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This is an HTML version of an attachment to the Freedom of Information request 'Information relating to the forthcoming rollout of the SCR'.

Risks


              
              
              
              
IDDescriptionProject Category (Work-stream)Likelihood 1 = Rare, 2 = Unlikely, 3 = Possible 4 = Likely, 5 = CertainConsequence 1 = Minor 2 = Medium, 3 = Significant, 4 = MajorScore (Clear = Low Grey = Moderate, Yellow= Significant, Red = HighImpact on Project £/Clinical/OperationalPlanned Response (P)revention (R)eduction (T)ransference (A)cceptance (C)ontingency OwnerWho raised riskDate raisedCurrent/Last Action/CommentsStatus
R1Inadequate finance and resources provided for implementation and roll-out to (potentially) all practices.Finance33** 9Lack of up-front financial commitment from the PCT will render the project unviable.PDiscussions underway with PCT, SHA and CfH as to financial commitment and additional resourcesProject Manager Project Manager12.11.08Meetings being arranged. Business Cace and funding approved by the Project Board 16th September, 2009.Closed
R2Resources or finance re-deployed during project lifespan.Finance22** 4May result in an extended time frame for roll-out.PCommitment in Business Case and PID to ring-fence budget.Project Manager Project Manager12.11.08Business Case and PID designed to prevent this.Open
R3GPs fail to engage (lack of incentives).Communication 32** 6Project may not achieve it's 60% target.PCommunications Manager role created in Business CaseProject Manager Project Manager12.11.08 Open
R4GP Systems have different version/releases which might not support softwareIT22** 4May shape the way each wave is designed.CAdditional costs included in Business Case.Project Manager Project Manager12.11.08 Open
R5Adverse incidents occuring during the Public Information Phase leading to negative publicity (eg sending letters to deceased patients).Project Team33** 9Would result in lack of confidence in product and service.PCommunications Manager role created in Business Case and Communications Policy will be created to guard against this riskProject Manager Project Manager12.11.08 Open
R6Poor attendance at events due to inadequate publicity.Communication 22** 4Not a major impact.PPublicity will take many forms as set out in Communications Policy.Project Manager (until Board appointed)Project Manager12.11.08 Open
R7Access cards fail to function.IT23** 6Operational impact would be severe.T/PCfH have tested equipment on other sites; specifications for external products to be designed and quality strictly monitored in line with Quality Policy.Project Manager (until Board appointed)Project Manager12.11.08 Open
R8Smartcards not available to all appropriate healthcare workers.Management32** 6Cost Implication for project.T/CSmartcards are within the remit of the RA process. The Project will carry out an audit in the early stages and decide.Project Manager (until Board appointed)Project Manager12.11.08  
R9Insufficient Agents recruited and trained.Management32** 6Operational impact in the roll-out may be staggered.PSet minimum numbers of Agents at the outset of each stage.Project Manager Project Manager12.11.08Engaging with PALS and Training Teams 
R10Agent 'resignations' or sickness at crucial stage of the project.Management23** 6Operational impact in the roll-out may be staggered.PSet minimum numbers of Agents at the outset of each stage.Project Manager Project Manager12.11.08  
R11Project becomes unviable due to change of UK Governement or deeper rescession forcing re-deployment of funds.Management12** 2Any policy changes could probably only be implemented after this project endsAVote ConservativeProject Manager )Project Manager12.11.08  
R12Project lead/managers withing the PCT have insufficient availability to respond quickly and appropriately to activities required within the stage plans and issues raised throughout the project.Management23** 6Operational impact in the roll-out may be staggered.PCommitment in Business Case and PID to ring-fence budget.Project Manager Project Manager12.11.08  
R13Board, Team and Executive fail to identify all risks at start of and at stages throughout the project.Management23** 6Could have cost, clinical and operational impact.PRegular Risk Assessments to be carried out.Project Manager Project Manager12.11.08  
R14Winter pressures force GPs to delay uptake.Management12** 2GPs are more likely to find more convincing reasons to do/not do.RCommunications PlanProject Manager Project Manager12.11.08  
R15The need for financial year-end expenditure forces constraints on time and thus quality of delivery.Finance11** 1Cost and Quality ImplicationsRMonitor project costs.Project Manager Project Manager12.11.08  
R16Organisational change within the NHS, PCT or SHIS impinges on the project.Management12** 2Unlikely in the sense of this being a National Programme Initiative.AWait and see.Project Manager Project Manager12.11.08  
R17Connecting for Health fail to provide sufficient support, information, software, training.Management12** 2Cost Implication for project.RCfH need to be aware that the PCT are unlikely to proceed and continue without external support.Project Manager Project Manager12.11.08 Open
R18Network issues lead to loss of data.IT23** 6Operational IssuePTesting Plan to include Network issues.Project Manager Project Manager12.11.08 Open
R19Applications for Healthspace access are lost or failed to be processed.Management23** 6Operational IssuePPCT staff to be given process flows and quality monitoring put in place.Project Manager Project Manager12.11.08 Open
R20Local arrangements fail to resolve patients' concerns over confidentiality etc.Management23** 6Communications IssuePAgents will be trained in dealing with and recording patients' concerns.Project Manager Project Manager12.11.08 Open
R21The project fails to build on the positive response from GPs.Management22** 4Communications IssuePThe Communications and Quality Plans must reflect the PR aspect of the project.Project Manager Project Manager12.11.08 Open
R22Connecting for Health originally considered £12 per PCT to help towards project costs. This may not happen.Finance41** 4Budget will be reduced by £12AAcceptance if it becomes an issue.Project Manager Project Manager12.8.0910.3.09 - This is now unlikely to happen.Closed
R23Connecting for Health need to enable access for Somerset Patients to register for Basic HealthSpace and print off the Advanced HealthSpace registration form to enable validation of Identification Evidence at drop-in sessions. If they fail or refuse HealthSpace cannot continue.Management33** 9HeathSpace will need to be deferred or abandonedPEscallated to SHA who are dealing with the caseProject Manager Project Manager8.3.09CfH still have this under discussion 13/3/09Open
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              
              

