Ref.

Ares(2015)6063816 - 30/12/2015
Funded by the Horizon 2020 Framework Programme of the

European Union

D.6.1 RISKS AND CONTINGENCY

PLAN

ECSITE

DECEMBER 2015

Sparks project, Grant Agreement No. 665825

TABLE OF CONTENTS

1. INTRODUCTION ................................................................................................ 3

1.1 About Sparks ............................................................................................... 3

2. Purpose of The Risk And contingency Management Plan (R&CMP) .............. 4

3. Risk and contingency management procedure ............................................ 5

Steps for a Risk and Contingency Plan .............................................................. 5

3.1 Risk Identification ........................................................................................ 5

3.2 Risk Analysis ............................................................................................... 7

3.3 Risk Response Planning .............................................................................. 8

3.4 Risk Monitoring, Controlling, And Reporting .............................................. 9

4.Risk and Contingency Matrix for Sparks .......................................................... 10

APPENDIX A: KEY TERMS ................................................................................... 16

Sparks project, Grant Agreement No. 665825

1. INTRODUCTION
1.1 ABOUT SPARKS

Coordinated by Ecsite, Sparks is an ambitious engagement project on the topic of

technology shifts in health and medicine. Its aim is to raise awareness and communicate

the concept of Responsible Research and Innovation (RRI) to Europeans in 29 countries.

Sparks will organise an interactive touring exhibition and 230 innovative participatory

activities such as science cafés, pop-up science shops, incubation activities and

scenario workshops. Creative disruptions —in the form of artistic inputs and

questioning— will help it to engage more stakeholders. The European dimension of the

project is paired with a strong emphasis on local implementation through 29

experienced science communicators that will adapt the exhibition and activities to their

contexts and establish local multi-stakeholder collaborative

partnerships. Sparks’ methodology emphasises interdisciplinary (science, art, policy,

industry, research, science education) and participatory approaches to promote RRI in

relation to health. This is a highly relevant research topic which is able to motivate

citizens’ and other stakeholders’ engagement in science and research.

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 2. PURPOSE OF THE RISK AND CONTINGENCY
MANAGEMENT PLAN (R&CMP)

The large-scale project nature of the Sparks project, involving 29 different countries and

aiming to have an impact across Europe, requires having a careful risks and

contingency management plan (R&CMP) to avoid and to mitigate problems in the

project implementation. Ecsite is in charge of designing and implementing the risk plan

to minimise possible deviations from the expected results and timelines.

Risk Management is the process of identifying, assessing, responding to, monitoring,

and reporting risks. This R&CMP defines how risks associated with the Sparks Project

are identified, analysed, and managed. Developing an effective R&CMP can help keep

small issues from developing into emergencies and will help us deal with adverse

situations when they arise as well as solve them before they arise.

There are many approaches to project risk management planning, but essentially the

risk management plan identifies the risks that can be defined at any stage of the project

life cycle. The R&CMP evaluates identified risks and outlines mitigation and

contingency actions. This plan should be periodically updated and expanded

throughout the life cycle of the project, as the project increases in complexity and risks

become more defined.

The intended audience of this document is the Sparks Steering Committee and the

Consortium Board as well as the European Commission

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 3. RISK AND CONTINGENCY MANAGEMENT
PROCEDURE

Risk management takes a project throughout the phases of risk identification, risk

assessment and risk resolution. With the advancement in project management studies

and techniques, risk management has taken the main place in the project life cycle; in

most cases at the outset of the project itself.

Ecsite working with the partners will ensure that risks are actively identified, analysed,

and managed throughout the life of the project. We are identifying risks as early as

possible in the project so as to minimize their impact. The steps for accomplishing this

are outlined in the following sections.

STEPS FOR A RISK AND CONTINGENCY PLAN

Risk Identification Risk Risk Mitigation Risk

or Contingency
Analysis Monitoring
plan

3.1 RISK IDENTIFICATION

Risk identification involves the project team, appropriate stakeholders, and includes an

evaluation of environmental factors, organizational culture and the project management

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plan including the project scope. Careful attention is given to the project deliverables,

assumptions, and constraints.

We need to understand how Risk Management works. Risk is the effect (positive or

negative in nature, but we will consider in this plan as a negative one) of an event or

series of events that take place in one or several locations. It is computed from the

probability of the event becoming an issue and the impact it would have (Risk =

Probability x Impact). Various factors should be identified in order to analyse risk,

including:

 Event: What could happen?

 Probability: How likely is it to happen?

 Impact: How bad will it be if it happens?

And we are answering also the questions regarding mitigation: How can you reduce the

Probability (and by how much)? And Contingency: How can you reduce the Impact (and

by how much)?

