# D3 — Risk Register

**Project:** Kingsford Hotel Bacolod — BMS
**Date:** 2026-04-28
**Source:** Assumption ledger + classification + clarifications + drawing-availability triage
**Risk scoring:** L = likelihood (Low/Medium/High); I = impact (₱ value or schedule wk); P = priority (L×I → 1–9)

| ID | Risk | Trigger condition | L | I (₱ / wk) | P | Mitigation | Owner |
|----|------|--------------------|----|------------|----|-----------|--------|
| R-001 | Stage misclassification | Q-001 reverses → rehab scope | L | ₱2–4 M / +2 wk | 4 | Triangulation + Q-001 raised; design lock-in only after Q-001 confirmed; price re-cut ready | PE |
| R-002 | Casino BMS scope reversal | Q-003 — Casino is a separate operator scope | M | -₱1.5 M / -1 wk | 4 | Casino BMS isolated as a single panel + 25 points + 2 wk T&C; reversible cleanly | PE |
| R-003 | Architectural set delay | Q-005 — guestroom AR plans not provided in time | H | +1 wk per delay-month | 6 | Hard cabling sized using A-002 typical ranges; revise upon receipt; flag in PO milestone Wk 4 | PE |
| R-004 | EE-24 Part 2 missing through PO | Q-008 not answered | M | +1 wk + ₱200 K rework | 4 | A-005 typical riser used; defer 4F+ riser cable order until Wk 6 | DE |
| R-005 | BMS panel circuit not pre-allocated | Q-009 — no BMS feeder named in EE-21/22/23 | M | +0.5 wk + ₱100 K | 3 | A-007 default; coordinate at site with EE Contractor; verify wk 12 | PE |
| R-006 | Equipment late delivery (chillers / DOAS / native-BACnet) | Manufacturer lead-time slip | M | +2–4 wk | 6 | Long-lead orders Wk 4; expediting plan; alternative vendor list | PE |
| R-007 | Power-meter Modbus incompatible | Q-020 — meters not Modbus-equipped | L | +0.5 wk + ₱150 K | 2 | Confirm Modbus capability at submittal; gateway+pulse fallback ready | DE |
| R-008 | Schedule pressure (customer Q-013 demands <8 mo) | Q-013 reveals tighter milestone | M | +₱1 M acceleration premium | 6 | Parallel cabling crews (cost +10–15 %); identify in proposal commercial section | PE |
| R-009 | Commercial terms unfavourable (LD / retention / payment) | Q-014 customer pushes hard terms | M | -₱500 K margin | 4 | A-015 industry default in proposal; negotiate at PO stage | PM |
| R-010 | Cable lengths under-estimated (typical-ranges off) | A3 typical-range values prove low after AR set arrives | M | +₱400 K (~5 % of cable BOQ) | 4 | 8 typical-range entries with documented basis (per OP #11); audit XLSX flags fallback rows; team verification on receipt of AR | DE |
| R-011 | Currency / FX / VAT change | Macro / regulatory shift | L | ±5 % BOQ | 2 | A-015 PHP + 12 % VAT-inclusive; FX clause in commercial section |  PM |
| R-012 | Construction-bulletin further revisions | EE-CB#9 or new BMS construction bulletin during execution | M | +0.5–1 wk per CB | 4 | Track latest-issued plan; submit RFI for any conflict; budgeted contingency 5 % | PE |
| R-013 | Casino fit-out coordination | Casino tenant access constraints | M | +1 wk | 4 | Coordinate Casino access window in D1 schedule; isolate Casino BMS sequence; agree night-work allowance early | SP |
| R-014 | Customer GUI/graphics standard differs | Q-018 reveals stricter GUI standard | L | +₱200 K (~10 % of graphics) | 2 | A-008 default per BMS-01; submit graphics mock-up early; revise on customer feedback | GE |
| R-015 | Server room siting late or wrong | Q-011 — server room location TBD | L | +1 wk + ₱150 K | 3 | A-013 Lower Ground assumed; flexible head-end design; coordinate at submittal stage | DE |
| R-016 | DOAS / chiller native-BACnet object map missing | Equipment Supplier doesn't provide BACnet cheat-sheet | M | +1 wk T&C delay | 4 | RFI to Equipment Supplier at submittal; budget extra T&C buffer; standard object-map fallback | CE |
| R-017 | Site safety / PPE / scaffold delay | Roof / plant-room access constraints | L | +0.5–1 wk | 3 | Safety coordination at mobilization; lift / scaffold included in B4 | SP |

**Top 3 priorities (P=6):** R-003 (architectural delay), R-006 (equipment delivery), R-008 (schedule pressure).

**Contingency recommendation:** 5 % of total BOQ for known unknowns + 3 % for unknown unknowns = **8 % project contingency** loaded into the BOQ.