Risk Process

Critical Success Factors (PRM)

Tricks of the Trade (RMC)

11.1 Plan Risk Management 4.2.1 Identify and Address Barriers to Carefully Successful Form Project a RiskRisk Team Management 4.2.2 Involve Project Stakeholders in Create Project a Chart Risk Management of Responsibilities 4.2.3 Comply with the Organization's Use Objectives, Outside Risk Policies, Experts and Procedures

Inputs (PMBOK)

Inputs (RMC)

Tools & Techniques (PMBOK)

1. Planning Meetings and Analysis

1. Project Scope Statement 2. Cost Management Plan 3. Schedule Management Plan 4. Communications Management Plan 5. Enterprise Environmental Factors 6. Organizational Process Assets

Tools & Techniques (PRM) Techniques (RMC)

4.3.1 Planning Sessions 4.3.2 Templates

Techniques (PRM)
Planning Meetings and Analysis

Outputs (PMBOK)
1. Risk Management Plan

Outputs (RMC)
Risk Management Plan

Risk Process
11.2 Identify Risk

Critical Success Factors (PRM)

Tricks of the Trade (RMC)

5.2.1 Early Identification 5.2.2 Iterative Identification 5.2.3 Emergent Identification 5.2.4 Comprehensive Identification Determine Additional Information Needed 5.2.5 Explicit Identification of Opportunities Make separate lists 5.2.6 Multiple Perspectives Determine who has Insight 5.2.7 Risks Linked to Project Objectives 5.2.8 Complete Risk Statement Well-Defined Risks 5.2.9 Ownership and Level of Detail 5.2.10 Objectivity Identify Risks Related to Integration Requirements are Difficult to Determine Show them Consequences

Inputs (PMBOK)

Inputs (RMC)

Tools & Techniques (PMBOK)

1. Risk Management Plan Risk Management Plan 4. Assumptions Analysis 2. Activity Cost Estimates Outputs from Project Planning 3. Activity Duration Estimates Estimates 2. Information Gathering Techniques 4. Scope Baseline Work Breakdown Structure (WBS) 5. Diagramming Techniques 5. Stakeholder Register Stakeholder Register 3. Checklist Analysis 6. Cost Management Plan 2. Information Gathering Techniques 7. Schedule Management Plan 1. Documentation Reviews 8. Quality Management Plan 5. Diagramming Techniques 9. Project Documents 5. Diagramming Techniques 10.Enterprise Environmental Factors 11.Organizational Process Assets 5. Diagramming Techniques ult to Determine Project Charter 2. Information Gathering Techniques List of Common Risk Categories Historical Records and Project Documents

2. Information Gathering Techniques 6. SWOT Analysis 5. Diagramming Techniques

5. Diagramming Techniques

5. Diagramming Techniques 7. Expert Judgment

Tools & Techniques (PRM) Techniques (RMC)

5.3.2 5.3.2 5.3.3 5.3.2 5.3.1 5.3.2 5.3.2 5.3.2 5.3.2 5.3.1 5.3.2 5.3.2 5.3.3 5.3.1 5.3.1 5.3.1 5.3.1 5.3.2 5.3.1 5.3.2 5.3.2 5.3.2 5.3.1 5.3.1 5.3.1 5.3.2

Techniques (PRM)

Techniques

Current Assessments Assumptions Analysis Current Assessments Constraints Analysis Creativity Techniques Brainstorming Brainstorming Current Assessments Cause and Effect (Ishikawa) Cause Diagrams and Effect (Ishikawa) Diagrams Historical Review Check Lists Check Lists Current Assessments Delphi Technique Delphi Technique Current Assessments Documentation Review Document Review Current Assessments Failure Modes and Effect Analysis FMEA/Fault (FMEA) Tree Analysis Current Assessments Force Field Analysis Historical Review Industry Knowledge Base Current Assessments Influence Diagrams Current Assessments Expert Interviews Interviews Creativity Techniques Nominal Group Technique Nominal Group Technique Historical Review Post-project Reviews Historical Review Lessons Learnmt Historical Review Historical Records Historical information Historical Review Prompt Lists Prompt Lists Current Assessments Questionnaire Historical Review Risk Btreakdown Structure (RBS) Current Assessments Root Cause Analysis Current Assessments SWOT Analysis SWOT Analysis Current Assessments System Dynamics Historical Review WBS Review Historical Review Review the Lists of Risks Historical Review Conduct a Pre-Mortem Current Assessments Affinity Diagrams Forms (Documenting) Sticky Notes (Documenting) System or Process Flow Charts

