Managing risks in projects has been recognized as a very important process in order to achieve project objectives.

1. RISK MANAGEMENT
Haroon Ur Rashid
MS Project Management
engharoon2010@gmail.c
om

2. What is Risk…?
 Risk is any unexpected event that can
affect your project — for better or for
worse. Risk can affect anything: people,
processes, resources and technology.
 Project risk is defined by PMI as, "an
uncertain event or condition that, if it
occurs, has a positive or negative effect
on a project's objectives."

3. What is Risk…?
 This is an important distinction: risks are
not the same as issues. Issues are things
you know you’ll have to deal with, and may
even have an idea of when they’ll occur,
like a team member’s scheduled vacation
 Risks are events that might happen, and
you may not be able to tell when. Like flu
season hitting your team all at once or a
key product component is being on
backorder.

4. RISK MANAGEMENT
 Project Risk Management includes the
processes of conducting risk management
planning, identification, analysis, response
planning, response implementation, and
monitoring risk on a project.
 The objectives of project risk management
are to increase the probability and/or
impact of positive risks and to decrease
the probability and/or impact of negative
risks, in order to optimize the chances of
project success.

5. RISK MANAGEMENT
 Risk management is an important
function in organizations today.
Companies undertake increasingly
complex and ambitious projects, and
those projects must be executed
successfully, in an uncertain and
often risky environment.

6. IMPACT & PROBABILITY
 The Risk Impact/Probability Chart is
based on the principle that a risk has
two primary dimensions:
 Probability.
 Impact.

7. IMPACT & PROBABILITY
 Probability – A risk is an event that "may"
occur. The probability of it occurring can
range anywhere from just above 0 percent to
just below 100 percent. (Note: It can't be
exactly 100 percent, because then it would
be a certainty, not a risk. And it can't be
exactly 0 percent, or it wouldn't be a risk.)

8. IMPACT & PROBABILITY
 Impact – A risk, by its very nature, always
has an impact. However, the size of the
impact varies in terms of cost and impact on
health, human life, or some other critical
factor.

9. IMPACT & PROBABILITY CHART

10. IMPACT & PROBABILITY CHART
 The chart allows you to rate potential risks
on these two dimensions. The probability
that a risk will occur is represented on one
axis of the chart – and the impact of the
risk, if it occurs, on the other.
 The basic form of the Risk
Impact/Probability Chart as shown in
previous figure, The corners of the chart
have these characteristics:

11. Low Impact & Low Probability
 Low impact/low probability – Risks in the
bottom left corner are low level, and you
can often ignore them.

12. Low Impact & High Probability
 Low impact/high probability – Risks in
the top left corner are of moderate
importance – if these things happen, you
can cope with them and move on.
However, you should try to reduce the
likelihood that they'll occur.

13. High Impact & Low Probability
 High impact/low probability – Risks in the
bottom right corner are of high importance if
they do occur, but they're very unlikely to
happen. For these, however, you should do
what you can to reduce the impact they'll have
if they do occur, and you should have
contingency plans in place just in case they do.

14. High Impact & High
Probability
 High impact/high probability – Risks
towards the top right corner are of critical
importance. These are your top priorities,
and are risks that you must pay close
attention to.

15. THANK YOU