Definitions of Probability

Scale Probability Description

Severe 5 • The occurrence of risk has extreme influence.

• A risk event where if occurs it will severely impact that desired outcome of
the product to the extend one or more of the objective outcomes will not be
achieved.

High 4 • The occurrence of risk has high influence.

• A risk event where if occurs it will significantly impact the desired outcome
of the product to the extend one or more of the objective outcomes will fall
below acceptable levels.

Moderate 3 • The occurrence of risk has a moderate influence.

• A risk event where if occurs it will moderately impact the desired outcome
of the product to the extend one or more of the objective outcomes fall well
below goals but above acceptable levels.

Low 2 • The occurrence of the risk has a low influence.

• A risk event where if occurs it will have a minor impact on the desire
outcome of the product to the extend one or more of the objective outcomes
will fall below goals but well above the minimum acceptable levels.
Minimal 1 • The occurrence of the risk has minimal influence.
• A risk event where if occurs it will have little or no impact on the desire
outcome of the product.

Definitions of impact by Objective

Scale Probability Scope Quality Schedule Cost

Very High 5 Cause a high Very high Project schedule Reallocation of

severe impact to significant delayed by more than budget more than
the scope of the impact to the 20% of the initial 40% of the initial
project product quality schedule: budget:

More than 3 weeks More than RM 400

High 4 Cause a severe High significant Project schedule Reallocation of 20%

impact to the impact to the delayed by 10% to 20% to 40% of the initial
product quality of the initial schedule: budget:
 scope of the
project Within 1 week to 3 Within RM 200 to
weeks RM 400

Moderate 3 Cause a Moderate Project schedule Reallocation of 10%

moderate impact significant delayed by 5% to 10% to 20% of the initial
to the scope of impact to the of the initial schedule: budget:
the project product quality
Within 7 days to 11 Within RM 100 to
days RM 200

Low 2 Cause a small Low significant Project schedule Reallocation of lesser

impact to the impact to the delayed by lesser than than 10% of the initial
project scope product quality 5% of the initial budget:
schedule:
Lesser than RM 100
Less than 7 days

Very Low 1 Hardly Hardly Insignificant change in Insignificant change

noticeable scope observable the schedule. in the cost.
reduction quality
degradation
 Probability and Impact Matrix

Threats Opportunities
Very 5 10 15 20 25 25 20 15 10 5 Very
high (Moderate) (Moderate) (High) (High) (High) (High) (High) (High) (Moderate) (Moderate) high
5 5
High 4 8 12 16 20 20 16 12 8 4 High
4 (Low) (Moderate) (Moderate) (High) (High) (High) (High) (Moderate) (Moderate) (Low) 4

Probability
Probability

Moderate 3 6 9 12 15 15 12 9 6 3 Moderate
3 (Low) (Low) (Moderate) (Moderate) (High) (High) (Moderate) (Moderate) (Low) (Low) 3

Low 2 4 6 8 10 10 8 6 4 2 Low
2 (Low) (Low) (Low) (Moderate) (Moderate) (Moderate) (Moderate) (Low) (Low) (Low) 2

Very low 1 2 3 4 5 5 4 3 2 1 Very low

1 (Low) (Low) (Low) (Low) (Moderate) (Moderate) (Low) (Low) (Low) (Low) 1

Very low Low Moderate High Very High Very High High Moderate Low Very Low
1 2 3 4 5 5 4 3 2 1

Negative Impact Positive Impact

High (15 – 25) Unacceptable high risk

Moderate (8 – 14) Unacceptable moderate risk
Low (1 – 7) Acceptable risk
 Risk Register

RBS Risk Statement Probability Impact Risk

ID Rating
Scope Quality Schedule Cost Score
1.1.1 Product unqualified 3 - - 4 - 12
to obtain license
from the authority
due to not meeting
the requirements
and regulations of
the local authorities
resulting delay in
launching the
product.

1.2.1 Huge market for the 2 3 - - - 6

product due to an
increase number of
wheelchair users
increase over the
years resulting in
the raise of demand
and sales on the
product.

1.2.2 The material needed 2 4 8

to build the Extended
Arm is unavailable
due to supplier
prioritizing other
projects over us
resulting delay in
manufacturing
process.

1.3.1 A delay in the 4 4 16

project timeline due
unpredictable
external changes like
lockdown in the
country resulting in
jeopardizing to meet
the finish date.

1.4.1 Lack of 5 3 15
communication due
to disorganized
communication plan
 resulting in lack of
clarity and
confusion between
the stakeholders and
project team.

1.4.2 Not able to complete 3 4 12

the product on time
due to lack of
capacity or the
absentee of the
project team
resulting in project
overrunning.

Risk Response

RBS Risk Statement Score Risk Risk Risk Response Types of Risk
ID Prioritization Response
Strategy
1.1.1 Product unqualified 12 Moderate Mitigation Seek advice from Negative
to obtain license probability, the experts that
from the authority High Impact are experience in
due to not meeting the field and
the requirements modify according
and regulations of to the guidelines
the local authorities and regulations
resulting delay in from the
launching the Organizational
product. Process Assets
(OPA).
1.2.1 Huge market for 6 Low Enhancement Scale up the Positive
the product due to Probability, manufacturing
an increase number Moderate process and
of wheelchair users Impact increase the
increase over the production rate to
years resulting in meet the market
the raise of demand demand.
and sales on the
product.
1.2.2 The material 8 Low Avoid Replace the Negative
needed to build the Probability, current supplier
Extended Arm is High Impact with another that
unavailable due to has a better
supplier prioritizing management and
other projects over experience in the
us resulting delay related field.
in manufacturing Evaluate the
process. supplier service
before giving
them the project.
1.3.1 A delay in the 16 High Acceptance Resume the Negative
project timeline due Probability, project as soon as
unpredictable High Impact possible when the
external changes lockdown is
like lockdown in lifted.
the country
resulting in
jeopardizing to
meet the finish
date.

1.4.1 Lack of effective 15 Very High Mitigation Develop a Negative

communication Probability, detailed
due to Moderate communication
disorganized Impact plan that every
communication member in the
plan resulting in team is able
lack of clarity and communicate.
confusion between The
the stakeholders communication
and project team. plan should
include the right
tools for everyone
that involves in
the team to be
able to
communicate
consistently and
clearly.
1.4.2 Not able to 12 Moderate Avoid Formulate a clear Negative
complete the Probability, attendance policy
High Impact which help the
product on time due team to set a
to lack of capacity standard
or the absentee of absenteeism. The
the project team attendance policy
resulting in project should include
overrunning. the kind of
leaves, rules that
are associated to
paid and unpaid
leaves, the
seriousness of
prolong
absenteeism and
how will the
leaves be
recorded.