Outputs (PMBOK)
1. Risk Register

Outputs (RMC)
List of Risks Root Cause of Risks Potential Risk Owners List of Potential Owners Triggers Updated Risk Categories

(Ishikawa) Diagrams

Structure (RBS)

ss Flow Charts

Risk Process

Critical Success Factors (PRM)

Tricks of the Trade (RMC)

11.3 Perform Qualitative 6.2.1 Risk Use Analysis Agreed-Upon Approach Urgency (Proximity) Manageablity Impact external to the Prtoject 6.2.2 Use Agreed-Upon Definitions of Risk Terms 6.2.3 Collect High-Quality Information about Risks 6.2.4 Perform Iterative Qualitative Risk Analysis

Inputs (PMBOK)

Inputs (RMC)

Tools & Techniques (PMBOK)

1. Risk Register Risk register 1. Risk Probability and Impact Assessment 2. Risk Management Plan Risk Management Plan 2. Probability anmd Impact Matrix 3. Project Scope Statement Project Scope Statement 3. Risk Data Quality Assessment 4. Organizational Process Assets Project Type and Work Needed to 4.Complete Risk Categorization Project Data about the risks to be used to 5. measure Risk Urgency Precision Assessment Assumptions to test 6. Expert Judgement Scales for Probability and Impact Historical Records

Tools & Techniques (PRM) Techniques (RMC)

Techniques (PRM)

6.3.1 Select Risk Characteristics Probability that Define and Impact Risks' Scales Importance Root Cause Anlaysis 6.3.2 Collect and Analyze data Estimating Techniques 6.3.3 Prioritize Risks by Probability Data Quality and Impact Assessment on Specific Post-Project Objectives Reviews 6.3.4 Prioritize Risks by Probability and Impact on Overall Lessons Project Learnt 6.3.5 Catergorize Risk Causes Historical Information Probability and Impact Matrix Assumptions Testing Analytic Heirarchy process (AHP)

Outputs (PMBOK)
1. Risk Register Updates

Outputs (RMC)
Risk register Updates Risk Ranking of Project List of prioritized Risks and their Probability and Impact Ratings Risk Grouped by Categories List of Risks requiring additional Analysis List of Risks for additional Analysis and Response Watchlist (non-top Risks) Trends Go/No-Go decision

mpact Matrix y process (AHP)

Risk Process

Critical Success Factors (PRM)

Tricks of the Trade (RMC)

11.4 Perform Quantitative 7.2.1 Risk Prior Analysis Risk Identification and Qualitative Risk Analysis 7.2.2 Appropriate Project Model 7.2.3 Commitment to Collecting High-Quality Risk Data 7.2.4 Unbiased Data 7.2.5 Overall Project Risk Derived from Individual Risks 7.2.6 Interrelationships Between Risks in Quantitative Risk Analysis

Inputs (PMBOK)

Inputs (RMC)

Tools & Techniques (PMBOK)

1. Risk Register Risk register 1. Data Gathering and Representation Techniques 2. Risk Management Plan Risk Management Plan 2. Quantitative Risk Analysis and Modeling Techniq 3. Cost Management Plan Project Scope Statement 3. Expert Judgement 4. Schedule Management Plan Project Type and Work Needed to Complete Project 5. Organizational Process Assets Data about the risks to be used to measure Precision Assumptions to test Scales for Probability and Impact Historical Records

Tools & Techniques (PRM) Techniques (RMC)

Techniques (PRM)

7.3.1 Comprehensive Risk Representation Decision Tree Decision Tree Analysis 7.3.2 Risk Impact Calculation Expected Monetary Value (EMV) Expected Monetary Value (EMV) 7.3.3 Quantitative Method Appropriate Failure Modes to Analyzing and Effects Uncertainty Analysis FMEA/Fault (FMEA) Tree Analysis 7.3.4 Data gathering Tools Monte Carlo Simulation Monte Carlo Simulation 7.3.5 Effective Presentation of Quantitative Analysis Results Post-Project Reviews 7.3.6 Iterative Quantitative Risk Analysis Lesson Learnt 7.3.7 Information for Response Planning Historical Information System Dynamics

Outputs (PMBOK)

Outputs (RMC)

1. Risk Register Updates ary Value (EMV)

Risk register Updates Prioritized List of Quantified Risks Amount of Contingency Time and Cost Reserves Needed Possible realistic and achievable completion dates and project costs, with confidence The quantified probability of meeting project objectives 1.021428571

oject costs, with confidence levels, versus the time and cost objectives for the project

Risk Process

Critical Success Factors (PRM)

Tricks of the Trade (RMC)

