The document emphasizes the importance of risk management in project success, outlining key concepts such as the necessity of proactive planning and integration of cost, schedule, and technical performance. It identifies types of uncertainties and stresses the need for effective risk communication and structured risk management processes to address potential issues. Ultimately, incorporating these risk management principles enables project managers to navigate uncertainties more effectively and achieve favorable outcomes.

1. Risk
Management
is
How
Adults
Manage
Projects
March
2008
Risk
management
is
essential
for
the
success
of
any
significant
project.
1
Niwot
Ridge
Consulting,
LLC
1
Information
about
key
project
cost,
performance,
and
schedule
attributes
is
often
unknown
until
the
project
is
underway.
Risks
that
can
be
identified
early
in
the
project
that
impacts
the
project
later
are
often
termed
“known
unknowns.”
These
risks
can
be
mitigated,
reduced,
or
retired
with
a
comprehensive
risk
management
process.
For
risks
that
are
beyond
the
vision
of
the
project
team
a
properly
implemented
risk
management
process
can
be
used
to
rapidly
quantify
the
risks
impact
and
provide
sound
plans
for
mitigating
its
affect.
Risk
management
is
concerned
with
the
outcomes
of
a
future
event,
whose
exact
impacts
are
unknown,
and
with
how
to
deal
with
this
uncertainty.
Outcomes
are
categorized
as
favorable
or
unfavorable.
Risk
management
is
the
art
and
science
of
planning,
assessing,
handling,
and
monitoring
future
events
to
ensure
favorable
outcomes.
A
good
risk
management
process
is
proactive
and
fundamentally
different
than
reactive
issue
management
or
problem
solving.
This
paper
describes
the
fundamentals
of
Risk
Management
with
5
simple
concepts:
1. Hope
is
not
a
strategy
–
Hoping
that
something
positive
happens
will
not
lead
to
success.
Preparing
for
success
is
the
basis
of
success.
2. All
single
point
estimates
are
wrong
–
Single
point
estimates
of
cost,
schedule
and
technical
performance
are
no
better
than
50/50
guesses
in
the
absence
of
knowledge
about
the
variances
of
the
underlying
distribution.
3. Without
integrating
Cost,
Schedule
and
Technical
Performance
you
are
driving
in
the
rearview
mirror.
The
effort
to
produce
the
product
or
service
and
the
resulting
value
cannot
be
made
without
making
these
connections.
4. Without
a
model
for
risk
management,
you
are
driving
in
the
dark
with
the
headlights
turned
off
–
Risk
management
is
not
an
ad
hoc
process
that
you
can
make
up
as
you
go.
A
formal
foundation
for
risk
management
is
needed.
Choose
one
that
has
worked
in
high-­‐risk
domains
–
defense,
nuclear
power,
manned
spaceflight.
5. Risk
Communication
is
everything
–
Identifying
risks
without
communicating
them
is
a
waste
of
time.
Risk
management
is
an
important
skill
that
can
be
applied
to
a
wide
variety
of
projects.
In
an
era
of
downsizing,
consolidation,
shrinking
budgets,
increasing
technological
sophistication,
and
shorter
development
times,
risk
management
provides
valuable
insights
to
help
key
project
personnel
plan
for
risks.
It
alerts
them
of
potential
risk
issues,
which
can
then
be
analyzed,
and
plans
developed,
implemented,
and
monitored
to
address
risks
before
they
surface
as
issues
and
adversely
affect
project
cost,
performance,
and
schedule.
Hope
is
Not
a
Strategy
Hoping
that
the
project
will
proceed
as
planned
is
naïve
at
best
and
poor
management
at
worse.
These
same
naïve
project
managers
constantly
seek
ways
to
eliminate
or
control
risk,
variance
and
uncertainly.
This
is
a
hopeless
pursuit.
Managing
“in
the
presence”
of
risk,
variance
and
uncertainty
is
the
key
to
success.
Some
projects
have
few
uncertainties
–only
the
complexity
of
tasks
and
relationships
is
important
–
but
most
projects
are
characterized
by
several
types
of
uncertainty.
