Articles
Articles remain the copyright of the original authors and publishers. They are not covered by the Creative Commons licence.
Title | Author(s) | Notes | Provided by |
|---|---|---|---|
A large part of the risk management process involves looking into the future and trying to understand what might happen and whether it matters. One important quantitative technique which might help is decision tree analysis. | |||
For many, brainstorming is not just one | |||
Unambiguous risk descriptions are essential if we are to risk effectively. One tool for describing risks is risk metalanguage, which separates the risk from its causes and effects using a three-part sentence. | |||
Risk identification techniques fall into three categories, which have different time perspectives – past, present and future. | |||
In order to understand a risk fully it is helpful to identify its causes as well as its effects. Risk metalanguage can help by separating cause-risk-effect in a three-part description. | |||
The most basic risk assessments use descriptive labels for probability and impact, such as high, medium and low. If I tell a colleague that one of my risks was as low-high, she has no way of knowing exactly what I mean. | |||
It is common to use the terms “probability” and “impact” to describe two dimensions of risk, and assessing the significance of any given risk means considering both. | |||
For many P3 managers using a probability-impact grid, either subconscious or conscious bias will mean that they are wasting their time, because of the way people tend to think about threats and opportunities. | |||
In a multicultural project team the project manager must take care to observe the contributions of all participants in that common problem-solving environment, the team brainstorm. |
