Someone who is willing to take big risk
The probability the risk will occur
Areas of risk that are acceptable / unacceptable.
The points at which a risk become unacceptable
As many as project manager decided
At least one
Accept the estimate because you trust all of the people on your project team, and they are responsible for estimates
Reduce the estimate and add the additional budget to the management reserve
Ask the person responsible for the estimate to explain the difference and bring supporting information to you
Reduce the estimate and add the additional budget to the contingency reserve
CV: +120,000; SV: +100,000
CV: +100,000; SV: +120,000
CV: -100,000; SV: -120,000
CV: -120,000; SV: -100,000
Look at other tasks in the schedule and see which ones should be reduced to allow time for this problem to be worked
Reduce testing on the completed tasks
Require mandatory overtime for the project team
Speak to the stakeholders about getting additional time and budget for the project
Unable to be evaluated
Less than one
Of little importance
Greater than one
Budget at completion, actual cost, and planned value
Budget at completion, earned value, and actual cost
Estimate at completion and planned value
Estimate at completion and actual cost
The project has been cancelled while it was executed. At that time the project was behind schedule and on budget.
The project's deliverables have all been finished. The project came in behind schedule but on budget
The project's deliverables have all been finished. The project came in ahead of schedule but on budget.
The project's deliverables have all been finished. The project came in on schedule but over budget.
The list of people you need to complete the project
The list of features and functions of project you need to deliver as a result
The same as project plan
The diagram of tasks for project
Project Manager explaines the business task to the team
Team estimates the complexity of the task
The performer of the task is appointed
Discussion of the technical details of the task
Upper right corner
Upper left corner
Bottom right corner
Bottom left corner
All the tangible items that must be delivered to the client
All the work that must be completed for the project
The work that must be performed by the project team
All the activities of the project
A planned response that defines the steps to be taken if an identified risk event should occur.
A reserve used to allow for future situations which may be planned for only in part.
A and c
The subcontractor possesses special technical and engineering skills that the contractor does not have.
The work to be subcontracted represents almost all of the overall work effort.
The subcontractor can perform the work at a lower cost than the contractor.
A and c
Refuse the request and send a memo to your management explaining the situation
Respond to the customer’s request by explaining the change procedure and asking that he or she submit a request for change
Arrange to meet with the project team to discuss this change
Performing a benefit-cost analysis to determine if we should proceed
Exclusive personal support
A measure of how well project does it vs. how well it’s supposed to do it
Hidden quality of product and features
A measure of how well it will continue to do it in the future
The quality of the product, which is shown only in certain conditions
Single point of contact for the customer
Stable organizational structure
Multifunctional teams are easy to form