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CAPM > 11 - Project Risk Management > Flashcards

11 - Project Risk Management Flashcards

1
Q

Acceptance

A

Risk Response

Good for + and - risks

Often used for smaller risks in project.

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2
Q

Ambiguity Risks

A

Risks that have an uncertain, unclear nature, such as new laws or regulations, the marketplace conditions, and other risks that are nearly impossible to predict

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3
Q

Avoidance

A

A risk response to avoid the risk

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4
Q

Brainstorming

A

The most common approach to risk identification

Usually completed by a project team with subject matter experts to identifyt the risks within the project

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5
Q

Business risks

A

These risks may have negative or positive outcomes.

Examples include using a less experienced worker to complete a task, allowing phases to overlap, forging the expense of formal training for on-the-job education.

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6
Q

Cardinal scales

A

Ranking approach to identify probability and impact using a numerical value (0.01 very low to 1.0 certain)

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7
Q

Checklists

A

Quick/cost effective risk identification approach

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8
Q

Data precision

A

Consideration of the risk ranking scores that takes into account any bias, accuracy of the data submitted, and the reliability of the nature of the data submitted.

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9
Q

Decision tree

A

A method to determine which of two or more decisions is the best one.

Examines costs and benefits of each decisions outcome and weighs probability of success for each decision.

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10
Q

Delphi technique

A

An anonymous method of querying experts about foreseeable risks within a project, phase, or component of a project.

Results of the survey are analyzed by a third party then circulated to experts. Several rounds of anonymous discussion with the technique, wihtout fear of backlash or offending other participants i nthe process.

Goal is to gain consesnsus on project risks within the prkject

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11
Q

Enhancing

A

Risk response that attempts to enhance the conditions to ensure a positive risk event will likely happen

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12
Q

Escalating

A

Risk reponse for + and - risks. Raise it to more sr. member.

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13
Q

Expected monetary value (EVM)

A

The monetary value of a risk exposure based on the risk’s probability and impact on the risk matrix.

Used in quantitative risk analysis because is quantifies the risk exposure, .

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14
Q

Exploit

A

Risk reponse that takes advantage of the positive risks wihtin a project.

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15
Q

External risks

A

Risks outside the project, but that directly affect it.

e.g. legal issues, weather, etc.

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16
Q

Flowcharts

A

System or process flowcharts show the replationship between components and how the overall process works.

Useful for identifygin risks between system components.

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17
Q

Influence diagrams

A

Graphical representation of situations showing causal influences, time ordering, other relationships among variables and outcomes

Identifies all elements, variables, decisions, and objectives and also how each factor may influence another.

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18
Q

Ishikawa diagrams

A

Cause and effect fishbone diagram.

Used to find root cause of factors that are causing risks in the project

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19
Q

Low-priority risk watch list

A

Low priority risks are identified and assigned to a watch list for periodic monitoring

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20
Q

NMitigation

A

Risk response effort to reduce the probability and/or impact of an identified risk in the project

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21
Q

Monte carlo technique

A

Simulation technique used to simulate all outcomes based on variables inputted.

22
Q

Ordinal scales

A

Ranking approach that ranks outcomes from very low to very high

23
Q

Organizational risks

A

Performing organization can contribute to the projects risks through unreasonable cost, time, and scope expectations; poor project prioritization; inadequuate funding or the disruption of funding; and ocmpletion wiht other projects for internal resources.

24
Q

PESTLE

A

A prompt list used for risk identification.

Examines risks in the:
Political
Economical
Social
Technological
Legal
Environmental 
....domains.
25
Q

Probability and impact matrix

A

Matrix that ranks the probability of r risk event occuring and its impact on the project if the event does happen; used in qual and quant analysis

26
Q

Project management risks

A

Risk deal with faults in the mgmt of the project:

..bad allocation of time, resources, scheduling. etc.

27
Q

Pure risks

A

Only a negative outcome

28
Q

Qualitative risk analysis

A

“qualifies” the risks that have been identified in the project.

Examines and prioritizes based on probabilityximpact if occurs (no numbers)

29
Q

Quantitative risk analysis

A

Numerically assess the probability and impact of the identified risks. Also creates an overall risk score for the project.

Method is more in depth than qualitative risk analysis and relies on several tools

30
Q

RAG rating

A

Red amber green

31
Q

Residual risks

A

Risks that are expected to remain after a risk response.

32
Q

Risk

A

An uncertain event or condition that can have a positive or negative impact on the project

33
Q

Risk identification

A

Systematic process of combing through the project, the project plan, the work breakdown structure, and all supporting documentation to identify as many risks that may affect the project as possible.

34
Q

Risk management plan

A

PM subsidiary plan that defines how risks will be identified, analyzed, responded to, and monitored within project.

Also defined iterative risk management process that the project is expected to adhere to

35
Q

Risk management planning

A

Agreed-upon approach to the management of the project risk processes

36
Q

Risk owners

A

Individual/entity that are responsible for monitoring and responding to an identified risk wihtin the project

37
Q

Risk register

A

The risk register is a project plan component that contains all of the information related to the risk management activities. It’s updated as risk management activities are conducted to reflect the status, progrss, and nature of the project risks.

38
Q

Risk report

A

Explains the overall project risks and provides summaries about the individual project risks

39
Q

Risk response audit

A

An audit to test the validity of the established risk responses

40
Q

Risk responsiblities

A

The level of ownership an individual or entity has over a project risk

41
Q

Risk score

A

The calculated score based on each risk’s probabvility and impact. The approach can be used in both qualitative and quantitative risk analysis

42
Q

Root cuase identification

A

Root cause identification aims to find out why a risk event may be occurring, the causal factors for the risk events, and then, eventually, how the events can be mitigated or eliminated.

43
Q

Secondary risks

A

New risks that are created as a result of a risk response

44
Q

Sensitivity analysis

A

A quantitative risk analysis tool that examines each risk to determine which one has the largest impact on the project’s success

45
Q

Sharing

A

A risk response that shares the advantages of a positive risk wihtin a project

46
Q

SWOT analysis

A

Examining the project from the perspective of each characterstic: strengths, weaknesses, opportunities, and threats

47
Q

TECOP

A

A prompt list used in risk identification to examine the Technical, Environmental, Commercial, Operational, and political factors of the project

48
Q

Technical, quality, or performance Risks

A

Technical risks are associated with new, unproven, or complex technologies being used on the project.

Changes to the technology during the project implementation can also be a risk. Quality risks are the levels set for expectations of impractical quality and performnace

49
Q

Transference

A

Risk reponse that transfers ownership to another party.

Insurance, licenced contractors, etc are good examples.

Fee/contract is typically involved with the reansference of a risk

50
Q

Variability risks

A

Example of a non-event risks.

Uncertainty exists about some key characteristics of a planned event, activity, or decision.

e.g. productivity could be higher or lower than expected, weather event during construction?

51
Q

VUCA

A 
A prompt list used in risk identification that examines the:
Volatility
Uncertainty
Complexity
Ambiguity
..of risk factors wihtin the project

CAPM (14 decks)

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