Cost, schedule, and quality
Environment, cost, and legal
Resources, schedule, and health and safety
Identification, quantification and prioritisation
Identification, analysis, and monitoring and control
Analysis, mitigation, and control
Interviewing
Network diagrams
Brainstorming
SWOT analysis
Acceptance
Outsourcing
RBS - risk breakdown structure
Sensitivity, Weaknesses, Opportunities, and Time
Strengths, Weaknesses, Opportunities, and Threats
Qualitative
Quantitative
Simulation
Gathering opinions
Decision-making trees
Using simple ranking charts
The Event Chain method
Failure mode effect analysis (FMEA)
PERT
Less time-consuming
More precise
Less reliance on software
In determining the effects of risks
For a manager deciding whether to accept the level of risk that a project presents
In all large projects
In determining the likelihood of individual risks occurring
The management of any identified risk once it occurs
The management of positive risks
A new school of thought that treats the emergence of any risk as an opportunity to re-work the project
Failure to continually perform system analyses to identify risks
Failure to communicate risks to all sectors of the project team and management
Failure of the team and management to work to make trade-off decisions to mitigate risks
Failure to properly consider the likelihood and impact of potential risks
Failure to regularly communicate progress of the risk mitigation plans and trade-offs to management
Failure to define and quantify acceptable risk
Failure to draw up an initial risk register
Failure to prioritise risks