an • Maintains all assumptions in one place for easy refere
assumption in project planning is that a key clinician points in the project
is available to provide advice, this may later turn out
Assumption • Assumptions made early in the project planning are re
to be false and could impact the project delivery.
Therefore this assumption needs to be monitored so reviewed for changes
a 'Plan B' can be put in place quickly if it is to • Where changes occur, Project Leads can quickly resp
change. minimise any impact on the project outcomes
An Issue Log is important for the following reasons:
• Helps Project Leads to monitor issues identified befor
during the project
Something that is going wrong now in a project. This • Allows Project Leads to identify how serious the issue
is different from a risk as issues are a problem today, project using severity and overall rating criteria
Issue
unlike risks which are problems which may or may
not occur in the future. • Makes it easy to communicate the key issues and how
being managed to key stakeholders
• Ensures everyone is on the same page for how the is
managed and who is accountable
An Assumption Log is important for the following reason
Something that must be delivered to enable a • Maintains all dependencies in one place for easy refe
project’s delivery. These can be internal inputs such points in the project
as the need to perform project tasks in a certain
Dependency
sequential order, or external inputs such as the need • External dependencies can be regularly reviewed for
for a third party to complete a task before you can that may impact the project
complete one of your tasks. • Where changes occur, Project Leads can quickly resp
minimise any impact on the project outcomes

When should I use this tool?

An initial list of risks, assumptions, issues and dependencies will be documented as part of the project's Business Case and Projec
Business Case and Project Charter are approved, the Project Lead should populate these into the RAID Log and update regularly
changes. Better Care Victoria recommends weekly updates to the RAID Log at a minimum. This will include changes to existing inf
populating new information.
Before the project starts, be sure to identify the single governing body that will be accountable for ensuring Risks, Issue, Assumptio
are recognised, monitored and effectively managed. This log should be reported formally to this governing group.
Maintaining a RAID Log with current information makes it easier for Project Leads to monitor important areas of the project and also
reporting on project status a more quick and simple process.

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An initial list of risks, assumptions, issues and dependencies will be documented as part of the project's Business Case and Projec
Business Case and Project Charter are approved, the Project Lead
Page 4 should populate these
09 - 160506 into
BCV the Log_Template
RAID RAID Log and with
update regularly
prompts
changes. Better Care Victoria recommends weekly updates to the RAID Log at a minimum. This will include changes to existing inf
populating new information.
Before the project starts, be sure to identify the single governing body that will be accountable for ensuring Risks, Issue, Assumptio
are recognised, monitored and effectively managed. This log should be reported formally to this governing group.
Maintaining a RAID Log with current information makes it easier for Project Leads to monitor important areas of the project and also
reporting on project status a more quick and simple process.

How do I use this tool?

Risk Log
1. When you are aware of a new risk, while in a meeting or doing your work, record it in the Risk Log starting with entering a Refer
is a simple way for you to track the number of risks throughout the duration of the Project. e.g. 1, 2, 3
2. Every new risk should have a default Status of "Open". At a later point, this risk may no longer be considered a risk and therefor
be changed to "Closed".
3. Enter the Date Raised using the following format: DD/MM/YY.
4. Enter the first and last name of the person who identified the risk in the Raised by column.
5. Enter a Risk Title - a “newspaper headline” style statement which can be used when quickly referring to the risk
6. Enter a Risk Description - further information about the risk which should include how it could happen (the cause), what could h
consequences if the risk occurs
7. Using the "Risk Matrix" tab, identify the most appropriate Impact Category for this risk. Does it impact:
Project Budget - the ability of the project to deliver to it's original budget
Project Schedule - the ability to achieve the agreed tasks, milestone or deliverables
Project Benefits - the ability to achieve the agreed benefits
Project Quality - the ability to achieve the quality of deliverables agreed at project commencement
8. Once you have identified the most appropriate Impact Category, again use the "Risk Matrix" tab to select which Impact Level is
5). Note that there is not necessarily a right or wrong answer, use your judgement to make a best guess.
9. Using the "Risk Matrix" tab, select which Consequence Level is most appropriate (1-5). Note that there is not necessarily a righ
use your judgement to make a best guess.