Although
each
uncertainty
type
is
distinct,
a
single
project
may
encounter
some
combination
of
four
types:
2
1. Variation
–
comes
from
many
small
influences
and
yields
a
range
of
values
on
a
particular
activity.
Attempting
to
control
these
variances
outside
their
natural
boundaries
is
a
waste
of
time.
2. Foreseen
Uncertainty
–
are
uncertainties
identifiable
and
understood
influences
that
the
team
cannot
be
sure
will
occur.
There
needs
to
be
a
mitigation
plan
for
these
foreseen
uncertainties.
3. Unforeseen
Uncertainty
–
is
uncertainty
that
can’t
be
identified
during
project
planning.
When
these
occur,
a
new
plan
is
needed.
4. Chaos
–
appears
in
the
presence
of
“unknown
unknowns”
1
“Risk
Management
during
Requirements,”
Tom
DeMarco
and
Tim
Lister,
IEEE
Software,
September/October,
2003
2
“Managing
Project
Uncertainty:
From
Variation
to
Chaos,”
Arnoud
De
Meyer,
Christoph
H.
Loch
and
Michael
T.
Pich,
MIT
Sloan
Management
Review,
Winter
2002

2. Risk
Management
is
How
Adults
Manage
Projects
March
2008
Plans
are
strategies
for
the
successful
completion
of
the
project.
Plans
are
different
than
schedules.
Schedules
show
“how”
the
project
will
be
executed.
Plans
show
“what”
accomplishments
must
be
performed
and
the
success
criteria
for
these
accomplishments
along
the
way
to
completion.
The
Plan
describes
the
increasing
maturity
of
the
project
through
“maturity
assessment”
points.
The
unit
of
measure
for
this
maturity
must
be
meaningful
to
the
stakeholders.
Something
that
can
be
connected
to
the
investment
they
have
made
in
the
project.
When
we
speak
the
word
“Hope,”
it
lays
the
foundation
for
failure.
In
the
use
of
Hope
we
really
mean
“success
is
possible
but
not
probable.”
When
we
speak
the
word
“Plan,”
it
does
not
assure
success,
but
success
is
a
probable
outcome.
It
is
the
definition
of
the
probability
of
success
P(s),
that
is
the
foundation
of
the
Plan.
Having
a
Plan–A,
Plan–B
and
possibly
a
Plan–C
exposes
risk,
assigns
mitigations
and
measures
the
probability
of
success.
The
idea
of
a
Plan
as
a
Strategy
is
critical
to
making
changes
in
the
behavior
of
project
teams
that
can
then
lead
to
“risk
adjusted
project
management.”
Without
a
Plan,
the
schedule
is
just
a
list
of
activities
to
be
performed.
The
reason
for
their
performance
may
be
understood,
but
it
is
unlikely
these
activities
fit
in
any
cohesive
Strategy.
Strategies
have
goals,
critical
success
factors,
and
key
performance
indicators.
No
Single
Point
Estimate
of
Cost,
Schedule
or
Technical
Performance
Can
Correct
How
long
will
this
take?
How
much
is
it
going
to
cost?
What
is
the
confidence
in
those
two
numbers?
These
are
three
questions
that
must
be
answered
for
the
project
team
to
have
a
credible
discussion
with
the
stakeholders
about
success.
Deciding
what
accuracy
is
needed
to
provide
a
credible
answer
is
a
starting
point.
But
that
does
not
address
the
question
–
“how
can
that
accuracy
be
obtained.”
There
are
many
check
lists
for
estimating
cost
and
schedule,
with
simple
guidance
on
how
to
build
estimates.
Most
of
this
advice
is
wrong
in
a
fundamental
way.
The
numbers
produced
by
the
estimating
process
do
not
have
their
variance
defined
in
any
statistically
sound
manner.
By
statistically
sound
I
mean
that
the
underlying
probability
distributions
are
known.
If
they
are
unknown,
then
some
form
of
estimating
taking
this
unknown
into
account
must
be
used.
The
PMI
advice
of
producing
three
estimates
–
optimistic,
most
likely,
pessimistic
is
fraught
with
error.
How
are
these
numbers
arrived
at?
