PROJECT RISK MANAGEMNT AND DECISIONS ANALYSIS

PROJECT RISK MANAGEMENT

 • The fact that almost all projects are executed in a
COURSE relatively uncertain environment, the project managers
DESCRIPTION need to develop their capacity in assessing the risky
environment, analyze it thoroughly and take the
necessary preventive action before the projects
confront credible loss. For this reason, this course has
designed "Project Risk Management and Decision
Analysis" to be incorporated as part of the program,
Project leadership and Management.
• The main emphases of the course will be on
understanding risks for projects, managing risks for
effective decision, applying risk management
techniques suitable to circumstantial factors, risk
management methods, and review risks from time to
time.
 •

Learning • At the end of this course, students will:

Outcomes
• Explain risk, Project risk and Risk Management
• Discuss the various types of project risk management processes ;
• Explain how risk can impact a project, identify the components of
the risk management plan and risk register and their relationship
to the project management plan as well describe the techniques
involved in risk identification and analysis
• Explain how the probability and impact of risk can be assessed and
how risk events can be prioritized
• Explain how risk planning, risk analysis, risk response planning,
and risk monitoring and controlling are related
• Employ the various management responses to positive and
negative risks,
COURSE CONTENTS

 Concepts of project Risk

 Project Risk management and its importance

CHAPTER ONE
 Principles of project risk management
THE CONCEPT  Types of project risk
OF PROJECT RISK
 Risk preference ,risk utility and risk propensity
 Risk Breakdown structure
 Risk Management processes
 CHAPTER TWO CHAPTER THREE
PLAN RISK MANAGEMENT
IDENTIFYING PROJECT RISK
 Processes of Project risk  Importance of Risk Identification
management  Inputs of Risk identification
 Benefits of plan risk management  Techniques and tools of risk
plan identification
 Plan Risk management inputs  Outputs of risk identification
 Plan risk Management
Tools/techniques
 Plan Risk management outputs
 CHAPTER FIVE
CHAPTER FOUR

ANALYSING AND EVALUATING  DEVELOPING PROJECT RISK

PROJECT RISK RESPONSE STRATEGIES AND
IMPLEMENTING RISK RESPONSES
Qualitative Risk analysis
 Importance of projects risk responses
Inputs
Techniques/tools  Plan Risk Response
Out puts  Inputs, tools & techniques and outputs
Quantitative Risk Analysis
 Implement Response strategies
Inputs
Techniques/Outputs
CHAPTER SIX CHAPTER SEVEN

 MONTORING AND  DECISION ANALYSIS

CONTROLLING PROJECT RISKS  Decision Analysis in case of
 Benefits of Project Risk monitoring Certainty
and controlling  Decision Analysis in case of
 Inputs of Monitoring Uncertainty
 Techniques of monitoring  Decision Analysis in case of Risk
 Outputs of Monitoring
Mode of Delivery

Participant centered
Lectures,
Group discussions
Case studies

Modes of Assessment
Individual Assignment --- 20%
Group Assignment------- 20%
Test ------- 20%
Final Exam --------------40%
CHAPTER ONE

THE CONCEPT OF PROJECT RISK

Outlines of the Chapter
1.1 Project Risk
 Risk is any unexpected event that could occur
 Concepts of project Risk and impact your project.
 Risks are events that might happen but are not
 Project Risk management and its guaranteed.
importance  Project risk is an unpredictable event that causes a project
to not go as planned.
 Principles of project risk management  Risks can affect any area of your project
(people, process, technology, resources)
 Types of project risk
 Risk is an uncertain event or set of
 Risk preference ,risk utility and risk circumstances that, should it occur, will have an
effect on the achievement of the project‘s
propensity objective.
 Risk Breakdown structure  Risk is an uncertain event or condition that, if it
occurs, has a positive or negative effect project
 Risk Management processes objective.
 Project risk is the potential that  Depending on the impact for the company or
circumstance could arise that alters the the affected project ,risk can come in to two
outcome of a project for better or for types.
worse.  Positive Risk; Those events beyond the
 Even though, the work risk has a negative company or project that can help the
connotation, it actually can represent a company (project),and are generally
different situation exploited to reap the benefits of the
project.(opportunity to improve your
 Risks can happen /occur for better or project)
worse
 Negative Risk: the possible event that
 We usually think negative risk when we could harm an organization ,where we
think about events that impact a project. seek to mitigate, prevent or reduce the
But events that would be good for your extent of the harm.(a threat to your
project can also happen(Posetive risk) project)
 1.2Project Risk Vs Project Uncertainty

