To agree with the project manager.

To eliminate a specific risk or threat, to reduce the probability and / or impact of an adverse risk event to be within acceptable threshold limits, or to pursue an opportunity actively.

Not to change the project management plan to deal with a risk, or it is unable to identify any other suitable response strategy.

To purchase insurance, or to require performance bonds, warranties, and guarantees.

Risk management plan.

Scope baseline.

Risk mitigation plan.

Quality management plan.

Change requests.

Corrective actions.

Project documents updates.

Project management plan updates.

Contracting, contingency planning, alternative strategies, and insurance.

Interviewing, historical results, workarounds, and response development.

Checklists, damage control reports,standard allowances, and inspection.

Expert judgment, data gathering, simulations, and decision tree analysis.

Prioritized list of quantified risks.

Qualitative analysis of the threats to ignore and opportunities to accept.

Checklists, corrective actions, and qualified decision trees.

Direction, resources, and contingency costs.

Project documents updates.

Work breakdown structure (WBS).

Change requests.

Project management plan updates.

Risk identification checklist based on historical information and knowledge

Project's change control system

Project's mission statement

Project's schedule and budget

Evaluation of each risk can be conducted using a probability and impact matrix that leads to rating the risks as low, moderate, or high priority.

Approaches used in evaluating risk impacts related to project objectives could be relative, numerical, or nonlinear.

Usually, risk-rating rules are specified by the organization in advance of the project and can be tailored to the specific project.

The impact on project objectives should be assessed primarily at the end of the project, as part of the lessons learned.

ls calculated by multiplying the probability of the occurrence of a risk times its impact (numerical scale) on an objective (e.g., cost, time, scope, or quality) if it were to occur.

ls the sum of squares of the scale values assigned to the estimates of probability and impact.

Cannot be used to determine whether a risk is considered low, moderate, or high.

Is a commonly used technique for risk avoidance.

It examines the extent to which the uncertainty of project objectives affects each project element simultaneously.

It examines the extent to which the uncertainty of each project element affects the objective being studied when all other uncertain elements are held at their baseline values.

It is a method for assessing stakeholders' tolerance to risk.

It cannot be used to determine which risks have the most potential impact on the project.

A decision tree is a diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.

Decision tree analysis is a risk analysis tool that can be used to choose the most appropriate responses.

A decision tree is primarily a graphical, qualitative risk analysis technique and is not generally used in quantitative risk analysis.

Decision tree analysis uses the expected monetary value (EMV) analysis to calculate the average outcome when the future includes scenarios that may or may not happen.

Methodology.

Risk strategy.

Responses to individual risks

Risk categories.

Relative probability or likelihood of occurrence of identified risks.

Impact on project objectives if the identified risks occur.

A mathematical technique, such as the expected monetary value (EMV), to create the impression of precision and accuracy.

The organization's risk tolerance associated with the project constraints of cost, schedule, scope, and quality.

The work breakdown structure (WBS).

Outcomes of risk reassessments, risk audits, and periodic risk reviews.

Identification of new risks, updates to probability, impact, priority, response plans, ownership, and other elements of the risk register.

Actual outcomes of the project's risks and of the risk responses.

It is a technique that examines the project from each of the strengths, weaknesses, opportunities, and threats (SWOT) perspectives to increase the breadth of identified risks by including internally generated risks.

It identifies strengths and weaknesses of the organization, regardless of the specific project or the general business area.

It identifies any opportunities for the project that arise from organizational strengths, and any threats arising from organizational weaknesses.

It examines the degree to which organizational strengths offset threats, as well as identifies opportunities that may serve to overcome weaknesses.

Project documents.

Project risk management plan.

Organizational project assets.

Expert judgment.