Are
they
based
on
best
engineering
judgment?
Based
in
historical
data?
What
is
the
variance
on
the
variance
of
this
distribution
–
the
2nd
standard
deviation?
The
use
of
point
estimates
for
duration
and
cost
is
the
first
approach
in
an
organization
low
on
the
project
management
maturity
scale.
Understanding
that
cost
and
durations
are
actually
“random
variables,”
drawn
from
an
underlying
distribution
of
possible
value
is
the
starting
point
for
managing
in
the
presence
of
uncertainty.
In
probability
theory,
every
random
variable
is
attributed
to
a
probability
distribution.
The
probability
distribution
associated
with
cost
or
duration
describes
the
variance
of
these
random
variables.
A
common
distribution
of
probabilistic
estimates
for
cost
and
schedule
is
the
Triangle
Distribution.
The
Triangle
Distribution
in
Figure
2
Niwot
Ridge
Consulting,
LLC
2
can
be
used
as
a
subjective
description
of
a
population
for
which
there
is
only
limited
sample
data,
and
especially
where
the
relationship
between
variables
is
known
but
data
is
scarce.
It
is
based
on
the
knowledge
of
the
minimum
and
maximum
and
a
“best
guess”
of
the
modal
value
(the
Most
Likely).
Figure
1
–
The
Plan
for
the
project
must
assure
risk
is
being
reduced
in
proportion
to
the
project’s
tolerance
for
risk
Figure
2
–
triangle
distributions
are
useful
when
there
is
limited
information
about
the
characteristics
of
the
random
variables
are
all
that
is
available.

3. Risk
Management
is
How
Adults
Manage
Projects
March
2008
Using
the
Triangle
Distribution
for
cost
and
duration,
a
Monte
Carlo
simulation
of
the
network
of
activities
and
their
costs
can
be
performed.
In
technical
terms,
Monte
Carlo
methods
numerically
transform
and
integrate
the
posterior
quantitative
risk
assessment
into
a
confidence
interval.
The
result
is
a
“confidence”
model
for
the
cost
and
completion
times
for
the
project
based
on
the
upper
and
lower
bounds
of
each
distribution
assigned
to
the
duration
and
cost.
Integrating
Cost,
Schedule,
and
Technical
Performance
In
many
project
management
methods
–
cost,
schedule
and
quality
are
described
as
an
“Iron
Triangle.”
Change
one
and
the
other
two
must
change.
This
is
too
narrow
a
view
of
what's
happening
on
a
project.
It’s
the
Technical
Performance
Measurement
that
replaces
Quality.
Quality
is
one
Technical
Performance
measure.
Cost
and
Schedule
are
obvious
elements
of
the
project.
Technical
Performance
Measures
(TPM)
describes
the
status
of
technical
achievement
of
the
project
at
any
point
in
time.
The
planned
technical
achievement
is
part
of
the
Performance
Measurement
Baseline
(PMB).
The
Technical
Performance
Measurement
System
(TPMS)
uses
the
techniques
of
risk
analysis
and
probability
to
provide
project
managers
with
the
early
warnings
needed
to
avoid
unplanned
costs
and
slippage
in
schedules.
Systems
engineering
uses
technical
performance
measurements
to
balance
cost,
schedule,
and
performance
throughout
the
project
life
cycle.
Connecting
Cost,
Schedule,
and
Technical
Performance
Measures
closes
the
loop
on
how
well
a
project
is
achieving
its
technical
performance
requirements
while
maintaining
its
cost
and
schedule
goals.
IEEE
1220,
EIA
632
and
"A
Guide
to
the
Project
Management
Body
of
Knowledge“all
provide
guidance
for
TPM
planning
and
measurement
and
for
integrating
TPM
with
cost
and
schedule
performance
measures
(Earned
Value).
3
Niwot
Ridge
Consulting,
LLC
3
Technical
performance
measurements
compare
actual
versus
planned
technical
development
and
design.
They
report
the
degree
to
which
system
requirements
are
met
in
terms
of
performance,
cost,
schedule,
and
progress
in
implementing
risk
retirement.
