Tools risk management plan

Secondly, as the probability and impact increase the level of uncertainty increases as well. High levels of uncertainty can damage the project to the maximum level this is generally represented by the red zone also called the danger zone for the project. Any risk identified under this zone must be prioritized and addressed immediately.

The figure 2 represents this clearly. The changing color in the graph from green to red illustrates how the level of uncertainty changes from very low to very high. For instance, if the event occurs the value would be 1 and if it does not occur at all then probability can be termed as 0,. And impact is categorized as very low to very high with 1 being very low ad 5 being the very high value of impact,.

The final value of risk is evaluated after the multiplication of the two variables, this is further illustrated in the figure 3. Based on these risk values, Project Managers can plot the identified risks and can determine which ones are the most critical ones and fall in the danger zone. This is usually the method of prioritizing various risks for the project.

Furthermore, Once the risks are identified, Project Managers can then devise various risk strategies to manage those risks throughout the project life cycle. Some of the widely used risk strategies are mentioned below. Risk avoidance typically mean Project Managers are completely eliminating the risk from occurrence. This is usually applicable when risks can create very high impact on your project and therefore must be avoided as their management might be very costly or damaging for the project.

Risk avoidances are only possible if the forecasting systems are well developed and very strong. Risk Avoidance strategies can only be devised when Risks are identified earlier in the planning stage. This is not possible in the continuous changing environment or with very high uncertainty of the project. The risk avoidance can be achieved by putting up the well-structured plan of action which would lead to eliminate the risk completely. Risk Reduction mean the risk impact cannot be eliminated but can be minimized to the maximum level.

This is possible when risks can b inevitable and must be managed carefully. RiskNav also displays a 5x5 frequency chart Figure 2 showing the number of risks in each square of a 5x5 matrix of probability versus consequence ranges. The Red cells contain the highest priority risks. The Yellow and Green cells contain medium and low priority risks, respectively.

RiskNav incorporates an administrative capability that allows the chart's probability and consequence ranges to be customized. Clicking on a cell provides a detailed list of the risks in that cell.

The All Red , All Yellow, and All Green icons at the top of the chart can be used to list risks in all cells of a particular color. Risk Matrix is a software application that can help identify, prioritize, and manage key risks on a program.

Although the process and application were developed for use by a specific sponsor, these principles can be applied to most government acquisition projects. See Figure 3. Although Risk Matrix is available for public release, support is limited to downloadable online documentation. Many commercial tools are available to support program risk management efforts. The government most commonly uses these risk management tools:. Multiple major government contractors have developed in-house risk management applications.

Many applications are comparable to available MITRE and commercial tools and effectively support program risk management. Many smaller programs use Microsoft Excel or Access customized risk management tools. Some customized solutions meet the tool selection criteria outlined earlier. This is important when considering a customized solution that meets the needs of the program being supported.

Fit the tool to the process or assessment needed. Many types of risk analysis and management tools are available, including ones for financial analysis, cost-risk uncertainty, and traditional program management. Understand the need of the program, reporting, analysis e.

Do not let the tool drive the process. I fattori scatenanti per la creazione o la revisione del RMP possono includere, ma non sono limitati a:. Come aiuto per determinare chiaramente il rischio o i rischi per gli obiettivi di valutazione del rischio, vengono proposti tre punti fondamentali:.

Le informazioni possono includere dati storici, analisi teoriche, opinioni informate e le preoccupazioni delle parti interessate. L'identificazione del rischio affronta la domanda "Cosa potrebbe andare storto? La valutazione del rischio confronta il rischio identificato e analizzato con determinati criteri di rischio. Le valutazioni del rischio considerano la forza delle prove per tutte e tre le domande fondamentali. Conducendo il controllo del rischio idealmente, il livello di rischio identificato dovrebbe essere ridotto a un livello accettabile.

Diversi processi, come l'analisi costi-benefici, devono essere usati dai decisori per capire il livello ottimale di controllo del rischio. Per il controllo del rischio i punti chiave sono:. La comunicazione del rischio riguarda la condivisione delle informazioni relative al rischio e alla gestione del rischio tra chi prende le decisioni e gli altri.