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| − | = Abstract =
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| − | All organizations activities involve risk. Risks are events caused by uncertainties, which can have a positive or negative effect on the activities objectives. As all projects are unique, the associated risk varies between projects. Therefore, [[Risk Management]] is an important part of any organizations as proper management increases the success of a project <ref name=" Winch " />. Risk management involves identifying possible risks, analyzing each risk potential in order to respond to and control the most significant threats and opportunities <ref name="Maylor" />.
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| − | The risk analysis is a to stage assessment process. Initially, qualitative methods are used to examine the identified risk to categorizing and determine the main risk events which are relevant for a quantitative assessment. In risk analysis, risk is traditionally defined as a function of probability and impact. The risk probability is likelihood of an event occurring and the consequences, the extent to which the project is affected by the risk event, are the impacts of risk. By combining the probability and impact, the Level of Risk can be determined. There are various aspects of the project that can be impacted by a risk event <ref name=" Curtis " />. These are aspects such as cost, safety, operational, quality, etc. A commonly used and popular method of risk assessment is preparing descriptive scales to rank risk in terms of probability and impact. These are often referred to as Impact/Probability Matrix or Risk maps and can take both qualitative and quantitative values. This method of risk assessment has its limitations and drawback. However, it is a simple and easy to understand method of prioritizing risks and allocating resources <ref name=" MITRE " />.
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| − | {| class="wikitable" style="float:Right; margin-left: 30px"
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| − | |+Impact Scale Example
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| − | ! rowspan = "2" style= "width:70px" | Objective
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| − | ! colspan ="6"|Relative / Numerical Scale
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| − | !style="height:20px; width:100px; text-align:center;" | Very Low / 0.05
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| − | !style="height:20px; width:100px; text-align:center;" |Low / 0.1
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| − | !style="height:20px; width:100px; text-align:center;" |Moderate / 0.2
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| − | !style="height:20px; width:100px; text-align:center;" |High / 0.4
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| − | !style="height:20px; width:100px; text-align:center;" |Very High /0.8
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| − | !style="text-align:left;"|Cost
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| − | !style="text-align:left;"|Time
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| − | !style="text-align:left;"|Scope
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| − | !style="text-align:left;"|Quality
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| − | |style="text-align:center;"|Ble
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| − | |}
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| − | = Impact =
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| − | Impacts are often defined as the consequences, or effect, of a risk event on a project objectives. These impacts can be both beneficial or harmful to an enterprises activities (Curtis). The impact of risk events on different project objectives can be defined in both a qualitative and quantitative manner. These project objectives are cost, schedule, quality, scope, health, safety, etc. The Impact scale can vary, but the most common scale is the five-point scale. Typically, the impacts are described relative as very low, low, moderate, high and very high but often also with defined numerical scales. Dependent on the objective, the scales are given a description of what the impact entails (PMBOK). One risk event can affect more than one objective, so the impact of all the possible objective effected must be considered (Curtis).
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| − | {| class="wikitable" style="float:Right; margin-left: 30px"
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| − | |+Probability Scale Example
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| − | ! colspan ="2"|Likelihood
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| − | ! colspan ="1" rowspan = "2" |Description
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| − | !style="height:20px; width:100px; text-align:center;" | Relative
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| − | !style="height:20px; width:100px; text-align:center;" | Numerical
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| − | |style="height:20px; width:100px; text-align:center;" | Very Low
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| − | |style="height:20px; width:100px; text-align:center;" | 0.1
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| − | |style="height:20px; width:100px; text-align:center;" | Bla
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| − | |style="height:20px; width:100px; text-align:center;" | Low
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| − | |style="height:20px; width:100px; text-align:center;" | 0.3
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| − | |style="height:20px; width:100px; text-align:center;" | Bla
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| − | |-
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| − | |style="height:20px; width:100px; text-align:center;" | Moderate
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| − | |style="height:20px; width:100px; text-align:center;" | 0.5
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| − | |style="height:20px; width:100px; text-align:center;" | Blas
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| − | |style="height:20px; width:100px; text-align:center;" | High
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| − | |style="height:20px; width:100px; text-align:center;" | 0.7
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| − | |style="height:20px; width:100px; text-align:center;" | Bla
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| − | |style="height:20px; width:100px; text-align:center;" | Very High
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| − | |style="height:20px; width:100px; text-align:center;" | 0.9
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| − | |style="height:20px; width:100px; text-align:center;" | Bla
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| − | |}
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| − | = References =
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| − | <references>
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| − | <ref name="Winch"> Winch, G.M. (2010) Managing Construction Projects: An Information Processing Approach, Second Edition. Oxford: Wiley-Blackwell Publishing </ref>
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| − | <ref name="Maylor"> Maylor, H. (2010) Project Management, Fourth Edition. Harlow, England: Pearson Education Limited </ref>
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| − | <ref name="Curtis"> Curtis, P. & Carey, M. (2012) Risk Assessment in Practice. Deloitte & Touche LLP </ref>
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| − | <ref name="MITRE"> The MITRE Corporation. (2014) MITRE Systems Engineering Guide. The United States: MITRE Corporate Communications and Public Affairs </ref>
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| − | </references>
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