Technical
Performance
Measures
are
traceable
to
user–defined
capabilities.
Integrating
these
three
attributes
produces
a
Performance
Measurement
Baseline
that:
! Is
a
plan
driven
by
product
quality
requirements
rather
than
a
description
of
the
labor
and
tasks.
The
PMB
focuses
on
technical
maturity
and
quality,
in
addition
to
cost
and
schedule.
! Focuses
on
progress
toward
meeting
success
criteria
of
technical
reviews.
! Enables
insightful
variance
analysis.
! Ensures
a
lean
and
cost–effective
approach
to
project
planning
and
controls.
! Enables
scalable
scope
and
complexity
depending
on
risk.
! Integrates
risk
management
activities
with
the
performance
measurement
baseline.
! Integrates
risk
management
outcomes
into
the
Estimate
at
Completion.
The
Cost
and
Schedule
“measures”
are
straightforward
in
most
cases.
The
measures
of
Technical
Performance
involve
measures
Effectiveness
and
Performance.
Measures
of
Effectiveness
(MOE)
are
the
operational
mission
success
factor
defined
by
the
customer.
These
are:
1. Stated
from
the
customer
point
of
view
2. Focused
on
the
most
critical
mission
performance
needs
3. Independent
of
any
particular
solution
4. Actual
measures
at
the
end
of
development
3
Performance
Based
Earned
Value,
Paul
Solomon
and
Ralph
Young,
John
Wiley
&
Sons,
2006.
Figure
3
–
the
“new”
triangle
must
be
used.
One
where
cost,
schedule,
and
technical
performance
are
interconnected.

4. Risk
Management
is
How
Adults
Manage
Projects
March
2008
Measures
of
Performance
(MOP)
characterize
physical
or
functional
attributes
relating
to
the
system
operation:
5. Supplier’s
point
of
view
6. Measured
under
specified
testing
or
operational
conditions
7. Assesses
delivered
solution
performance
against
critical
system
level
specified
requirements
8. Risk
indicators
that
are
monitored
progressively
Programmatic
Risk
Must
Follow
a
Well
Defined
Process
Using
an
ad
hoc
risk
management
process
is
its
self
risky.
The
first
place
to
start
to
look
for
risk
management
processes
is
where
managing
risk
is
mandatory
–
aerospace,
defense,
and
mission
critical
projects
and
projects.
These
also
include
ERP
and
Enterprise
IT
projects.
Technical
performance
is
a
concept
absent
from
the
traditional
approaches
to
risk
management.
Yet
it
is
the
primary
driver
of
risk
in
many
technology
intensive
projects.
Cost
growth
and
schedule
slippage
often
occur
when
unrealistically
high
levels
of
performance
are
required
and
little
flexibility
is
provided
to
degrade
performance
during
the
course
of
the
project.
Quality
is
often
a
cause
rather
than
an
impact
to
the
project
and
can
generally
be
broken
down
into
Cost,
Performance,
and
Schedule
components.
The
framework
shown
in
Figure
4
4
Niwot
Ridge
Consulting,
LLC
provides
guidance
for:
Figure
4
–
this
risk
management
process
is
the
“gold
standard.”
Anything
less
is
inviting
additional
risk.
! Risk
management
policy
! Risk
management
structure
! Risk
Management
Process
Model
! Organizational
and
behavioral
considerations
for
implementing
risk
management
! The
performance
dimension
of
consequence
of
occurrence
! The
performance
dimension
of
Monte
Carlo
simulation
modeling
! A
structured
approach
for
developing
a
risk
handling
strategy
Risk
Communication
To
be
effective
the
activities
of
risk
management
must
properly
communicate
risk
to
all
the
participants.
Risk
is
usually
a
term
to
be
avoided
in
normal
business.
Being
in
the
risk
management
business
is
not
desirable
in
most
businesses
–
except
insurance.
It
is
common
to
“avoid”
the
discussion
of
risk.
Communicating
risk
is
the
first
step
in
managing
risk.
Listing
the
risks
and
making
them
public
is
necessary
but
far
from
sufficient.
Risk
communication
is
the
basis
of
risk
mitigation
and
retirement.