11.5 Plan Risk Responses 8.2.1 8.2.2 8.2.3 8.2.4 8.2.5 8.2.6 8.2.7 8.2.8

Communicate Encourage All Contributors Clearly Define Risk-Related Roles Solicit and Expert Responsibilities Opinions Specify Timing of Risk Responses Provide Resources, Budget, and Schedule for Responses Address the Interaction of Risks and Responses Ensure Appropriate, Timely, Effective, and Agreed-Upon Responses Address Both Threats and Opportunities Develop Strategies before Tactical Responses

Triggers Sensors Risk Owner Risk Action Owner Contingency Planning Fallback Planning Residual Risks Secondary Risks

Inputs (PMBOK)
1. Risk Register 2. Risk Management Plan

Inputs (RMC)

Tools & Techniques (PMBOK)

pon Responses

Risk register 1. Strategies for Negative Risks or Threats Risk Management Plan 2. Strategies for Positive Risks or Threats Forecast of Potential Schedule and 3. Contingent Costs for the Response Project Strategies Monte Carlo Analysis Probability of 4. achieving Expert Judgement the project objectives Historical Records about Risk Responses Risk Thresholds

Tools & Techniques (PRM) Techniques (RMC)

8.4.1 Response Identification 8.4.2 Response Selection 8.4.3 Action Planning 8.4.4 Ownership and Responsibility Assignment

Techniques (PRM)
Brainstorming Check Lists Contingency Reserve Estimation Critical Chain Project Management (CCPM) Decision Tree Analysis Delphi Technique Expected Monetary Value (EMV) Force Field Analysis Industry Knowledge Base Interviews Nominal Group Technique Multi-Criterion Selection Techniques Post-Project Reviews Lesson Learnt Historical Information Prompt Lists Quantitative Risk Analysis Root-Cause Analysis Scenario Analysis Opportunities Exploit Enhance Share Accept

Threats Avoid Mitigate Transfer Accept

Outputs (PMBOK)

Outputs (RMC)

1. Risk Register Updates Risk register Updates 2. Risk Related Contyract Decisions Residual Risks 3. Project Management PlanContingency Updates Plans 4. Project Document Updates Risk Owners Secondary Risks Risk Triggers ary Value (EMV) Contracts Fallback Plans Reserve (Contingency) Project Management Plan Updates Project Document Updates lection Techniques

Risk Process

Critical Success Factors (PRM)

Tricks of the Trade (RMC)

11.6 Monitor and Control 9.2.1 Risks Integrate Risk Monitoring and Manage Control with the Highest Project Monitoring \risk Path not and Just Control the Critical Path 9.2.2 Continuously Monitor Risk Trigger Be Sure Conditions the Stakeholders Understand Reserves 9.2.3 Maintain Risk Awareness

Inputs (PMBOK)

Inputs (RMC)

Tools & Techniques (PMBOK)

1. Risk Reassessment 2. Risk Audits 3. Variance and Trend Analysis 4. Technical Performance Measurement 5. Reserve Analysis 6. Status Meetings

1. Risk Register Risk register 2. Risk Management Plan Risk Management Plan 3. Work Performance Information Work results 4. Performance Reports Project Communications Risk Events Project Changes Additional Risks

Tools & Techniques (PRM) Techniques (RMC)

9.3.1 Managing Contingency Reserves 9.3.2 Tracking Trigger Conditions 9.3.3 Tracking Overall Risk Risk Audits 9.3.4 Tracking Complaince Risk Reassessment

Techniques (PRM)
Critical Chain Project Management (CCPM) Reserve Analysis Risk Audits Risk Reassessment Status Meetings Trend Analysis Variance Analysis

Earned Value Analysis

Outputs (PMBOK)

Outputs (RMC)

1. Risk Register Updates Risk register Updates 2. Organizational Process Assets Outcomes Updates of Risk Reassessment and Risk Audits 3. Change Requests Updates to previous parts of risk management 4. Project Management PlanClosing Updatesof Risks that are no longer applicable 5. Project Document Updates Details of what happened when risks occurred Change Requests Recommended Corrective Actions Recommended Preventive Actions Project Management Plan Updates Project Document Updates Organizational Project Assets Updates

Risk Process

Critical Success Factors (PRM)

Tricks of the Trade (RMC)

11.1 Plan Risk Management 4.2.1 Identify and Address Barriers to Carefully Successful Form Project a RiskRisk Team Management 4.2.2 Involve Project Stakeholders in Create Project a Chart Risk Management of Responsibilities 4.2.3 Comply with the Organization's Use Objectives, Outside Risk Policies, Experts and Procedures

