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Kartei Details
| Karten | 53 |
|---|---|
| Sprache | English |
| Kategorie | BWL |
| Stufe | Universität |
| Erstellt / Aktualisiert | 08.12.2013 / 10.06.2015 |
| Weblink |
https://card2brain.ch/box/itm750chap11riskmanagement
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| Einbinden |
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Diagramming analysis technique used to help select the best course of action when future outcomes are uncertain.
Product of a risk event probability and the risk event?s monetary value.
Simulates a model?s outcome many times to provide a statistical distribution of the calculated results
Usually by eliminating its causes.
Accepting the consequences of a risk if it occurs
Shifting the consequence of a risk and responsibility for its management to a third party. (negative risk)
Reducing the impact of a risk event by reducing the probability of its occurrence
Doing whatever you can to make sure the positive risk happens
Allocating ownership of the risk to another party. (positive risk)
Changing the size of the opportunity by identifying and maximizing key drivers of the positive risk
Applies to positive risks when the project team does not take any actions toward a risk.
Risks that remain after all of the response strategies have been implemented
Direct result of implementing a risk response
Unplanned responses to risk events, when they do not have contingency plans in place
Risk reassessment, risk audits, variance and trend analysis ?oololl,
An uncertainty that can have a negative or positive effect on meeting objectives
Degree of uncertainty an entity is willing to take on, in anticipation of a reward
Maximum acceptable deviation an entity Is willing to accept on the project or business objectives as the potential impact
Amount of satisfaction or pleasure received from a potential payoff.
Person achieves a balance between risk and payoff
Person has higher tolerance for risk and their satisfaction increases when more payoff is at stake
Utility rises at a decreasing rate of risk
Risks that the project team has identified and analyzed
Risks that have not been identified and analyzed cannot be managed.
Documents the procedures for managing risk throughout the project
Predefined actions that the project team will take if an identified risk event occurs. Sometimes the same as fallback plan
Developed for risks that have a high impact on meeting project objectives, and are put into effect if attempts to reduce the risk do not work
Provisions held by the project sponsor or organization to reduce the risk of cost or schedule overruns to an acceptable level. For known risks
Are funds held for unknown risks
Most important is User inolvement, before Management support and clear requirements. Competent staff isn?t so important
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