Risk registers that are actually used

Most projects start with a risk register. Few still use it by the midpoint. A register only adds value if it shapes decisions.

Keep it focused

List the risks that could seriously affect cost, schedule, quality or safety. Twenty well-understood risks are more useful than a hundred generic ones.

Describe causes and effects

Write risks as cause and consequence: "Import clearance delays could hold up switch delivery, delaying installation at three sites." Clear wording leads to clear actions.

Score simply

Rate likelihood and impact on a small scale to decide which risks need attention first.

Assign owners and actions

Every significant risk needs an owner and specific actions with dates — order early, identify an alternative supplier, add a buffer to the schedule.

Review in every meeting

Discuss the top few risks at each project meeting. Close risks that have passed and add new ones.

Escalate when needed

Risks beyond the project team's control should go to the sponsor promptly.

See our ICT project management services.