Risk Process
11.2 Identify Risk

Critical Success Factors (PRM)

Tricks of the Trade (RMC)

5.2.1 Early Identification 5.2.2 Iterative Identification 5.2.3 Emergent Identification 5.2.4 Comprehensive Identification 5.2.5 Explicit Identification of Opportunities 5.2.6 Multiple Perspectives Determine Additional Information Needed 5.2.7 Risks Linked to Project Objectives Make separate lists 5.2.8 Complete Risk Statement Determine who has Insight 5.2.9 Ownership and Level of Detail 5.2.10 Objectivity Well-Defined Risks

Identify Risks Related to Integration Requirements are Difficult to Determine Show them Consequences

Risk Process

Critical Success Factors (PRM) Tricks of the Trade (RMC)

11.3 Perform Qualitative 6.2.1 Risk Use Analysis Agreed-Upon Approach Urgency (Proximity)

Manageablity Impact external to the Prtoject 6.2.2 Use Agreed-Upon Definitions of Risk Terms 6.2.3 Collect High-Quality Information about Risks 6.2.4 Perform Iterative Qualitative Risk Analysis

Risk Process

Critical Success Factors (PRM)

11.4 Perform Quantitative 7.2.1 Risk Prior Analysis Risk Identification and Qualitative Risk Analysis 7.2.2 Appropriate Project Model Tricks of the Trade (RMC) 7.2.3 Commitment to Collecting High-Quality Risk Data 7.2.4 Unbiased Data 7.2.5 Overall Project Risk Derived from Individual Risks 7.2.6 Interrelationships Between Risks in Quantitative Risk Analysis

Risk Process

Critical Success Factors (PRM)

Communicate Clearly Define Risk-Related Roles and Responsibilities Tricks of the Trade (RMC) Specify Timing of Risk Responses Encourage All Contributors Provide Resources, Budget, and Solicit Schedule Expertfor Opinions Responses Address the Interaction of Risks and Responses Ensure Appropriate, Timely, Effective, and Agreed-Upon Responses Address Both Threats and Opportunities Develop Strategies before Tactical Responses

11.5 Plan Risk Responses 8.2.1 8.2.2 8.2.3 8.2.4 8.2.5 8.2.6 8.2.7 8.2.8

Triggers Sensors Risk Owner Risk Action Owner Contingency Planning Fallback Planning Residual Risks Critical Success Factors (PRM) Secondary Risks

Risk Process

11.6 Monitor and Control 9.2.1 Risks Integrate Risk Monitoring and Control with Project Monitoring and Control 9.2.2 Continuously Monitor Risk Trigger Conditions Tricks of the Trade (RMC) 9.2.3 Maintain Risk Awareness Manage the Highest \risk Path not Just the Critical Path Be Sure the Stakeholders Understand Reserves

Inputs (PMBOK)

Inputs (RMC)

Tools & Techniques (PMBOK)

1. Planning Meetings and Analysis

1. Project Scope Statement 2. Cost Management Plan 3. Schedule Management Plan 4. Communications Management Plan 5. Enterprise Environmental Factors 6. Organizational Process Assets

Inputs (PMBOK)

Inputs (RMC)

Tools & Techniques (PMBOK)

1. Risk Management Plan Risk Management Plan 4. Assumptions Analysis 2. Activity Cost Estimates Outputs from Project Planning 3. Activity Duration Estimates Estimates 2. Information Gathering Techniques 4. Scope Baseline Work Breakdown Structure (WBS) 5. Diagramming Techniques 5. Stakeholder Register Stakeholder Register 3. Checklist Analysis 6. Cost Management Plan 2. Information Gathering Techniques 7. Schedule Management Plan 1. Documentation Reviews 8. Quality Management Plan 5. Diagramming Techniques 9. Project Documents 5. Diagramming Techniques 10.Enterprise Environmental Factors 11.Organizational Process Assets 5. Diagramming Techniques Project Charter 2. Information Gathering Techniques o Integration List of Common Risk Categories ult to Determine Historical Records and Project Documents

2. Information Gathering Techniques 6. SWOT Analysis 5. Diagramming Techniques

5. Diagramming Techniques

5. Diagramming Techniques 7. Expert Judgment

Inputs (PMBOK)
1. Risk Register 2. Risk Management Plan

Inputs (RMC)
Risk register Risk Management Plan

Tools & Techniques (PMBOK)