For Sparks Project the main risks are associated with the exhibition, and all its diverse

stages and components. The exhibition is the main way the scientific contents are going

to be communicated throughout Europe, so in that regard it needs a careful and detailed

look at the possible risks and their probability, in order to have a fast reaction capacity.

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Another big area were risks are present is the communication flow among partners. The

coordination complexity is high, so it means we have to be aware of the possible events

that could happen regarding common understanding and communication, as with

agreements procedures.

3.2 RISK ANALYSIS

All risks identified have been assessed to identify the range of possible project

outcomes. An index number will be used to determine which risks are the top risks to

pursue and respond to and which risks can be ignored.

3.2.1 Qualitative Risk Analysis

The probability or likelihood of actually materializing, and the impact of occurrence – or

how much will that affect the project - was identified and assessed by the project

coordinator, with input from the project partners using the following approach:

Probability

High – Greater than <0,7> probability of occurrence

Medium – Between <0,3> and <0,7> probability of occurrence

Low – Below <0,3> probability of occurrence

Note: If the probability or the impact of an event occurring is zero, then we removed it from

consideration. There’s no reason to consider things that cannot happen.

Impact

High – Risk that has the potential to greatly impact project cost, project schedule or

performance

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Medium – Risk that has the potential to slightly impact project cost, project schedule or

performance

Low – Risk that has relatively little impact on cost, schedule or performance

After we identify the above, the result will be what’s called exposure, by multiplying

the level of probability and impact. This is the amount of risk you simply can’t avoid.

Exposure may also be referred to as Threat, Liability or Severity. Exposure greater than

0,5 will be carefully attended and between 0,3 and 0,5 will be constantly tracked.

3.3 RISK RESPONSE PLANNING

Each major risk will be tracked by Ecsite and the Steering Committee to ensure that the

risk will not turn into an issue. Important actions of a response planning are to have

mitigation strategies and contingency plans. Mitigation is designed to reduce the

probability that a risk will materialise. We will only do this for High and Medium

exposure. Contingency is designed to reduce the impact if a risk does materialize. We

only develop contingencies for High and Medium Risk elements.

For each risk that will be mitigated, the Project Coordinator will identify ways to prevent

the risk from occurring or reduce its impact or probability of occurring. This may

include prototyping, adding tasks to the project schedule, adding resources, etc.

For each major risk that is to be mitigated or that is accepted, a course of action will be

outlined for the event that the risk does materialise in order to minimise its impact.

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3.4 RISK MONITORING, CONTROLLING, AND REPORTING

The level of risk on a project will be tracked, monitored and reported throughout the

project lifecycle. Any project change request will be analysed for their possible impact

to the project risks. Also we will consider important changes to risk status, in order to

take action on responding and/or mitigating the new status.

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 4.RISK AND CONTINGENCY MATRIX FOR SPARKS

The initial risks have already been identified and classified in the following Risk

Management Matrixes.

Matrix 1 shows the risks for the entire project, labelling each risk with a GR, meaning

General Risk. Matrix 2 shows the risks related to the exhibition and its risks are

labelled as ER, meaning Exhibition Risks. We are using a specific risk matrix for the

exhibition development, according to the regular risk control procedures in use at the

Science Museum London. The risk assessment follows the same procedures described

above and are presented as following:

Matrix 1

General Risk and Contingency Matrix

Description of WP
Risk Consequences Probability Impact Exposure Mitigacion action Contingency action
risk Involved
ID

Regular technical meetings, take any

necessary corrective actions to meet the
The objectives plan, pre check results (against project
Lack of orientation in
of the project at requirements and objectives) and Re-scheduling the results in agreement
the steering of the
the end of the ensure their internal distribution. with EU Project Manager and agree
All WPs project that could lead 0.4 1 0.4
time scheduled Overview by Project manager and possibilities of datelines extensions in
to an unsuccessful
are not Steering Committee. All partners have a case it's seen necessary.
project.
achieved very good track record of delivering all
the activities to a high level standard
and on time.
GR1

Another partner of the consortium

should take over the tasks and
A partner or Lost of The Coordinator of the project with the
responsibilities to lead the project to
linked Third partnership,sense of support of other partners tries to avoid
success. The same consortium, looks
Party decides to All WPs team unity and 0.5 0.6 0.3 this happening by tackling the issues
for Parties that want to be in the
leave the eventually results not that are making the partner wanting to
project: Ecsite has more than 350
consortium achieved. leave.
members that could invited as
substitute.

