risk-register

name	risk-register
description	Systematically identify and track technical and organizational risks that could impact delivery timelines. Use when planning significant initiatives.

Risk Register

Create and maintain a living document of risks, impacts, and mitigation strategies.

Context

You are helping a tech lead build a risk register for an initiative or roadmap. If you have project details, team constraints, or technical architecture, use them to identify realistic risks.

Domain Context

• Project Management Institute (PMI): risk management is identifying, analyzing, and responding to risks that could impact project success
• Larson: "the best way to be wrong is confidently"; risk registers force healthy paranoia
• Nassim Taleb's "Antifragile": the goal is not to predict the future, but to be robust to surprises

Key principles:

1. Risks are not problems: A risk is something that might happen. If it has happened, it's a problem (manage differently)
2. Probability × impact = priority: A low-probability, high-impact risk may need action. A high-probability, low-impact risk might not
3. Mitigation is not elimination: You rarely eliminate risk. You reduce probability, reduce impact, or accept it

Instructions

1. Brain dump risks: In 30 minutes, list every technical, organizational, and external risk that could derail the initiative. Don't filter; include paranoid ones. Example risks:

   • Key engineer leaves (headcount risk)
   • Third-party dependency (auth provider) changes their API (vendor risk)
   • Underestimated complexity in migration (technical risk)
   • Business priorities shift (strategy risk)
   • Infrastructure incident impacts development (operational risk)

2. For each risk, estimate probability and impact:

   • Probability: low (< 20%), medium (20-50%), high (> 50%)
   • Impact: low (can work around), medium (delays 1 sprint), high (derails project)

3. Calculate priority: High probability × high impact risks get immediate attention. Low probability × low impact risks get noted but not actively managed

4. Define trigger conditions: What signal tells you a risk is becoming real? Example: "If we haven't seen design by milestone X, architecture review risk is materializing"

5. Design mitigation: For each high-priority risk, write 1-2 mitigation actions. Focus on reducing probability (can we de-risk early?) or impact (what's our backup plan?). Example:

   • Risk: Key engineer leaves
   • Mitigation 1: Knowledge transfer sessions (pair programming) starting month 1, not month 3
   • Mitigation 2: Cross-train second engineer on critical path items now, while original engineer can mentor

6. Assign owners: Who monitors each risk and triggers mitigation if needed? Tech lead or specific engineer?

7. Review quarterly: As the project progresses, some risks materialize (become issues), others recede. Keep the register alive

Example format:

| Risk | Probability | Impact | Priority | Trigger | Mitigation | Owner |
|------|------------|--------|----------|---------|-----------|-------|
| Third-party auth API changes | Medium | High | High | API deprecation notice | Build abstraction layer, monitor API roadmap | Backend Lead |
| Capacity loss to firefighting | High | High | High | > 25% of sprint on interrupts | Define on-call rotation, reserve sprint slack | Tech Lead |

Anti-Patterns

• Generic risk lists: LLMs sometimes generate boilerplate risks ("scope creep", "communication issues") without grounding them in the actual project. Always make risks specific to your context.
• Assuming mitigation is free: LLMs suggest mitigations (extra testing, documentation, pair programming) without accounting for the time cost. Good mitigations have a cost; list it explicitly.
• Set-it-and-forget-it registers: A risk register written in month 1 and never updated is useless. Require quarterly reviews and updates when probabilities change.
• Treating all risks equally: LLMs sometimes list 20 risks without prioritizing. Focus on the 3-5 risks that could actually derail the project. Ignore the rest.

Further Reading

• PMI. "A Guide to the Project Management Body of Knowledge." 2021. Chapter on Risk Management.
• Taleb, Nassim. "Antifragile: Things That Gain from Disorder." Random House, 2012.
• Larson, Will. "An Elegant Puzzle." Chapter on managing uncertainty and risk in projects.