1. Risk Probability and Impact Assessment 2. Probability anmd Impact Matrix

3. Project Scope Statement Project Scope Statement 3. Risk Data Quality Assessment 4. Organizational Process Assets Project Type and Work Needed to 4.Complete Risk Categorization Project Data about the risks to be used to 5. measure Risk Urgency Precision Assessment Assumptions to test 6. Expert Judgement Scales for Probability and Impact Historical Records

Inputs (PMBOK)

Inputs (RMC)

Tools & Techniques (PMBOK)

1. Risk Register Risk register 1. Data Gathering and Representation Techniques 2. Risk Management Plan Risk Management Plan 2. Quantitative Risk Analysis and Modeling Techniq 3. Cost Management Plan Project Scope Statement 3. Expert Judgement 4. Schedule Management Plan Project Type and Work Needed to Complete Project 5. Organizational Process Assets Data about the risks to be used to measure Precision Assumptions to test Scales for Probability and Impact Historical Records

Inputs (PMBOK)
1. Risk Register 2. Risk Management Plan

Inputs (RMC)

Tools & Techniques (PMBOK)

pon Responses

Risk register 1. Strategies for Negative Risks or Threats Risk Management Plan 2. Strategies for Positive Risks or Threats Forecast of Potential Schedule and 3. Contingent Costs for the Response Project Strategies Monte Carlo Analysis Probability of 4. achieving Expert Judgement the project objectives Historical Records about Risk Responses Risk Thresholds

Inputs (PMBOK)

Inputs (RMC)

Tools & Techniques (PMBOK)

1. Risk Register Risk register 2. Risk Management Plan Risk Management Plan 3. Work Performance Information Work results 4. Performance Reports Project Communications Risk Events Project Changes Additional Risks

1. Risk Reassessment 2. Risk Audits 3. Variance and Trend Analysis 4. Technical Performance Measurement 5. Reserve Analysis 6. Status Meetings

Tools & Techniques (PRM) Techniques (RMC)

4.3.1 Planning Sessions 4.3.2 Templates

Techniques (PRM)
Planning Meetings and Analysis

Tools & Techniques (PRM) Techniques (RMC)

5.3.2 5.3.2 5.3.3 5.3.2 5.3.1 5.3.2 5.3.2 5.3.2 5.3.2 5.3.1 5.3.2 5.3.2 5.3.3 5.3.1 5.3.1 5.3.1 5.3.1 5.3.2 5.3.1 5.3.2 5.3.2 5.3.2 5.3.1 5.3.1 5.3.1 5.3.2

Techniques (PRM)

Techniques

Current Assessments Assumptions Analysis Current Assessments Constraints Analysis Creativity Techniques Brainstorming Brainstorming Current Assessments Cause and Effect (Ishikawa) Cause Diagrams and Effect (Ishikawa) Diagrams Historical Review Check Lists Check Lists Current Assessments Delphi Technique Delphi Technique Current Assessments Documentation Review Document Review Current Assessments Failure Modes and Effect Analysis FMEA/Fault (FMEA) Tree Analysis Current Assessments Force Field Analysis Historical Review Industry Knowledge Base Current Assessments Influence Diagrams Current Assessments Expert Interviews Interviews Creativity Techniques Nominal Group Technique Nominal Group Technique Historical Review Post-project Reviews Historical Review Lessons Learnmt Historical Review Historical Records Historical information Historical Review Prompt Lists Prompt Lists Current Assessments Questionnaire Historical Review Risk Btreakdown Structure (RBS) Current Assessments Root Cause Analysis Current Assessments SWOT Analysis SWOT Analysis Current Assessments System Dynamics Historical Review WBS Review Historical Review Review the Lists of Risks Historical Review Conduct a Pre-Mortem Current Assessments Affinity Diagrams Forms (Documenting) Sticky Notes (Documenting) System or Process Flow Charts

Tools & Techniques (PRM) Techniques (RMC)

Techniques (PRM)

6.3.1 Select Risk Characteristics Probability that Define and Impact Risks' Scales Importance Root Cause Anlaysis 6.3.2 Collect and Analyze data Estimating Techniques

6.3.3 Prioritize Risks by Probability Data Quality and Impact Assessment on Specific Post-Project Objectives Reviews 6.3.4 Prioritize Risks by Probability and Impact on Overall Lessons Project Learnt 6.3.5 Catergorize Risk Causes Historical Information Probability and Impact Matrix Assumptions Testing Analytic Heirarchy Process (AHP)

Tools & Techniques (PRM) Techniques (RMC)

Techniques (PRM)

