RISK MANAGEMENT CERTIFICATION PROGRAM

PLANNING RISK MANAGEMENT

EXERCISES - PLANNING RISK MANAGEMENT (1)

PLANNING RISK MANAGEMENT

‣ DEMONSTRATE YOUR
UNDERSTANDING OF THE
PLAN RISK MANAGEMENT
PROCESS

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ MANAGE POTENTIAL RISKS
‣ DEFINE RISK
‣ REDUCE UNCERTAINTY
‣ COMMON RISK RESPONSES
‣ INPUTS, TOOLS AND TECHNIQUES,
AND OUTPUT
‣ PROBABILITY AND IMPACT MATRIX

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ HOW IS PROJECT RISK
DEFINED?

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ AN EVENT THAT COULD POSSIBLY
HAPPEN AND THAT WOULD IMPACT
ONE OR MORE PROJECT OBJECTIVES
‣ AN OLD, WELL-ESTABLISHED
PRINCIPLE OR PROCEDURE
‣ A DELAY WHICH HAS CAUSED A
REVISION IN THE PROJECT SCHEDULE
‣ AN UPCOMING STATUS REVIEW FOR
MEETING PROJECT OBJECTIVES

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ AN EVENT THAT COULD POSSIBLY
HAPPEN AND THAT WOULD IMPACT
ONE OR MORE PROJECT OBJECTIVES
‣ AN OLD, WELL-ESTABLISHED
PRINCIPLE OR PROCEDURE
‣ A DELAY WHICH HAS CAUSED A
REVISION IN THE PROJECT SCHEDULE
‣ AN UPCOMING STATUS REVIEW FOR
MEETING PROJECT OBJECTIVES

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ WHAT ARE THE THREE
EXAMPLES OF RISKS THAT
THE PROJECT COULD
ENCOUNTER?

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ A BOUT OF FLU HAS HIT SOME TEAM MEMBERS AND MAY
AFFECT MORE, WHICH COULD RESULT IN THE PROJECT BEING
UNDERSTAFFED
‣ THE CLEANING STAFF FOR THE OFFICES OF THE PERFORMING
ORGANIZATION ARE THREATENING A SLOWDOWN IN THEIR
WORK UNTIL CERTAIN TRADE UNION DEMANDS ARE MET
‣ SCOPE CREEP COULD OCCUR BECAUSE SOME OF THE INITIAL
DESIGNS FOR THE APPLIANCES WEREN'T PROPERLY APPROVED
‣ ONE OF THE PROTOTYPE APPLIANCES HAS A TECHNICAL
MALFUNCTION THAT MAY ALSO BE PRESENT IN OTHER
APPLIANCES IN THE RANGE
‣ A FIRE DAMAGED THE STUDIO WHERE THE APPLIANCE
DESIGNERS WERE WORKING, SO THE PROJECT SCHEDULE HAD
TO BE ADJUSTED TO ALLOW FOR THE MOVE INTO A NEWLY
EQUIPPED STUDIO

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ A BOUT OF FLU HAS HIT SOME TEAM MEMBERS AND MAY
AFFECT MORE, WHICH COULD RESULT IN THE PROJECT BEING
UNDERSTAFFED
‣ THE CLEANING STAFF FOR THE OFFICES OF THE PERFORMING
ORGANIZATION ARE THREATENING A SLOWDOWN IN THEIR
WORK UNTIL CERTAIN TRADE UNION DEMANDS ARE MET
‣ SCOPE CREEP COULD OCCUR BECAUSE SOME OF THE INITIAL
DESIGNS FOR THE APPLIANCES WEREN'T PROPERLY APPROVED
‣ ONE OF THE PROTOTYPE APPLIANCES HAS A TECHNICAL
MALFUNCTION THAT MAY ALSO BE PRESENT IN OTHER
APPLIANCES IN THE RANGE
‣ A FIRE DAMAGED THE STUDIO WHERE THE APPLIANCE
DESIGNERS WERE WORKING, SO THE PROJECT SCHEDULE HAD
TO BE ADJUSTED TO ALLOW FOR THE MOVE INTO A NEWLY
EQUIPPED STUDIO

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ WHAT THREE FACTORS OF
RISK DO YOU NEED TO
DETERMINE IN ORDER TO
REDUCE UNCERTAINTY?

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ THE LIKELIHOOD OF THE RISK
HAPPENING
‣ THE IMPACT OF THE RISK
‣ THE CAUSE OF THE RISK
‣ THE CHANCES THAT THE MAJORITY OF
STAKEHOLDERS ARE AWARE OF THE
RISK
‣ THE MOST RECENT REFERENCE TO
THE RISK IN THE NEWS

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ THE LIKELIHOOD OF THE RISK
HAPPENING
‣ THE IMPACT OF THE RISK
‣ THE CAUSE OF THE RISK
‣ THE CHANCES THAT THE MAJORITY OF
STAKEHOLDERS ARE AWARE OF THE
RISK
‣ THE MOST RECENT REFERENCE TO
THE RISK IN THE NEWS

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ WHAT ARE THE FOUR
EXAMPLES OF COMMON
RISK RESPONSES?

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ INCREASE THE PROJECT BUDGET
‣ ADJUST THE PROJECT SCHEDULE
‣ STACK PROJECT RESOURCES
‣ CHANGE THE PROJECT SCOPE
‣ OUTSOURCE THE PROJECT TO
ANOTHER COMPANY
‣ IGNORE THE RISK UNTIL IT'S MORE
LIKELY

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ INCREASE THE PROJECT BUDGET
‣ ADJUST THE PROJECT SCHEDULE
‣ STACK PROJECT RESOURCES
‣ CHANGE THE PROJECT SCOPE
‣ OUTSOURCE THE PROJECT TO
ANOTHER COMPANY
‣ IGNORE THE RISK UNTIL IT'S MORE
LIKELY

EXERCISES - PLANNING
RISK MANAGEMENT (1)
‣ MATCH THE INPUTS WITH
THE INFORMATION THEY
PROVIDE

EXERCISES - PLANNING
RISK MANAGEMENT (1)
 ‣ HELPS TO ANSWER
QUESTIONS ABOUT THE
PRODUCT AND HOW MUCH
‣ A. PROJECT OVERALL UNCERTAINTY
CHARTER
 THE PROJECT TEAM WILL
FACE AS THE PROJECT IS
PLANNED AND CARRIED
OUT
‣ B. ‣ DEFINES THE
COMMUNICATION INTERACTIONS THAT WILL
S MANAGEMENT HAPPEN DURING THE
PROJECT
PLAN ‣ INDICATES KEY PLAYERS
‣ C. STAKEHOLDER IN THE PROJECT AND
WHAT THEIR
REGISTER EXPECTATIONS ARE

EXERCISES - PLANNING
RISK MANAGEMENT (1)
 ‣ HELPS TO ANSWER
QUESTIONS ABOUT THE
PRODUCT AND HOW MUCH
‣ A. PROJECT OVERALL UNCERTAINTY
CHARTER
 THE PROJECT TEAM WILL
FACE AS THE PROJECT IS
PLANNED AND CARRIED
OUT
‣ B. ‣ DEFINES THE
COMMUNICATION INTERACTIONS THAT WILL
S MANAGEMENT HAPPEN DURING THE
PROJECT
PLAN ‣ INDICATES KEY PLAYERS
‣ C. STAKEHOLDER IN THE PROJECT AND
WHAT THEIR
REGISTER EXPECTATIONS ARE

EXERCISES - PLANNING
RISK MANAGEMENT (1)
RISK MANAGEMENT CERTIFICATION PROGRAM

PLANNING RISK MANAGEMENT