Issues


 Issue Type:1General Project Issue         
  2Request for Change (to Project Requirements)         
  3Request for Change (to a Product)         
  4Off-Specification (forecast failure)         
  5Partial Failure against Plan         
             
IDDescriptionProject Category (Workstream)Type of Issue (see Key above)Consequence 1 = Minor 2 = Medium, 3 = Significant, 4 = MajorScoreImpact on Project £/Clinical/OperationalPlanned Response/Counter MeasureOwnerWho raised risk/issueDate raisedCurrent/Last Action/CommentsStatus
1The version of the Identity Agent Client currently being rolled-out as part of the Order Communications and GP Rolling Programme is too low a version to support Smart Card Access to Summary Care Records on the Spine.Comms13** 3Cost or Time IncreaseWorking with Order Comms, IT roll-out team and Derek Lewis to: 1. Test version 11.02 2. Piggy-back onto planned practice visitsDavid TuckerDavid Williams11.3.09 Open
2           Open
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Scores


       
       
Risk Assessment Matrix      
       
ConsequencesProbability 
 Rare 1Unlikely 2Possible 3Likely 4Certain 5 
Minor 112345 
Medium 2246810 
Significant 33691215 
Major 448121620 
       
       
Key:Low RiskModerate RiskSignificant RiskHigh Risk  
       
       
Issues Assessment Matrix      
       
ConsequencesType of Issue 
 General Project IssueRequest for Change (of Project Requirements)Request for Change (to a Product)Off-Specification (forecast failure)Partial Failure against plan  
Project Rating12345 
Minor 112345 
Medium 2246810 
Significant 33691215 
Major 448121620 
       
       
Key:Low ImpactModerate ImpactSignificant ImpactHigh Impact  

Lessons Learned


         
         
         
         
IDDate of EntryDescription of EventWhat caused the event (remember this can be possitive (went well) as well as negative (not so well).Notes on performance of tools or methods used Recommendations for future projectsUseful measurements on effort requiredNotes on effectiveness of Quality Reviews, testing etc.Any other comments
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Spreadsheet's Author: SPCT Admin User
Last Updated with Excel 97

** This cell's data may not be accurate.
 
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