 Uncertainty. It is absence of certainity of

the outcome and probabilities in a
particular situation.
 It is a condition where you are not sure
about the probability and future outcomes
 In case of risk outcome is unknown but the
probability of governing that outcome is
known.
 Uncertainty is characterized by unknown
probability and unknown outcome.
 “Risks are known unknowns”
 “Uncertainties are unknown unknowns”
Base for Risk Uncertainty
Comparison
• Meaning • The probability of • Situation where the
winning or loosing future events are
something worthy . not known
• Ascertainmen • It can be Measured • It can not be
t measured
• Outcome • Chance of outcomes are • The outcome is
known unknown
• control • controllable • uncontrollable
• Minimization • Yes • No
• probabilities • Assigned • Not Assigned
 1.3 Risk and Probability in Sense of Projects Risk consists of three elements

• A risk is an event that may occur.  i. An uncertain events or situation,

• Probability is the extent to which
something is likely to happen or be the  ii. The likelihood of occurrence of
case. the situation,
• The probability of its occurring can  ii. And the effect (positive or
range from 0 and 1,or using percentage
notation it ranges from 0% to 100%. negative) that the occurrence
• It can’t exactly 1 or 100%,becouse would have on project success.
then if it would be certainty not a risk.
• And it can’t be exactly 0 or 0%, or it
wouldn’t be a risk.
• The more likely it is that event occur
,the higher its probability.
 1.4 Project Risk, Peril and Hazard Hazards divide In to three Categories

• A project risk is any unexpected event that • [Link] Hazard; Related to injuries caused
can affect your project/the possibility of a loss by tangible objects. E.G Smoking
• Peril, is danger/the cause of loss. Ex. fire • [Link] Hazard is an insured person’s
,wind ,Water, theft et c
attitude about their belongings. It represents
• A hazard is a condition that increases the
possibility /the chance of loss. arise of indifference to loss because the items
• It is any condition or habit, circumstance or are covered. EX.-Accident victims who
situation that makes a peril more likely to exaggerate their injuries. Careless or reckless
occur or a loss more likely to be suffered as a attitudes that can cause peril. Insurance
result of a peril. industry itself causes moral Hazard
• Before deciding to provide coverage ,an • 3 .Legal Hazard, an increase in the possibility
insurer may consider a particular hazard that of loss because of legal action. Ex. Aloss will
make one candidate riskier than most others.
occur due to court actions.
•
 Why Projects are Risky
I. Common Characteristics

 There are three distinct reasons  The definition of projects show most
features of projects
for why projects are risky, which  Project is in general a building block of an
we need to understand to manage investment plan.
risk in projects successfully.  A project can be described as a
combination of human and material
 Common characteristics; resources pooled together in an
organization to achieve a specific objective
 Deliberate design; and  Project is a one shot, time limited, goal
directed, major undertaking, requiring the
 External environment. commitment of varied skills and resources.
 It also describes a project as “a
combination of human and non-human
resources pooled together in a temporary
organization to achieve a specific purpose
 Characteristics of Projects

 A project is a big-work. It is basically a work of  Team work: Any project calls for team
one whole thing. This means that while there work-. The team members may be from
may be contribution from many people, it can be different
regarded as one whole thing. And characterized
by:
discipline,
 Objective: A project has a fixed set of organization,
objectives. Once the objectives are achieved
the project ceases to exist and even country
 Life span: A project can not continue  Uniqueness: No two projects are exactly
endlessly. It has to come to an end at some similar even if the plants are exactly
time. identical or are duplicated. The location,
the infrastructure, the agencies and the
people make each project unique.
 ii. Deliberate Design

 Change: A project sees many changes  Projects are conceived, launched and
through out its life. While some of these executed in order to achieve objectives
changes may not have any major impact, closely linked to corporate strategy.
there can be changes which will change the  In the competitive environment,
entire course of the project. organisations wish to get and stay in by
 High level of sub contracting : A high making significant advances in the
percentage of a work in a project is done products and services.
through contractors. The more complex is a
project, the more will be the extent of  However, risk and reward are positively
contracting. Therefore correlated.
 uniqueness,  Higher-risk means potentially higher
 Assumptions and constraints, reward, though clearly there is also
increased possibility of significant loss.
 people,
 stakeholders and
 change
 iii. External Environment