10. The Risk Rating will then auto populate by multiplying the Impact Level by the Consequence Level. No manual entries are req
11. Knowing the Risk Rating, select the Risk Response Type. This will be one of the following four options: (refer to the "Risk Matr
explanation of each Risk Response Type)
Accept - if selected, no further information is required in the Risk Log. All risks which have been 'accepted' should be revie
completion to identify whether these have impacts on business as usual operations.
Mitigate
Share
Transfer

12. If you selected "Mitigate", "Share" or "Transfer" in step 11, enter Risk Response Plan(s). These are the actions that will be put
likelihood or impact of the risk. When selecting the best response option, consideration should be given to costs and benefits of put
action, resource implications and impact on other stakeholders.
A Risk Response Plan can be preventative (implemented immediately) or a contingency (implement if/when risk occurs and turns in

13. Enter a Response Plan Owner for each Risk Response Plan documented - this is the person who is responsible for ensuring t
implemented. This should be allocated to those best placed to address the risk. The Project Lead is responsible for ensuring this re
communicated to the Response Plan Owner.

14. Enter a Response Plan Due Date for each Risk Response Plan documented using the following format: DD/MM/YY. This is the
the Response Plan is to be completed by. The Project Lead is responsible for ensuring this due date is communicated to the Respo

15. Monitor the risk and update the information as required. If a risk is no longer relevant, the Status can be updated to "Closed".
Assumptions Log
1. When an assumption is made, record it in the Assumption Log starting with entering a Reference Number — this is a simple wa
number of assumptions throughout the duration of the Project. e.g. 1, 2, 3
2. Every new assumption should have a default Status of "Open". At a later point, this assumption may no longer be valid and ther
then be changed to "Closed".

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 Page 5 09 - 160506 BCV RAID Log_Template with prompts

How do I use this tool?

3. Enter the Date Raised using the following format: DD/MM/YY.
4. Enter an Assumption Title - a “newspaper headline” style statement which can be used when quickly referring to the assumptio
5. Enter an Assumption Description - further information about the assumption which should include why the assumption was ma
of the project it impacts.

6. Enter an Owner for each assumption - this is the person who is responsible for ensuring the assumption remains valid and is us

7. Monitor the assumption and update the information as required. If an assumption is no longer valid the Status can be updated to
Issues Log
1. When you are aware of a new issue, while in a meeting or doing your work, record it in the Issue Log starting with entering a Ref
this is a simple way for you to track the number of risks throughout the duration of the Project. e.g. 1, 2, 3
2. Every new issue should have a default Status of "Open". At a later point, this issue may no longer be considered a issue and the
then be changed to "Closed".
3. Enter the Date Raised using the following format: DD/MM/YY.
4. Enter the first and last name of the person who identified the issue in the Raised by column.
5. Enter an Issue Title - a “newspaper headline” style statement which can be used when quickly referring to the issue
6. Enter an Issue Description - further information about the issue which should include “why it happened” (the cause),“what happ
the consequences that have occurred / may occur
7. Using the "Issue Matrix" tab, identify the most appropriate Issue Priority Rating for this risk. Does it impact:
Extreme
High
Moderate
Low
8. Knowing the Issue Priority Rating, select the Issue Response Type. This will be one of the following four options: (refer to the "I
further explanation of each Issue Response Type)
Accept - if selected, no further information is required in the Issue Log. All issues which have been 'accepted' should be re
completion to identify whether these have impacts on business as usual operations.
Mitigate
Share
Transfer
9. If you selected "Mitigate", "Share" or "Transfer" in step 11, enter Issue Response Plan(s). These are the actions that will be put
issue. When selecting the best response option, consideration should be given to costs and benefits of putting in place the action, r
and impact on other stakeholders.
10. Enter a Response Plan Owner for each Issue Response Plan documented - this is the person who is responsible for ensuring
implemented. This should be allocated to those best placed to address the issue. The Project Lead is responsible for ensuring this
communicated to the Response Plan Owner.