GR2

Delays in the The internal communication actions

Lack of Frequent interactive communication
deliverables and an will be revised and a new strategy will
communication All WPs 0.5 0.4 0.2 means, for e.g. direct phone calls and
overall difficult project be set up in agreement with the
among partners even face to face meetings.
management. partners.

GR3

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 The management structure and the
regular meetings on work progress with
all relevant partners means the schedule
will be monitored tightly and costs will Rescheduling and reallocation will
Schedule and
All WPs 0.6 0.7 0.42 be managed by careful planning at the always be consulted with the EU
cost limitations
project level. This means the schedule Project Manager.
Unexpected delays or will be monitored tightly and costs will
events that could slow be managed by careful planning at the
down the correct project level.
GR4 workflow

The person designated by project

members as project manager must be
Linguistic and
fluent in English including linked Third
cultural
Parties. Eleven languages are spoken by The coordinator will address each case
differences Slowdown of the
WP4 0.4 0.4 0.16 the coordinator’s team and more as a particular case in order to solve
making workflow
languages are involved in the touring emerging problems between partners.
communication
countries. Coordinator makes it well
difficult
suited for dealing with cultural
differences.

GR5

Cultural
differences may Misunderstanding of
The adaptation of the activities to the Major changes or adaptations will be
require the fundamental goals
WP3 0.7 0.2 0.14 local contexts is foreseen by local done in coordination with the WP2
adaptation of of the project and its
organisers of the project Leader
the public exhibition
activities
GR6

Disconnection The project activities have been

Delayed access
between the Sparks scheduled taking into account RRI
to the outputs There will be a re scheduling
project and the results project calendar with a margin of error
and material WP1 0.6 0.1 0.06 considering the new dates of the RRI
of RRI Tools project, to account for possible delays in the RRI
from the RRI Tools project.
losing the benefits of tool project. Some of the core partners
Toolkit project.
collaborative work. are partners of RRI Toolkit project.
GR7

Any delay in the development and

production of the exhibition will delay
its implementation by local organisers,
Delay in the
Delay in the overall in particular those involved in the first
development A new scheduling plan will be agreed
project, affecting round. A risk register will be kept
and production WP2 0.5 0.7 0.35 and delivered in case this event
directly the local according to the practice of the WP2
of the happens.
organisers. leader, and a detailed exhibition
exhibition
schedule and workplan will be
established to ensure the risk of delay is
minimised.
GR8

Local partners
Disconnection
fail to identify A tailored accompaniment will be given A bank of examples will be developed
between the RRI local
RRI practices as to the local organizers by conecting by Science Museum London to provide
WP2 component that is 0.5 0.4 0.2
local examples them with the local Hubs from RRI Tools content in case local partners do not
meant to be tackled
of the project. identify relevant examples.
with the project.
exhibition

GR9

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 Ask for support to local experts in
Low Specific communication campaigns,
gender, through the Hypatia project
participation in including actions targeted to women.
Unsuccessful local hubs and contact prominent speakers
the activities, WP2, Selection of topics locally relevant
exhibitions and non- 0.3 0.7 0.21 that could bring the attention of more
and in WP3 (selected by local partnerships) and also
gender inclusive public. Review and redesign the
particular of more suitable to attract women. Use of
communication strategy to address this
women material by the Twist project.
problem.
GR10

Low
Difficulties to asses the
participation in Each activity will have at least one Review the evaluation strategy and
event's impact and to
the survey for WP4 0.5 0.5 0.25 person partially dedicated to encourage involve more local staff to encourage
report accurately
feedback the public to participate to the survey the public to answer the survey.
about them
collection

GR11

The high
number of
A tailored management plan and enough
organisations The communication The Steering committee will decide
resources will be dedicated to the
participating in and results about new management measure that
WP6 0.6 0.5 0.3 management team. A work plan
the project achievement is could include allocating more hours to
reviewed every 6 months will ensure
complicates the hindered. some members.
that the project runs smoothly.
management
process
GR12

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 MATRIX 2

Exhibition Risk and Contingency Matrix

Risk WP
ID Risk description involved Consequences Probability Impact Exposure Mitigation action Contingency

Collaborative
planning with
each Museum and
Touring exhibiton host, Rescheduling as
Touring timing schedule has to based in their soon as the delay is
ER1 fails All be readjust 0.5 1 0.5 own contexts known to happen
Careful planning
of the design and
its costs will
diminish this risk.
Unexpected As soon as Study the
overspend on one Other something possibility of
element(s) of deliverables appears to be out financial
exhibition are of plan, talk to the reallocation of
ER2 delivery WP2 compromised 0.4 0.8 0.32 coordination. resources