 Projects are not conducted in a vacuum, but

exist in an environment external to the project
itself which poses a range of challenges and
constraints.
 Environmental factors which introduce risk into
projects include:
 market volatility; competitor
actions;
 client organizational changes;
internal organizational changes;
 political, economic, social,
technological, legal,
international, environmental,
demographic factors.
WHAT IS PROJECT RISK MANAGEMENT AND
WHAT IS ITS IMPORTANCE?
 Project Risk Management

 Risk is inevitable in a business organization when  Project risk management is defined

undertaking projects. However, It needs to be
managed.
as the intentional, systematic
 Project risk management is defined as the art and process of planning for, identifying,
science of identifying, analyzing, and responding to risk analyzing, responding to, monitoring
factors throughout the life of a project and in the best
interests of its objectives.
and controlling project related risks.
 It is systematic management of
administrative decisions,
organization operational skills and
responsibilities to apply policies,
strategies, and practices for disaster
risk reduction’ (UN-ISDR, 2002).
 Risk exists at two levels within every project.

 Framework for systematic application of  i. Individual Project Risk is an uncertain

management policies, procedures, and event or condition that, if it occurs, has a
practices to the tasks of identifying, positive or negative effect on one or more
analysing, evaluating, treating, monitoring project activities.
risk.
 Project Risk Management includes the  ii. Overall Project Risk is the effect of
processes of conducting risk management uncertainty on the project as a whole,
planning, identification, analysis, response arising from all sources of uncertainty
planning, response implementation, and including individual risks, representing
monitoring risk on a project. the exposure of stakeholders to the
 Project Risk management involves people, implications of variations in project
processes, tools, and techniques that will outcome, both positive and negative.
contribute, to the greatest extent possible,  Project Risk Management processes
to maximizing the probability of successful
results. address both levels of risk in projects.
  Your responsibility as a project manager is to
Benefits of Project risk Management demonstrate that you have recognized the risks you
could face and have taken reasonable precautions to
• It is impossible to imagine a project prevent them from adversely affecting project
without risk. Some projects will be high- outcomes.
risk, while others have less risk, but all  This will help to design and implement an effective
projects are by definition risky to some and proactive risk management plan in response to
extent. the circumstances that could face in projects
• The ‘zero-risk project’ is a logical  Therefore risk management should be an integral
impossibility – it does not and cannot part of the way projects are managed.
exist.  When project risks are unmanaged, these risks have
the potential to cause the project to deviate from
• The important thing is not to keep risk
the plan and fail to achieve the defined project
out of projects, but to ensure that the objectives. Consequently, the effectiveness of
inevitable risk associated with every Project Risk Management is directly related to
project is effectively managed. project success.
Benefits of project Risk management include