11. Enter a Response Plan Due Date for each Issue Response Plan documented using the following format: DD/MM/YY. This is th
the Response Plan is to be completed by. The Project Lead is responsible for ensuring this due date is communicated to the Respo

12. Enter the Date Last Assessed using the following format: DD/MM/YY.
13. Monitor the issue and update the information as required. If a risk is no longer relevant, the Status can be updated to "Closed"

Dependency Log

1. When you are aware of a new dependency, while in a meeting or doing your work, record it in the Dependency Log starting with
Number — this is a simple way for you to track the number of dependencies throughout the duration of the Project. e.g. 1, 2, 3

2. Every new dependency should have a default Status of "Open". At a later point, this assumption may no longer be valid and the
then be changed to "Closed".

3. Enter the Date Raised using the following format: DD/MM/YY.

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 Page 6 09 - 160506 BCV RAID Log_Template with prompts

How do I use this tool?

4. Select whether the dependency is Internal / External as defined by:
Internal - relate to tasks within this project under the control of the Project Lead
External - relate to tasks outside of this project which are not in the control of the Project Lead
5. Enter one of the tasks or milestones in Task A. This can be either of the two tasks or milestones in question.
6. Select the Person(s) Responsible for Task A - this is the person who is responsible for ensuring Task A is completed.

7. Enter the other task or milestone in Task B. This can be either of the two tasks or milestones in question.

8. Select the Person(s) Responsible for Task B - this is the person who is responsible for ensuring Task B is completed.

9. Select the Type of Dependency which is most appropriate for the dependency. This can be one of four options:
Task A cannot start until Task B is finished
Task A cannot finish until Task B is finished
Task B cannot start until Task A is finished
Task B cannot finish until Task A is finished

10. Identify the most appropriate Severity Rating for this dependency. This can be one of four options:

High: essential, required for completion

Medium: can proceed with some risks, contingency plans may be required
Low: would be nice to have but can proceed with low risk

11. Enter any Proposed Action(s) to Manage the Dependency. These are the actions that will be put in place to reduce the risk o
causing issues to the project. When selecting actions, consideration should be given to costs and benefits of putting in place the ac
implications and impact on other stakeholders. Proposed Action(s) to Manage the Dependency
12. Enter Date Dependency is Expected to be Resolved - this will generally be the date the dependent task is due for completion
tasks are dependent on components of a particular task, where this is the case enter the date this component is due for completion
in the commentary.
13. Enter Commentary (if required) — add any additional notes on information about the dependency.

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 Page 7 09 - 160506 BCV RAID Log_Template with prompts

. The RAID Log acts as a single

s are defined below including why it

s log?
asons:
dentified before and
project for successful
ous the risk is to the
nd overall rating criteria
sks and how they are

or how the risks are

lowing reasons:
or easy reference at

lanning are regularly

n quickly respond to
omes
reasons:
entified before and

ous the issue is to the

criteria
sues and how they are

or how the issues are

lowing reasons:
for easy reference at

reviewed for changes

n quickly respond to
omes

se and Project Charter. Once the

ate regularly as the information
to existing information and

ue, Assumptions and Dependencies

oject and also helps make

Page 7 of 27
 Page 8 09 - 160506 BCV RAID Log_Template with prompts

ering a Reference Number — this

k and therefore the Status can then

, what could happen and the

pact Level is most appropriate (1-

essarily a right or wrong answer,

ntries are required for this section.

he "Risk Matrix" tab for further

hould be reviewed at project

hat will be put in place to reduce the

benefits of putting in place the

rs and turns into an issue)

for ensuring the Response Plan is

nsuring this responsibility is

YY. This is the timeframe in which

d to the Response Plan Owner.

to "Closed".

s a simple way for you to track the

valid and therefore the Status can

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 Page 9 09 - 160506 BCV RAID Log_Template with prompts

he assumption.
mption was made and what aspects

alid and is usually the Project Lead.

be updated to "Closed".

