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LAWSN <br />6. Risk Identification <br />The following risks have been identified during the sales engagement. <br />Description of Risk <br />Likely Impact on project <br />Actions <br />Mass retirements in 2009 <br />Shifting of roles <br />. <br />Plan as much as possible <br />• Attrition of key people <br />• <br />Loss of institutional memory <br />• <br />Survey team members to estimate <br />• Diverted attention to <br />Need to retrain <br />impact and necessary adjustments <br />mass changes and <br />• <br />Backfill <br />processing <br />• <br />• <br />Train <br />Document well <br />Implementation time <br />• <br />Decreased attention to project <br />• <br />Make conservative estimates <br />exceeding estimates <br />. <br />Loss of momentum <br />• <br />Prepare for and have contingency <br />• <br />Major milestone shifts <br />plan in place <br />Failures in the integration of <br />. <br />Departments operating in silos <br />• <br />Communication across functional <br />key modules <br />. <br />Disparate processes for similar <br />areas <br />tasks <br />. <br />Increased attention to training and <br />Redundancy <br />documentation <br />• <br />Business process review <br />Space <br />. <br />Working in unproductive <br />• <br />Identify cost effective resolution and <br />environments <br />contingency options prior to <br />• <br />Increased time spent on finding <br />implementation <br />space <br />• <br />Use Lawson Irvine facilities <br />• <br />Potential increased cost <br />• <br />Increased travel requirements <br />Coordination between City <br />• <br />Delay the completion of the <br />• <br />Communication to and receiving <br />Departments <br />planning phase of the project <br />support from City upper <br />management to resolve any delays <br />7. Quality Strategy and Plan <br />The Project Quality Management Plan provides a structured mechanism for the monitoring project quality <br />through: <br />Establishing clear quality objectives for the Project <br />Establishing formal quality audits in the Project <br />Establishing formal communication and feedback mechanisms for quality improvement <br />Encouraging all Project members to focus on quality and quality improvement. <br />Lawson will conduct project quality reviews at critical stages of the project. The approved project plan will <br />specify the timing of these reviews. <br />Deliverables include: <br />QA summary report and presentation <br />Client satisfaction summary report and presentation <br />SOW- SantaAna- 12Feb08 vFinal_v2.doc Confidential 21 <br />