It
serves
no
purpose
to
have
a
risk
management
plan
and
the
defined
mitigations
in
the
absence
of
a
risk
communication.
The
Risk
Management
Plan
must
address:
! Executive
summary
–
a
short
summary
of
the
project
and
the
risks
associated
with
the
activities
of
the
project.
Each
risk
needs
an
ordinal
rank,
a
planned
mitigation
if
the
risk
is
active
(a
risk
approved
by
the
Risk
Board),
and
the
mitigations
shown
in
the
schedule
with
associated
costs.
! Project
description
–
a
detailed
description
of
the
project
and
the
risk
associated
with
each
of
the
deliverables.
This
description
should
be
“operational”
in
nature,
with
the
consequences
description
in
“operational”
terms
as
well.
! Risk
reduction
activities
by
phase
–
using
some
formal
risk
management
process
that
connects
risk,
mitigation
and
the
IMS.
The
efforts
for
mitigation
need
to
be
in
the
schedule.
! Risk
management
methodology
–
using
the
DoD
Risk
Management
process
is
a
good
start.
4
This
approach
is
proven
and
approved
by
high
risk,
high
reward
projects.
The
steps
in
the
processes
are
not
optional
and
should
be
executed
for
ALL
risk
processes.
4
Risk
Management
Guide
for
DoD
Acquisition
2003
(Fifth
Edition,
Version
2.0),
www.dau.mil/pubs/gbbks/risk_management.asp

5. Risk
Management
is
How
Adults
Manage
Projects
March
2008
In
order
to
communicate
risk,
a
clear
and
concise
language
is
needed.
English
is
not
the
best
choice.
Ambiguity
and
interpretation
are
two
issues.
Communicating
in
mathematical
terms
is
also
a
problem,
since
the
symbols
and
units
of
measure
may
be
confusing
and
foreign
to
some
audiences.
Figure
5
is
from
the
Active
Risk
Manager
5
Niwot
Ridge
Consulting,
LLC
5
tool
that
connects
risk
management
with
the
scheduling
system.
ARM
is
a
proprietary
risk
management
system,
but
illustrates
how
risk
is
retired
over
time
in
accordance
with
a
plan.
The
concept
shows
explicitly
when
each
risk
will
be
“bought
down”
or
“retired”
during
the
project
execution.
The
Risk
Registry
and
the
Integrated
Master
Schedule
must
be
connected
in
some
way.
Without
this
connection,
there
is
no
Risk
Management
process
that
can
be
used
to
forecast
impacts
on
cost
or
schedule.
At
each
project
maturity
point,
current
risks,
the
planned
retirements
of
these
risks,
and
the
impact
of
the
project
must
be
visible
in
the
schedule.
With
these
connections,
project
managers
can
then
answer
the
questions:
! What
happens
if
this
risk
is
not
mitigated?
! What
effort
is
needed
to
retire
this
risk
before
a
specific
point
in
time?
! If
this
risk
becomes
an
issue,
what
is
Plan-­‐B?
How
much
will
Plan-­‐B
cost?
What
is
the
impact
of
Plan-­‐B
on
the
deliverables?
! What
cost
and
schedule
reserve
is
needed
to
cover
all
the
currently
active
risks?
Wrap
Up
Once
cost,
schedule,
and
techncial
performance
are
integrated
into
the
Performance
Measurement
Baseline,
risk
management
can
be
applied
to
all
three
elements.
With
these
connections
in
place,
the
project
management
team
can
say
with
confidence
–
“we
are
doing
risk
management
on
this
project.”
The
final
reminder
is
to
make
sure
that
all
five
elements
of
risk
management
are
present.
Leaving
one
out
not
only
reduces
the
effectiveness
of
the
risk
management
process,
but
increases
the
risk
to
the
project.
Project
risk
management
is
a
Practice.
The
theory
of
Project
Risk
Management
is
important,
but
the
Practice
is
how
project
risk
gets
managed.
5
www.strategicthought.com
Figure
5
–
this
risk
retirement
waterfall
shows
where
in
the
plan
risk
will
be
mitigated
or
retired.