entering a Reference Number —

issue and therefore the Status can

e
e),“what happened” (the issue) and

refer to the "Issue Matrix" tab for

should be reviewed at project

hat will be put in place to resolve the

e the action, resource implications

e for ensuring the Response Plan is

ensuring this responsibility is

/YY. This is the timeframe in which

d to the Response Plan Owner.

d to "Closed".

starting with entering a Reference

.g. 1, 2, 3

valid and therefore the Status can

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 Page 10 09 - 160506 BCV RAID Log_Template with prompts

ted.

eted.

uce the risk of the dependency

n place the action, resource

for completion. In some instances

or completion. and provide details

Page 10 of 27
 Risk Matrix

Level Scale
Project Budget
>10% budget impact requiring
Significant impact – need to reschedule
5 Catastrophic revision to Business Case and
additional funding required
5-10% budget impact with
additional funding required to
4 Major
maintain scope, quality and
schedule
2-5% budget impact requiring
3 Moderate
release of contingency funding
> 2% budget impact absorbed
within existing budget but
2 Minor
requires adjustment to funding
allocation
Budget impact easily absorbed
1 Insignificant
within existing budget
Impact Scale
Project Impact Categories
Project Schedule
project significantly.
High impact – need an extension of
project timeframes.
Medium impact – can be managed in
current schedule but significantly
reduces buffer time built into schedule.
Small impact – can be managed within
current buffer time built into schedule.
Insignificant schedule change.
Project Benefits
Inability to achieve key project
benefits with significant impact on
project success, project/program
terminated
Major degradation of key project
benefits with substantial impact
on project success
Impact on the achievement of a
number of key project benefits
with intervention required to meet
all project benefits and potential
impact on project success
Inability to achieve some project
benefits with minimal impact on
project success
Insignificant benefit impact.

Likelihood Scale
Level Scale Description
5 Almost Certain Expected to occur
4 Likely Will probably occur
3 Possible Capable of happening

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 2 Unlikely Not likely, improbable
1 Rare Occurring very infrequently

Likelihood Scale
Risk Rating Matrix
Rare Unlikely Possible
Catastrophic High High High
Major Medium High High
Impact Scale Moderate Low Medium Medium
Minor Low Low Medium
Insignificant Low Low Low

Risk or Issue Response Type

Term Description
This type of risk/issue response involves the project taking an informed decision that the risk/issue is within the tolerance for the project and no action
will be taken to avoid, transfer or mitigate the risk/issue. Examples include accepting that the level of risk left after mitigations have been applied is
Accept
within the risk tolerance. Also for risks/issues that have low impact or likelihood ratings where the effort to avoid / transfer / mitigate would be equal to
or greater than the risk/issue itself.

This type of risk/issue response involves evading the risk/issue altogether by eliminating the cause of the risk/issue event, or changing the project
Mitigate
planning in order for the risk/issue to no longer exist.

Share This type of risk/issue response involves assigning a third party to deliver the opportunity.

This type of risk/issue response involves placing the consequences or impact of the risk/issue to a third party. The risk/issue still exists so it is not
Transfer avoided but responsibility rests elsewhere. Examples include insurance and contracts where the risk is borne by a third party. Contract where a skill
set is acquired for the project for a fee.

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trix

Project Quality

Critical quality issues with key deliverable(s),

substantial loss of stakeholder confidence

Major quality issues with key deliverable(s),

impacting / delaying project

Several quality issues with key deliverable(s)

Minor quality issues with key deliverable(s)

Insignificant impact to the quality of key

deliverable(s)

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 Likely Almost Certain
High High
High High
High High
Medium Medium
Low Low

Page 14 of 27
 Issue Matrix

Priority Scale
Priority Description Impact
Significant reschedule of project
timeframes

>10% budget impact requiring

revision to Business Case and
Project progress has additional funding required
stopped and needs
Critical
significant intervention to Failure in clinical governance
move ahead processes systems resulting in fatality
requiring extensive internal and medico
legal investigation, coroner’s
notification, significant penalties or
compensation payments

Extension required for project schedule

5-10% budget impact with

additional funding required to
maintain scope, quality and
Project progress at risk if schedule
High
issue is not resolved
Clinical event resulting in serious
permanent injury, requiring internal and
medico legal investigation, external
mediation, major penalties or
compensation payments

Can be managed in current schedule

but significantly reduces buffer time
built into schedule.
Progress being impacted
but issue is being
Medium managed. Non Critical. 2-5% budget impact requiring
Needs attention but not release of contingency funding
yet urgent
Clinical event resulting in temporary
injury or impact with considerable effect
on consumers

Can be managed within current buffer

time built into schedule.

