![]() ![]() Risk Matrix graphics can be handy presenters who need to show risk assessment or different states of consequence process. Using a diagram illustration you can visualize with colors all risk categories and focus attention on the main subject. The risk matrix diagram will help you to create a memorable presentation of those risks. The purpose of risk management is to anticipate and control risks so as to minimize their threats and maximize their potential. You may check this article “ 7 Visual Frameworks for Strategy Analysis Presentation” for more examples. This visual framework is part of other management strategy tools such as SWOT, Porter Forces, and PEST. Remark: You can get all presented icons and slide examples in Risk Matrix Diagram PPT set. Your presentation will look more creative if you will use a consistent and clear risk matrix diagram for visualization of the new company’s competitors or changes in government policy. Risk Matrix analysis can be easily visualized in a PowerPoint presentation. If you don’t invest in risk management, it doesn’t matter what business you’re in, it’s a risky business. As a result, you can support management decision-making and plan activities to mitigate those risks. This simple visualization matrix is a management method that helps you present possible risks, and define the risk levels. One way to perform and document a risk analysis and assessment is using the risk matrix diagram. Project Management & Scrum presentations.Climate Change & Sustainability presentations.The number of steps in the scale is organizationally determined and organizationally dependent. The values provided in 11.4.2.1 are representative. Opportunities in the low-risk (medium gray) zone should be monitored. Similarly for opportunities, those in the high-risk (dark gray) zone that can be obtained most easily and offer the greatest benefit should, therefore, be targeted first. Threats in the low-risk (medium gray) zone may not require proactive management action beyond being placed on a watchlist or adding a contingency reserve. For example, risks that have a negative impact on objcctivcs if they occur (threats), and that arc in the high-risk (dark gray) zone of the matrix, may require priority action and aggressive response strategies. ![]() The risk rating helps guide risk responses. Finally, opportunities and threats can be handled in the same matrix using definitions of the different icvcis of impact that arc appropriate for cach. An overall project rating scheme is developed to reflect the organization's preference for one objective over another and using those preferences to develop a weighting of the risks that arc assessed by objective. In addition, it can develop ways to determine one overall rating for each risk. Probability and Impact MatrixĪs illustrated in Figure ll-3, an organization can rate a risk separately for each objective (e.g., cost, time, and scopc). The organization's thresholds for low, moderate or high risks are shown in the matrix and determine whether the risk is scored as high, moderate or low for that objective. ![]() The organization's thresholds for low, moderate or high risks are shown in the matrix and determine whether the risk is scored as high, moderate or low for that objective.Įach risk is rated on its probability of occurring and impact on an objective if it does occur. Impact (ratio scale) on an objective (e.g., cost, time, scope or quality)Įach risk is rated on its probability of occurring and impact on an objective if it does occur. The dark gray area (with the largest numbers) represents high risk the medium gray area (with the smallest numbers) represents low risk and the light gray area (with in-between numbers) represents moderate risk. Such a matrix specifies combinations of probability and impact that lead to rating the risks as low, moderate, or high priority. Evaluation of each risk's importance and, hence, priority for attention is typically conducted using a look-up table or a probability and impact matrix (Figure 11-6). Risk rating rules can be tailored in the Plan Risk Management process to the specific project. Usually, these risk-rating rules are specified by the organization in advance of the project, and included in organizational process assets. Risks can be prioritized for further quantitative analysis and response based on their risk rating. ![]()
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