7.3.1 Comprehensive Risk Representation Decision Tree Decision Tree Analysis 7.3.2 Risk Impact Calculation Expected Monetary Value (EMV) Expected Monetary Value (EMV) 7.3.3 Quantitative Method Appropriate Failure Modes to Analyzing and Effects Uncertainty Analysis FMEA/Fault (FMEA) Tree Analysis 7.3.4 Data Gathering Tools Monte Carlo Simulation Monte Carlo Simulation 7.3.5 Effective Presentation of Quantitative Analysis Results Post-Project Reviews 7.3.6 Iterative Quantitative Risk Analysis Lesson Learnt 7.3.7 Information for Response Planning Historical Information System Dynamics

Tools & Techniques (PRM) Techniques (RMC)

8.4.1 Response Identification 8.4.2 Response Selection 8.4.3 Action Planning 8.4.4 Ownership and Responsibility Assignment

Techniques (PRM)
Brainstorming Check Lists Contingency Reserve Estimation Critical Chain Project Management (CCPM) Decision Tree Analysis Delphi Technique Expected Monetary Value (EMV) Force Field Analysis Industry Knowledge Base Interviews Nominal Group Technique Multi-Criterion Selection Techniques Post-Project Reviews Lesson Learnt Historical Information Prompt Lists Quantitative Risk Analysis Root-Cause Analysis Scenario Analysis Opportunities Exploit Enhance Share Accept

Threats Avoid Mitigate Transfer Accept

Tools & Techniques (PRM) Techniques (RMC)

Techniques (PRM)

9.3.1 Managing Contingency Reserves 9.3.2 Tracking Trigger Conditions 9.3.3 Tracking Overall Risk Risk Audits 9.3.4 Tracking Complaince Risk Reassessment

Critical Chain Project Management (CCPM) Reserve Analysis Risk Audits Risk Reassessment Status Meetings Trend Analysis Variance Analysis

Earned Value Analysis

Outputs (PMBOK)
1. Risk Management Plan

Outputs (RMC)
Risk Management Plan

Outputs (PMBOK)
1. Risk Register

Outputs (RMC)
List of Risks Root Cause of Risks Potential Risk Owners List of Potential Owners Triggers Updated Risk Categories

(Ishikawa) Diagrams

Structure (RBS)

ss Flow Charts

Outputs (PMBOK)
1. Risk Register Updates

Outputs (RMC)
Risk register Updates Risk Ranking of Project

mpact Matrix y Process (AHP)

List of prioritized Risks and their Probability and Impact Ratings Risk Grouped by Categories List of Risks requiring additional Analysis List of Risks for additional Analysis and Response Watchlist (non-top Risks) Trends Go/No-Go decision

Outputs (PMBOK)

Outputs (RMC)

1. Risk Register Updates ary Value (EMV)

Risk register Updates Prioritized List of Quantified Risks Amount of Contingency Time and Cost Reserves Needed Possible realistic and achievable completion dates and project costs, with confidence The quantified probability of meeting project objectives Trends

Outputs (PMBOK)

Outputs (RMC)

1. Risk Register Updates Risk register Updates 2. Risk Related Contyract Decisions Residual Risks 3. Project Management PlanContingency Updates Plans 4. Project Document Updates Risk Owners Secondary Risks Risk Triggers ary Value (EMV) Contracts Fallback Plans Reserve (Contingency) Project Management Plan Updates Project Document Updates lection Techniques

Outputs (PMBOK)

Outputs (RMC)

1. Risk Register Updates Risk register Updates 2. Organizational Process Assets Outcomes Updates of Risk Reassessment and Risk Audits 3. Change Requests Updates to previous parts of risk management 4. Project Management PlanClosing Updatesof Risks that are no longer applicable 5. Project Document Updates Details of what happened when risks occurred Change Requests Recommended Corrective Actions Recommended Preventive Actions Project Management Plan Updates Project Document Updates Organizational Project Assets Updates

oject costs, with confidence levels, versus the time and cost objectives for the project

11.1 Plan Risk Management

11.2 Identify Risk

11.3 Perform Qualitative Risk Analysis

Inputs
1. Project Scope Statement 1. Risk Management Plan 1. Risk Register 2. Cost Management Plan 2. Activity Cost Estimates 2. Risk Management Plan 3. Schedule Management Plan 3. Activity Duration Estimates 3. Project Scope Statement 4. Communications Management4. Plan Scope Baseline 4. Organizational Process Assets 5. Enterprise Environmental Factors 5. Stakeholder Register 6. Organizational Process Assets6. Cost Management Plan 7. Schedule Management Plan 8. Quality Management Plan 9. Project Documents 10.Enterprise Environmental Factors 11.Organizational Process Assets

