RADAR adds value by providing leading indicators, rather than historical reporting. As such, the Leadership Team were able to undertake root cause analysis on identified risks and go on to determine typical identifiable behaviour around each one. In turn, the Leadership Team were alerted to the tell-tale signals of increasing risk on the project. Thus, mitigation plans could be put in place and monitored.
The result of the workshop-based exercises was the agreement of twenty risk areas that needed to be monitored. Further to this, the associated positive and negative behaviours related to the identified risks could be considered and accurately reported right across all members of the team.
The RADAR system was set up for monthly review periods that cascaded down from the Leadership team to the supply chain. The initial element raised by the RADAR reports was the range of the responses identifying a very varied perception of risk amongst the Leadership Team. Identifying the variance early allowed the Programme Director to focus the Leadership Team on these risks and generate a team understanding of the issues, the risk management, and mitigation associated with them. As a team they were able to quickly reach alignment and an agreed cohesive approach.
The feedback received from the team highlighted the impact that the RADAR report information had on monthly meetings. RADAR enabled them to focus on the most important issues at the most important time.