> 2% budget impact absorbed

Progressing per plan, no
within existing budget but
major issues. Minor
Low requires adjustment to funding
Impact. Able to resolve
allocation
easily
Negligible clinical event without or
minimal short term impact on
consumers

Page 15 of 27
 Risk or Issue Response Type
Term Description

This type of risk/issue response involves the project taking an informed decision that the risk/issue is within
the tolerance for the project and no action will be taken to avoid, transfer or mitigate the risk/issue.
Accept Examples include accepting that the level of risk left after mitigations have been applied is within the risk
tolerance. Also for risks/issues that have low impact or likelihood ratings where the effort to avoid / transfer
/ mitigate would be equal to or greater than the risk/issue itself.

This type of risk/issue response involves evading the risk/issue altogether by eliminating the cause of the
Mitigate
risk/issue event, or changing the project planning in order for the risk/issue to no longer exist.

Share This type of risk/issue response involves assigning a third party to deliver the opportunity.

This type of risk/issue response involves placing the consequences or impact of the risk/issue to a third
party. The risk/issue still exists so it is not avoided but responsibility rests elsewhere. Examples include
Transfer
insurance and contracts where the risk is borne by a third party. Contract where a skill set is acquired for
the project for a fee.

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trix

e
Action plans

Immediate action required and

commitment of Executive Sponsor /
governance group. Issue Response Plan
prepared and documented in < 1 week.
Monitoring of Issue Response Plan at
least weekly.

Executive Sponsor / governance group

attention required. Issue Response Plan
documented in <2 weeks. Monitoring of
Issue Response Plan at least fortnightly.

Project Lead responsible for managing

the issue unless otherwise stated. Issue
Response Plan optional

Project Lead responsible for managing

the issue unless otherwise stated. Issue
Response Plan optional

Page 17 of 27
nse Type

aking an informed decision that the risk/issue is within

taken to avoid, transfer or mitigate the risk/issue.
after mitigations have been applied is within the risk
or likelihood ratings where the effort to avoid / transfer
greater than the risk/issue itself.

risk/issue altogether by eliminating the cause of the

g in order for the risk/issue to no longer exist.

ning a third party to deliver the opportunity.

consequences or impact of the risk/issue to a third

ut responsibility rests elsewhere. Examples include
third party. Contract where a skill set is acquired for
for a fee.

Page 18 of 27
 Project Risk Log

Risk
Impact Risk Impact Risk Response
Risk ID Status Date Raised Raised By Risk Title Risk Description Likelihood Risk Rating
Category Rating Type
Rating

Training requirements may not be met caused

Staff minimum training
John Do, by lack of formal assessment of staff's training
EXAMPLE Open 4/30/2016 requirements not met prior Project Benefits (4) Major (3) Possible High Mitigate
Project Lead needs, resulting in inability to implement
to implementation
change in practice

1
2
3
4

Page 19 of 27
Project Risk Log

Response Plan Response Plan

Risk Response Plan(s)
Owner Due Date

1) Project Lead to identify number of staff

1) Project Lead
impacted by change and undertake a Training
2) Steering 1) 20/05/2016
Needs Analysis to confirm the training required
Committee 2) 30/05/2016
2) Steering Committee to sign off on detailed
Chair
Training Plan

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 Project Assumptions Log

Assumption Assumption Title /

Status Date Raised Description of Assumption Owner
ID Short Name
Clinical staff will be made available for project activities that
EXAMPLE Open 4/30/2016 Clinical staff availability John Do, Project Lead
relate to their area of expertise
1
2
3
4
5