 Improved Project Success Rates: Identifying  Reduced Costs and Delays: Identifying risks
and managing risks increases the likelihood early allows for preemptive actions,
of achieving project objectives on time and reducing the potential for costly setbacks
within budget. and unexpected delays.
 Better Decision-Making: By understanding  Enhanced Resource Allocation: Recognizing
potential risks, project teams can make risks enables teams to allocate resources
informed decisions and prioritize actions to where they are needed most, improving
mitigate or avoid issues. efficiency and focus.
 Increased Stakeholder Confidence: Effective  Clearer Communication and Collaboration:
risk management demonstrates proactive Risk management encourages regular
planning, which builds trust with communication and alignment among team
stakeholders and sponsors. members and stakeholders, fostering
transparency and cohesion.
 Greater Flexibility and Adaptability: With a risk Objectives of Project Risk Management
management plan, teams are better prepared to
adapt to unforeseen challenges, ensuring that
projects stay on track.
 Improved Quality of Deliverables: Managing risks  The objectives of risk
helps in identifying potential quality issues,
enabling the team to uphold standards and
management are
deliver high-quality outcomes  To decrease the probability and impact of
 Strategic Advantage: Companies that manage events adverse to the project.
risks effectively gain a competitive edge by  To increase the likelihood of achieving
consistently delivering projects that align with objectives;
their strategic goals.  Improve the identification of opportunities
 Enhanced Learning and Continuous and threats;
Improvement: Each project’s risk analysis
contributes to a knowledge base, improving risk  Establish a reliable basis for decision making
responses in future projects and planning; improve controls; effectively
 It May be a legal requirement depending upon allocate and use resources for risk treatment;
the industry or sector
  In general • Overall project risk can also be
 Project Risk Management aims to positive or negative. Management of
exploit or enhance positive risks
(opportunities) while avoiding or overall project risk aims to keep
mitigating negative risks(threats). project risk exposure within an
 Unmanaged threats may result in issues acceptable range by reducing drivers
or problems such as delay, cost
overruns, performance shortfall, or loss of negative variation, promoting
of reputation. drivers of positive variation, and
 Opportunities that are captured can maximizing the probability of
lead to benefits such as reduced time achieving overall project objectives.
and cost, improved performance, or
reputation.
 Principles of Project Risk Management 1. Strive to achieve excellence in the practice
of risk management
 According to PMI’s Standards for risk management 
2019, there are seven specific core principles that  It is about reaching the appropriate
underlie the process of risk management level of organizational process maturity
• Strive to achieve excellence in the practice of risk and the optimal level of performance.
management  Excellence can be achieved by
Align risk management with organizational strategy
 Increase the predictability of outcomes,
•
and governance practices
both qualitatively and quantitatively.
 a)Balancing the benefits to be obtained with the
• Focus on the most impactful risks associated cost and
• Balance realization of value against overall risks  b)Tailoring the risk management
• Foster a culture that embraces risk management processes to the characteristics
• Navigate complexity using risk management to of the organization and its
enable successful outcomes projects.
• Continuously improve risk management  Process excellence in risk management is
competencies itself a risk management strategy.
• 2. Align risk management with  [Link] on the most impactful risks
organizational strategy and governance
practices  Identify the risks that directly
influence goals and objectives.
• Project risk management in organizations
 Depends on the characteristics of the
is developed and evolved in coexistence organization, its environment, internal
with other organizational processes, such maturity, culture, and strategy.
as strategy and governance.  Organizations develop and improve by
• Adjustments become necessary as the refining the processes for risk
organization evolves. prioritization.
4. Balance realization of value against overall 5. Foster a culture that embraces risk
risks management

 Find the proper balance between the

Risk management is an inherent and
exposure to risk and the expected

essential part project management
business value creation or realization. framework.

 A culture of risk management

 Initiativespresenting a low level of encourages
risk may not create a sufficient level  a)Identification of threats rather
of value and performance. than ignoring them and
 On the other hand, initiatives  b) Identification of opportunities by
presenting a high, expected cultivating a positive mindset within
the organization—one that is more
performance may expose the open to accepting and harnessing
organization to an unacceptable the positive changes impacting the
level of threat. various initiatives.
[Link] complexity using risk management 7. Continuously improve risk management
to enable successful outcomes competencies

 Through continuous improvement of

 Managing risks is an essential part of reducing and risk management competencies,
handling the complexity within organizational initiatives.
The ability to identify and manage risks is directly
organizations and individuals can

dependent on the level of complexity of the initiatives. develop sustainable competitive
 Concentrating efforts on clarifying the objectives, advantages that contribute to overall
requirements, and scope of initiatives facilitates the organizational performance.
identification of risks and enhances the ability to  The nature of risk to which an
manage them, thus lowering the exposure of these
initiatives to unforeseen situations. organization is exposed and the
 The more organizations navigate complexity using risk available technology to manage those
management, the more they will be able to optimize the risks are changing.
use of resources, increase the return on investments,  Technology allows organizations to
and improve overall performance and business result
manage risks more effectively and to
better focus on the risk’s impacts.
Types of Project Risk
Risk can be grouped by different basis such as
by its origin (source),scope ,nature of risk etc

 I .Internal vs External • External risks steam from outside

 Internal risk come from with in the the project and are usually beyond
project itself and are often within the project team’s control and
the project team’s control and often mitigated through risk assessment,
mitigated through planning, training, contingency planning and
process improvements and close adaptability.
monitoring.
 Examples of internal risks are risks related with project management knowledge
areas
 Examples of External risk 2. Economic Factors:

 [Link] and Regulators risk • Market Fluctuations: Changes in market demand or

prices can impact project costs or revenues.
 Regulatory Changes: New laws,
• Inflation /Recession: general price rise or economic
environmental regulations, or industry- downturn can limit available funding or increase costs
specific compliance requirements can • Exchange Rate Volatility: Fluctuations in currency rates
add unanticipated costs or delays. can affect international projects with multi-currency
budgets.
 Tax Policy Changes: Adjustments to tax
• Environmental Risks:- natural disaster, climate change
laws Political Instability: or resource scarcity due to environmental change
 Political unrest, government changes, • Social Risks:-Labor strike, community opposition,
or geopolitical conflicts may disrupt demographic shift
project timelines or require relocation. • Technological Risks; rapid technological changes, cyber
Can impact project budgets or security threats, supply chain disruption etc
profitability.
 2. Individual vs Over all project risk

Individual project risk: Overall Project Risk:

 specific risks that affect particular aspects  the risk that has potential effect on the project's
overall success, taking into account the broader
or components of the project. are isolated context, objectives, and stakeholder expectations
events that could hinder a particular  Examples:
activity, task, or deliverable but might not  Budget Overrun: If a series of costs exceed the
necessarily impact the entire project. budget across various parts of the project, it
could threaten the project’s overall financial
 Examples viability.
 Delayed Delivery of Materials: If a key  Stakeholder Misalignment: If stakeholders have
supplier is late, it can affect the whole conflicting expectations and this isn’t resolved, it
could undermine the project's objectives.
project if not managed quickly.  Regulatory Changes: New laws or regulations
 Team Member Illness: A team member’s that impact the project as a whole may require a
absence might delay their specific tasks but complete redesign or could make the project
infeasible, affecting overall completion.
can be covered with backup resources.
 Based on nature of risks we can categorize risks as follow
 Common Types of business Risks(in some  In most cases, risk management seeks
cases projects) to optimize the risk-reward ratio within
 A business risk is a future possibility that may
prevent you from achieving a business goal. the bounds of the risk tolerance of your
 The risks facing a typical business are broad
business.
and include things that you can control such  Example : The risk-reward ratio
as your strategy and things beyond your measures how much your potential
control such as the global economy.
reward is, for every dollar you risk. For
 There is a strong relationship between risk
and reward. It's generally impossible to example: If you have a risk-reward ratio
achieve business gains without taking on at of 1:3, it means you're risking $1 to
least some risk. Therefore, the purpose of risk potentially make $3. If you have a risk-
management is not to completely eliminate
risk. reward ratio of 1:5, it means you're
risking $1 to potentially make $5
The following are common types of business risk.

[Link] risk: [Link] risk:

• The risk that your • The possibility that conditions in the economy
will increase your costs or reduce your sales.
competition will gain
3 Operational risk:
advantages over you that •

prevent you from reaching • The potential of failures related to the day-to-
day operations of an organization such as a
your goals. For example, customer service process. It is the result of
competitors that have a insufficient or failed processes. However,
operational processes that are considered to be
fundamentally cheaper cost complete and successful also generate risk.

base or a better product.

• 4. Legal risk: The chance that new regulations will disrupt your
business or that you will incur expenses and losses due to a
6. Strategy risk: The risks associated with a particular
legal dispute strategy.
• 5. Compliance risk: The chance that you will break laws or
regulations. In many cases, a business may fully intend to
follow the law but ends up violating regulations due to
oversights or errors.
7. Reputational risk: Reputational risk is the chance of
losses due to a declining reputation as a result of
11. Quality risk: The potential that you will fail to meet
practices or incidents that are perceived as dishonest,
your quality goals for your products, services and
disrespectful or incompetent. The term tends to be used
business practices.
to describe the risk of a serious loss of confidence in an
organization rather than a minor decline in reputation.

9. Innovation risk: Risk that applies to innovative areas of

10. Country risk: Exposure to the conditions in the
your business such as product research. Such areas may
countries in which you operate such as political events
require adapting your risk management practices to fast
and the economy.
paced and relatively high risk activities.

8. Program risk: The risks associated with a particular

business program or portfolio of projects.
12. Credit risk: The risk that those who owe you money to fail to pay. For the
majority of businesses this is mostly related to accounts receivable risk.
14. Interest Rate risk: The risk that changes to interest rates
13. Exchange Rate risk The risk that volatility in foreign exchange rates will will disrupt your business. For example, interest rates may
impact the value of business transactions and assets. Many global increase your cost of capital thus impacting your business
businesses have high exposure to a basket of currencies that can add
model and profitability.
volatility to financial results such as operating margins.

