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Methodology
The risk owner will be for all risks (the same as the "risk
manager"). The project manager will be responsible for
coordination, while the project sponsor will manage all external
stakeholders.
Risk Categories
Risks will be organized as follows to the first level of the RBS: 1)
Strategic 2) Financial 3) Procedural 4) Other
Page 1 of 5
RISK MANAGEMENT PLAN
Risk Management Funding
Contingency Protocols
Risk ID 1 Risk Description If inverter manufacturer declares default, some deliveries will be not done according to the schedule, causing a delay of 2 weeks
on contractual completion
Status open Risk Cause Manufacturer default
Impact
Score (*) Responses
Scope Quality Schedule Cost
Probability 20.00%
125,000 25000 Looking for some inverters available on the market
Residual Risk New supplier could deliver inverter that is not the same quality level
Fallback Plans Ask supplier to cross-check customer acceptance creteria to be prapared for product modification.
Comments We should verify the project economical company situation of our inverter supplier.
Risk Register (Record 2)
Project Title: Date Prepared:
Risk ID 1 Risk Description If inverter manufacturer declares default, some deliveries will be not done according to
on the contractual completion
Status open Risk Cause Manufacturer default
Impact
Score (**)
Scope Quality Schedule Cost
Probability high
medium 0.08
Example of numeric score Revised medium Revised Impact Revised Score (**)
Probability
Scope Quality Schedule Cost
low 0.03
Example of relative score Secondary Risks customer missed approval during acceptance test
Residual Risk new supplier could deliver inverter of not the same quality level
(**) you should find the relative hire an inverter installation expert
percent into the third tab both Fallback Plans ask supplier to cross check customer acceptance creteria to be prapared for product modification
probability and impact
Comments We should best verified , for new project economical company situation of our inverter supplier
will be not done according to the schedule, causing a delay of 2 weeks
Schedule impact Very high Greater than 20% overall schedule increase.
Very Low Cost increase that requires use of some contingency but some contingency funds remain.
PROBABILITY ASSESSMENT
Probability Very high The event will most likely occur: 80% or
greater probability.
High The event will probably occur: 61% to 80% probability.
Insignificant impact.
Significant improvement in outcomes/
rework rate.
Noticeable improvement in outcomes/rework rate.
Insignificant impact.
Insignificant impact.
eir float, or overall Noncritical paths have used all their float, or overall
schedule decrease of 1% to 5%.
float remains. No change on critical path duration.
ement in effort
ove and a very high impact on any objective.
and a high impact on any objective.
a medium impact on any objective.
two objectives.
a high or above impact on any objective.
dium or above impact on any objective.
a low to high impact on any objective.
ry low to medium impact on any objective.
a low or very low impact on any objective.
a medium impact on more than two objectives.
a very low impact on any objective.
or very low impact on any objective.
a medium or less impact on any objective.
PROBABILITY & IMPACT MATRIX
The Probability and Impact Matrix is a grid for mapping the probability of each risk
occurrence and its impact on project objectives if that risk occurs. The Probability and Impact
Assessment determines the probability and impact of the risk. It may be constructed for
threats and opportunities. This matrix provides a helpful way to view the various risks on the
project and prioritize them for responses. It also provides an overview of the amount of risk
on the project. The project team can get an idea of the overall project risk by seeing the
number of risks in each square of the matrix.
The organizations overall risk tolerance is usually indicated by the shading or range of cells within the
matrix. For example, an organization with a low risk threshold may rank events that fall in the very high
or high range for both impact and probability as high risk. An organization with a higher risk threshold
may only rank risk with a very high probability and impact as high risk.
The organization may use the relative risk rankings to specify what type of risk response
should be taken.
For example, the organization may specify an avoidance strategy for all threats that are ranked as high
risks.
A project with many risks in the dark gray zone will need more contingency to absorb the risk, and
likely more time and budget to develop and implement risk responses. In some situations, a decision is
made not to pursue a project because there is more risk than the organization is willing to absorb.
A sample Probability & Impact Matrix follows. The needs of your project will determine the exact layout
of the matrix.
Very High
High
Medium
Low
Very Low
isk response
Cost
Revised Impact Revised Score (*) Risk owner