Excursion Risk Management Plan Proforma

Name of project: Chunnel Tunnel Name of client: French and British Government Description and location of project: Construction of underground tunnel joining England and France. Project duration: 1987-1994 Activity Hazard Identification Risk Type/Cause Assessment
Use matrix

Phase: Development Phase Name of contractor: CTG/FM

Elimination or Control Measures

Who

When

Changing design cost overruns To many contract claims Differences in governments

Undefined scope Inadequate supply of cash Wrong type of contract and undefined scope Lack of communication

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Scope must be defined to the maximum possible detail. Financial feasibility Deciding most appropriate type of contract and defining the rights of control for each stakeholder involved. Frequency of reports can be increased; a spirit of teamwork can be inculcated.

Venue and safety information reviewed and attached: Yes / No Plan prepared by: Position: Date: Prepared in consultation with: Communicated to: Monitor and Review - Monitor the effectiveness of controls and change if necessary. Review the risk assessment if an incident or a significant change occurs.

Excursion Risk Management Plan Proforma

Excursion Risk Management Plan Proforma

Name of project: Chunnel Tunnel Name of client: French and British Government Description and location of project: Construction of underground tunnel joining England and France. Project duration: 1987-1994 Activity Hazard Identification Risk Type/Cause Assessment
Use matrix

Phase: Implementation Phase Name of contractor: CTG/FM

Elimination or Control Measures

Who

When

Conflict of interest in the procurement stage Changing scope of project

Cost escalation Margin for increased costs

Many direct or indirect contractors who were investors Overlapping of design and construction activities due to fast track design process Changing scope leading to, too many contract claims Fixed price contracting method leading to increased completion between contractors.

Deciding most appropriate type of contract and defining the rights of control for each stakeholder involved. Scope must be defined properly before the implementation of the project. Overlapping of activities must be avoided for projects which are first of its kind. Cost analysis to be done and most appropriate kind of contract must be procured. Suitable contract type to be selected.

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Venue and safety information reviewed and attached: Yes / No Plan prepared by: Position: Date: Prepared in consultation with: Communicated to: Monitor and Review - Monitor the effectiveness of controls and change if necessary. Review the risk assessment if an incident or a significant change occurs.

Name of project: Chunnel Tunnel Name of client: French and British Government Description and location of project: Construction of underground tunnel joining England and France. Project duration: 1987-1994 Activity Hazard Identification Risk Type/Cause Assessment
Use matrix

Phase: Closeout Phase Name of contractor: CTG/FM

Elimination or Control Measures

Who

When

Changed scope of project Blames on each other

Quality control and late decisions

Decreased ROI

Requirement of air conditioning Cost overruns , the company focused at minimizing the claim amounts IGC being given the power to dictate quality control measures which kept on changing the scope of the project. However the agency did not proved for the extra funds required for the increased scope of the project. Late completion and delivery of the project

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Defining the scope of the project during the implementation phase. Causes of cost overruns can be studied In detail and then come to conclusions regarding the blamed party.

The agency should either provide for the funds or the agency itself must be eliminated

Proper project control and monitoring system