Tools & Techniques

1. Planning Meetings and Analysis 1. Documentation Reviews 1. Risk Probability and Impact Assessment 2. Information Gathering Techniques 2. Probability anmd Impact Matrix 3. Checklist Analysis 3. Risk Data Quality Assessment 4. Assumptions Analysis 4. Risk Categorization 5. Diagramming Techniques 5. Risk Urgency Assessment 6. SWOT Analysis 6. Expert Judgement 7. Expert Judgment

Outputs
1. Risk Management Plan 1. Risk Register 1. Risk Register Updates

11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses

11.6 Monitor and Control Risks 1. Risk Register 2. Risk Management Plan 3. Work Performance Information 4. Performance Reports

Inputs
1. Risk Register 1. Risk Register 2. Risk Management Plan 2. Risk Management Plan 3. Cost Management Plan 4. Schedule Management Plan 5. Organizational Process Assets

Tools & Techniques

1. Data Gathering and Representation 1. Strategies Techniques for Negative Risks or 1.Threats Risk Reassessment 2. Quantitative Risk Analysis and 2. Modeling Strategies Techniques for Positive Risks or2. Threats Risk Audits 3. Expert Judgement 3. Contingent Response Strategies 3. Variance and Trend Analysis 4. Expert Judgement 4. Technical Performance Measurement 5. Reserve Analysis 6. Status Meetings

Outputs
1. Risk Register Updates 1. Risk Register Updates 1. Risk Register Updates 2. Risk Related Contract Decisions 2. Organizational Process Assets Updates 3. Project Management Plan Updates 3. Change Requests 4. Project Document Updates 4. Project Management Plan Updates 5. Project Document Updates

e Information

nd Analysis mance Measurement

ocess Assets Updates

ent Plan Updates

11.1 Plan Risk Management 1. Project Scope Statement 3. Schedule Management Plan 2. Cost Management Plan

11.2 Identify Risk

11.3 Perform Qualitative Risk Analysis

Inputs
3. Project Scope Statement 7. Schedule Management Plan 6. Cost Management Plan 8. Quality Management Plan 4. Communications Management Plan 1. Risk Management Plan 4. Scope Baseline 3. Activity Duration Estimates 2. Activity Cost Estimates 5. Stakeholder Register 9. Project Documents 1. Risk Register

2. Risk Management Plan

5. Enterprise Environmental Factors 10.Enterprise Environmental Factors 6. Organizational Process Assets11.Organizational Process Assets 4. Organizational Process Assets 6 11 4

Tools & Techniques

1. Planning Meetings and Analysis 1. Documentation Reviews 1. Risk Probability and Impact Assessment 2. Information Gathering Techniques 2. Probability anmd Impact Matrix 3. Checklist Analysis 3. Risk Data Quality Assessment 4. Assumptions Analysis 4. Risk Categorization 5. Diagramming Techniques 5. Risk Urgency Assessment 6. SWOT Analysis 7. Expert Judgment 6. Expert Judgement 1 7 6

Outputs
1. Risk Management Plan 1. Risk Register 1. Risk Register Updates

1 8 6,1,1 6,11,4,5,2,4

1 19 11,7,1

1 11 4,6,1 1,7,6,3,4,6

PRACTICE AREA

Inputs
ScMP CoMP CommMP RMP Scope Statement Scope Baseline Duration Estimate Cost Estimate Stakeholder Register Project Documents RMP Scope Statement ScMP CoMP QMP

EEF OPA

EEF OPA

OPA Risk Register 11 4

6 Planning Meetings and Analysis

Tools & Techniques

Info Gathering Techniques Diagramming Technques Assumptions Analysis SWOT Analysis Checkllist Analaysis Documentation Reviews Expert Judgememt 7 Risk Register Probability and Impact Assessment Probability and impavt Matrix Risk Data Quality Assessment Risk Categorization Expert Judgement

1 RMP

Outputs
Risk Register Update

11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses

11.6 Monitor and Control Risks

Inputs
4. Schedule Management Plan 3. Cost Management Plan

2. Risk Management Plan

2. Risk Management Plan 2. Project Management Plan

1. Risk Register

1. Risk Register

1. Risk Register 3. Work Performance Information 4. Performance Reports

5. Organizational Process Assets 5

32

Tools & Techniques

1. Data Gathering and Representation 1. Strategies Techniques for Negative Risks or 1.Threats Risk Reassessment 2. Quantitative Risk Analysis and 2. Modeling Strategies Techniques for Positive Risks or2. Threats Risk Audits Assessment 3. Contingent Response Strategies 3. Variance and Trend Analysis 4. Technical Performance Measurement 5. Reserve Analysis 6. Status Meetings 3. Expert Judgement 4. Expert Judgement 3 4 6 27