Study the
Unexpected build Funding Detailed planning possibility of
complications scheme for the and constant financial
generating extra exhibition is reviewing of the reallocation of
ER3 cost WP2 not respected
Schedule 0.4 0.8 0.32 design's budget resources
slippage,
excessive
strain on
remaining staff,
handover to
new staff pulled Fast reaction to find
from another Consider detail a replacement
Key staff leave / project has planning of among people with
contracts not WP2, implications available human exhibition
ER4 renewed WP6 elsewhere 0.3 0.5 0.15 resources experience

Other
departments and
external
contractors not
given enough The quality of
notice and time to the exhibition The schedule and
deliver resulting parts are not working plan is Reorganise the
in compromised meeting the shared with the duties in order to
quality of expected team involved in stay the least out of
ER5 deliverables WP2 requirements 0.2 0.5 0.1 every stage the schedule.

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 Content is
inaccurate or
misrepresents The institute in
science and charge of the
scientists Inaccurate inception report
representation and creating this New consultation
of the current framework is with experts to
state of considering rewrite the
WP1. scientific cutting edge and sections that have
ER6 WP2 advance 0.2 0.6 0.12 updated sources problems
Content
disengages
audience as is just
another shade of Lack of
grey - science is engagement
TOO uncertain and
and can understanding The AIGHD New consultation
contribute of the links institute is a with experts to
nothing to my life between world lead rewrite the
meaningfully WP2, science and institute in global sections that have
ER7 today WP3 health 0.2 0.6 0.12 health problems
Content speaks to
a single gender
Gender
The exhibition inclusivity is an Consultation to
is not including horizontal gender experts and
diversity of approach that will link to the Hypatia
WP2, publics and be consider by Hub will be a
ER8 WP3 interests 0.2 0.6 0.12 the task leaders bonus
Objects dull and
generic
The exhibitions
is not visually Science Museum
appealing to London is leader
the public, in developing The design will be
turning the engaging and reviewed in order
experience into innovative to make the
ER9 WP2 a boring one 0.2 0.7 0.14 exhibitios necessary changes.
Artists
interventions not
produced to high
standard

Ars electronica is
a cutting edge
organization,
world leader in
the union of arts
and digital
worlds. They will Reviews will be
The high be in charge of done and the
quality art the selection of necessary changes
component at the best artists will be made to
the exhibition and coaching the meet the quality
ER10 WP2 is missing 0.2 0.8 0.16 best works of arts standards.
Exhibition
receives poor
media coverage
and promotion
despite having Exhibition is
great hook and WP3, unnoticed by
ER11 content WP5 the public 0.5 0.5 0.25

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 Visitors
upset/distressed
by insensitive
treatment of Visitors don't Careful selection Actions will be
sensitive topics feel connected and reflection on done to change the
with the the topics and messages or the
exhibition and detailed design way they are
have a bad on the way they communicate so
impression are showcased visitor enjoy and
ER12 WP2 about it 0.2 0.8 0.16 will be given engage

On time press
releases and Review of the
invitations communication
Poor public delivery to local strategy and
assistance to the WP3, Low public media and key changes made
ER13 launching WP5 assistance 0.2 0.6 0.12 persons when necessary
Local organisers
who don’t have
experience with
exhibition hosting Close
might struggle Poor accompaniment Reschedule the
with install/de- organisation of to each partner personal support
install/finding the exhibition from the Science for the partners
appropriate WP2, setting and Museum and the that are struggling
venues
ER14 WP3 running 0.5 0.8 0.4 Touring expert with the exhibition

Breakage and A proper training

mishandling of the and indications
exhibition on its on how to handle
way each part of the
WP2, Exhibtions gets exhibition will be Insurances will
WP3, badly given to each cover the
ER15 WP6 damaged 0.6 0.6 0.36 partner damages

Things going Big consideration

missing from the will be given at
exhibition the design phase,
Exhibition gets in order to use
poorer devices and Insurances will
because it parts that are cover the
ER16 WP3 looses its parts 0.6 0.6 0.36 easy to replace. damages

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APPENDIX A: KEY TERMS
The following table provides definitions for terms relevant to the Risk Management Plan.

Term Definition

Risk An event or condition that, if it occurs, could have a

negative effect on the project’s objectives.

Risk Management Is the process of identifying, assessing, responding to,

monitoring, and reporting risks.

Mitigation Every action taken in order to avoid the occurrence of a

risk.

Contingency Actions and measure taken once a risk happens.

Probability Likelihood that a risk turns into an event, or materialises.

Exposure It’s an index that indicates how important the risk for your

project is. A high exposure shows you have to allocate

resources for this risk not to occur.

Issue When a risk occurs and the event turns into a problem,

then it is an issue.

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