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 Project Issues Log

Issue
Issue Priority Response Plan
Issue ID Status Date Raised Raised By Issue Title Issue Description Response Issue Response Plan(s)
Rating Owner
Type
1) Follow up on recruitment activities on a
daily basis for progress towards finding a
Project Lead is exiting the organisation replacement 1) Project Lead
EXAMPLE Open 4/30/2016 John Do, Project Lead Project Lead resourcing High Accept
with no current replacement 2) Project Lead to develop comprehensive 2) Project Lead
handover document in the event of no
physical handover as an option
1
2
3
4
5

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ect Issues Log

Response Plan Date Last

Due Date Assessed

1) 20/05/2016
5/6/2016
2) 30/05/2016

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 Project Dependency Log

Internal / Person(s) Responsible for Person(s) Responsible for

Dependency ID Status Date Raised Task A Task B
External Task A Task B
Organisation-wide consumer
Commence transfer of electronic Project Lead for PAS
EXAMPLE Open 4/30/2016 External John Do, Project Lead administration system implementation on
consumer records from floor A to floor B implementation
floor B

2
3
4
5

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oject Dependency Log

Date Dependency
Proposed Action(s) to Manage
Dependency Type Severity Rating Expected to be Commentary
the Dependency
Resolved
Task A cannot start until Task B Project Leads to meet fortnightly to
Medium 5/20/2016 N/A
is finished keep up to date on progress

Page 25 of 27
Drop Down Inputs - for Better Care Victoria Use Only

Status Likelihood Impact

Please select (5) Almost Certain (3) Moderate
Open (5) Almost Certain (4) Major

(5) Almost Certain (5) Catastrophic

Closed
(4) Likely (3) Moderate
RISK LOG (4) Likely (4) Major
Consequence Category (4) Likely (5) Catastrophic
Please select (3) Possible (4) Major
Project Cost (3) Possible (5) Catastrophic
Project Schedule (2) Unlikely (4) Major
Project Benefits (2) Unlikely (5) Catastrophic
Project Quality (1) Rare (5) Catastrophic
(5) Almost Certain (2) Minor
Risk Response Type (4) Likely (2) Minor
Please select (3) Possible (2) Minor
Accept (3) Possible (3) Moderate
Mitigate (2) Unlikely (3) Moderate
Share (1) Rare (4) Major
Transfer (5) Almost Certain (1) Insignificant
(4) Likely (1) Insignificant
Dependency Type (3) Possible (1) Insignificant
Please select (2) Unlikely (1) Insignificant
Task A cannot start until Task B is finished (2) Unlikely (2) Minor
Task A cannot finish until Task B is finished (1) Rare (1) Insignificant
Task B cannot start until Task A is finished (1) Rare (2) Minor
Task B cannot finish until Task A is finished (1) Rare (3) Moderate

Dependency Internal / External

Please select
Internal
External

Severity Rating
Please select
Critical
High
Medium
Low

Severity Rating - Dependencies

Please select
High
Medium
Low
 (5) Almost Certain(3) Moderate High
(5) Almost Certain(4) Major High
(5) Almost Certain(5) Catastrophic
High
(4) Likely(3) Moderate High
(4) Likely(4) Major High
(4) Likely(5) Catastrophic High
(3) Possible(4) Major High
(3) Possible(5) Catastrophic High
(2) Unlikely(4) Major High
(2) Unlikely(5) Catastrophic High
(1) Rare(5) Catastrophic High
(5) Almost Certain(2) Minor Medium
(4) Likely(2) Minor Medium
(3) Possible(2) Minor Medium
(3) Possible(3) Moderate Medium
(2) Unlikely(3) Moderate Medium
(1) Rare(4) Major Medium
(5) Almost Certain(1) Insignificant Low
(4) Likely(1) Insignificant Low
(3) Possible(1) Insignificant Low
(2) Unlikely(1) Insignificant Low
(2) Unlikely(2) Minor Low
(1) Rare(1) Insignificant Low
(1) Rare(2) Minor Low
(1) Rare(3) Moderate Low