Outputs

1. Risk Register Updates

1 9 5,3,1

1. Risk Register Updates 1. Risk Register Updates 2. Risk Related Contract Decisions 3. Change Requests 2. Organizational Process Assets Updates 3. Project Management Plan Updates 4. Project Management Plan Updates 4. Project Document Updates 5. Project Document Updates 13 4 5 72 10 15 2.4.4 1,1,1,1,4,5 4,6,5

Inputs
ScMP CoMP

RMP

RMP PMP

WPI Perf Reps OPA Risk Register 5

Risk Register 2

Risk Register 4 Risk Audits Reserve Analysis Risk Reassessment Technical Performance Measurement Variance and Trend Analysis Status Meetings

Tools & Techniques

Risk Data Gathering and Representation Positive Techniques Startaegies Quantitative Analysis and Modeling Techniques Negative Strategies Expert Judgement Comtingency Strategies expert Judgement

4 Risk Register Update Risk related Contract Decisions PMP Updates Project Document Updates

6 Risk Register Update Change Request OPA Updates PMP Updates Project Document Updates 5

Outputs
Risk Register Update

ce Measurement

ss Assets Updates Plan Updates

Techniques
Affinity Diagrams Analytic Heirarchy process (AHP) Assumptions Analysis Assumptions Testing Brainstorming Cause and Effect (Ishikawa) Diagrams Check Lists Conduct a Pre-Mortem Constraints Analysis Contingency Reserve Estimation Critical Chain Project Management (CCPM) Data Quality Assessment Decision Tree Analysis Delphi Technique Document Review Earned Value Analysis Estimating Techniques Expected Monetary Value (EMV) FMEA/Fault Tree Analysis Force Field Analysis Forms (Documenting) Historical information Industry Knowledge Base Influence Diagrams Interviews Lesson Learnt Monte Carlo Simulation Multi-Criterion Selection Techniques Nominal Group Technique Planning Meetings and Analysis Post-project Reviews Probability and Impact Matrix Probability and Impact Scales Prompt Lists Quantitative Risk Analysis Questionnaire Reserve Analysis Review the Lists of Risks Risk Audits Risk Btreakdown Structure (RBS) Risk Reassessment Root Cause Analysis Scenario Analysis Status Meetings

Sticky Notes (Documenting) SWOT Analysis System Dynamics System or Process Flow Charts Trend Analysis Variance Analysis WBS Review

Critical Success Factors (PRM)

4.2.1 Identify and Address Barriers to Successful Project Risk Management 4.2.2 Involve Project Stakeholders in Project Risk Management 4.2.3 Comply with the Organization's Objectives, Policies, and Procedures 5.2.1 Early Identification 5.2.2 Iterative Identification 5.2.3 Emergent Identification 5.2.4 Comprehensive Identification 5.2.5 Explicit Identification of Opportunities 5.2.6 Multiple Perspectives 5.2.7 Risks Linked to Project Objectives 5.2.8 Complete Risk Statement 5.2.9 Ownership and Level of Detail 5.2.10 Objectivity 6.2.1 Use Agreed-Upon Approach Urgency (Proximity) Manageablity Impact external to the Prtoject 6.2.2 Use Agreed-Upon Definitions of Risk Terms 6.2.3 Collect High-Quality Information about Risks 6.2.4 Perform Iterative Qualitative Risk Analysis 7.2.1 Prior Risk Identification and Qualitative Risk Analysis 7.2.2 Appropriate Project Model 7.2.3 Commitment to Collecting High-Quality Risk Data 7.2.4 Unbiased Data 7.2.5 Overall Project Risk Derived from Individual Risks 7.2.6 Interrelationships Between Risks in Quantitative Risk Analysis 8.2.1 Communicate 8.2.2 Clearly Define Risk-Related Roles and Responsibilities 8.2.3 Specify Timing of Risk Responses 8.2.4 Provide Resources, Budget, and Schedule for Responses 8.2.5 Address the Interaction of Risks and Responses 8.2.6 Ensure Appropriate, Timely, Effective, and Agreed-Upon Responses 8.2.7 Address Both Threats and Opportunities 8.2.8 Develop Strategies before Tactical Responses

Critical Success Factors (PRM)

9.2.1 Integrate Risk Monitoring and Control with Project Monitoring and Control 9.2.2 Continuously Monitor Risk Trigger Conditions 9.2.3 Maintain Risk Awareness