Management of risk involves:
There are three categories of project risk are:
Figure: Categories of Risk
The significant known projects risks are either controlled or not. However the unknown risk is hidden so specific so we cannot implement any planned actions for them. There are certain things which can be done for managing uncontrolled risks like setting project reserves, budget on the basis of the measured consequences of unanticipated problems on similar past projects and keeping track of specific past projects.
Root cause analysis helps us to analyse whether the risk arising from factors can be controlled and may therefore be preventable or it is due to uncontrollable causes. When risks are out of control then it can be managed through recovery Example of known controllable risk includes usage of new technology, performance of a deliverable or pressure to establish aggressive deadlines.
For known uncontrollable risks, the project team has no influence on the source of risk. Example includes loss of project staff, or business reorganisation. To deal with such risks the best way is to deal with effects after the risk occurs, recovering with a contingency pan which is prepared in advance.
The risk may be a consequence of a project assumption or a choice made in planning that could be changed, resulting in a better project. Hence staffs are a major factor in controlling risks.