19 Health and safety risk is the potential for harm to come to

people as a result of your business activities. In many cases, the
15. Taxation risk: The potential for new tax laws or
concept is extended to include the general health and safety of
interpretations to result in higher than expected taxation. In
employees independent of work related hazards. For example,
some cases, new tax laws can completely disrupt the
employers may offer medical services or support for a healthy
business model of an industry. lifestyle to reduce the risks that employees will become sick. Eg
workers in flower farms of Ethiopia ????

17. Resource risk: The chance that you will fail to meet
business goals due to a lack of resources such as financing or
19. Seasonal risk: A business with revenue that's
the labor of skilled workers.
concentrated in a single season such as plant disease, rainfall
18. Political risk: The potential for political events and
.
outcomes to impede your business.

[Link] risk: The business risks associated with a

particular process. Processes tend to be a focus of risk
management as reducing risks in core business processes
can often yield cost reductions and improved revenue
categories of risk
(I) Financial risk (II) Operational risk

Reduction in funding These risks result from failed or

Failure to safeguard assets inappropriate policies, procedures,
systems or activities e.g.
Poor cash flow management
Failure of an IT system
Lack of value for money Poor quality of services delivered
Fraud / theft Lack of succession planning
Poor budgeting Health & Safety risks
Staff skill levels
No process to track contractual
commitments
categories of risk
(III)Reputational risk IV) Governance & Compliance risk

• Organization engages in activities • Lack of oversight by Board

that could threaten it’s good name • Segregation of duties not defined
formally
• Through association with other
• Ensuring compliance with funders
bodies. terms and conditions
• Staff / members acting in a criminal • Compliance with applicable legislation
or unethical way • Safeguarding of vulnerable individuals
• Poor stakeholder relations • Taxation Law
• Data Protection
• Health & Safety Law
categories of risk
(v) Residual and Secondary Risks

• It’s also important to identify

residual and secondary risks
• Residual risks are risks that remain
after all of the response strategies
have been implemented..
• Secondary risks are a direct result of
implementing a risk response.
 Risk preference, Risk Utility and Risk Propensities

 Risk preference is the degree to which a  [Link]-Seeking (or Risk-Loving): A risk-seeking

person is more comfortable with risk and may
person is willing to accept uncertainty or prefer options with higher uncertainty and
potential loss in pursuit of a reward. potential for higher returns, even if it involves
 It reflects an individual's or entity's the chance of significant losses.
2. Risk-Averse: A person who is risk-averse
tolerance for risk when making decisions, 
prefers to avoid risk and is more likely to choose
especially in financial or investment investments or options with lower risk, even if it
contexts. means a potentially lower return. They prioritize
stability and are generally uncomfortable with
 Understanding risk preference is important volatility
in financial planning, as it helps guide  3. Risk-Neutral: A risk-neutral individual focuses
decisions on investment strategies, portfolio on the potential outcomes without a strong
preference to avoid or seek risk. They evaluate
diversification, and overall financial goals. options based solely on expected returns and are
 Risk preference is often categorized into indifferent to the risk associated with them.
three main types:
 Risk Utility is a concept in decision theory and economics that describes how
individuals perceive and evaluate the satisfaction (or utility) derived from different
levels of risk.
 Risk utility curve
 Risk propensity:

 This refers to a person's natural  Risk Breakdown Structure is a

tendency or habitual inclination to take hierarchical framework used in project
management to systematically
risks. It’s more about one’s personality categorize and organize potential risks
and behavioral inclination toward risky in a project.
or uncertain situations, regardless of  It functions like a "risk map," breaking
the potential rewards. It is typically down risks into progressively smaller
shaped by a mix of personal traits, past levels, from broad categories to specific
sources. This helps project managers
experiences, and psychological factors, identify, assess, and manage risks
and it reflects a consistent pattern in effectively, enhancing the overall
how a person generally approaches risk success of the project by allowing
proactive risk planning.
 Risk Breakdown Structure
Steps In Project Risk Management Process

[Link] Risk Management :

[Link] Risks

3. Perform Qualitative Risk Analysis

4. Perform Quantitative Risk Analysis

[Link] Risk Responses

[Link] Risk Responses

[Link] Risks
QUESTION? END OF THE
CHAPTER