This is one of those concepts that makes professionals scratch their heads. I was a victim of it myself. During my initial days ofPMP考试准备，我很难理解应急计划与后备计划之间的区别。
I used to think that the contingency plan was used to manage identified risks and the fallback plan was for unidentified risks. This was wrong. Contingency and fallback plans help manage identified risks.
但是，由于这两个计划都用于管理风险，因此您可能想知道，如果出现任何已确定的风险，则应遵循哪些风险？
由于我已经通过了PMP和PMI-RMP考试并很好地理解了这些概念，因此我正在撰写此博客文章，并希望阅读它后，您将能够区分意外情况和后备计划。
Contingency Plan
Merriam-Webster将“应急”一词定义为“可能但不确定发生的事件”。
偶然性是可能发生也可能不会发生的事件。因此，我们可以说，应急计划涉及可能发生或可能不会发生的事件。
应急计划是项目管理计划的一部分；它描述了如果发生任何确定的风险，您将采取的每项操作。
Let us look at a real-world example of a contingency plan.
A Real-World Example
You are working on a construction project, and there is a risk that rain may fall during execution, which will damage any consumables lying out in the open.
的refore, you make a plan that says, “If there is an indication of rainfall, all consumables will be covered with a plastic sheet.” You further add that after the rain stops, you will bring a fan/vacuum pump to clean and dry the wet consumables.
This is a contingency plan for this risk event.
您可以在Internet上找到可能与您不同的互联网计划的许多定义，但它们可能是单独正确的。
以下是应急计划的两个不同的解释。
- 应急计划是描述如果有机会或威胁发生的特定行动的计划。
- A contingency response strategy will be executed if there is a sufficient warning sign (risk trigger).
If you examine these definitions, you will find that they are not different, just phrased differently.
后备计划
后备计划是项目管理计划的一部分，并定义了必须采取行动的情况。
当应急计划失败或不完全有效时，实施了后备计划。这是应急计划的备份。您可以说，后备计划通常是出于剩余风险而制定的。
A Real-World Example
Let’s reconsider the example given above.
假设降雨持续了很长时间，比预期的时间长，这会损害消耗品。
在这种情况下，您将实施您的后备计划。它说，如果降雨继续下降了很长时间，导致消耗品损坏并且应急计划失败，您将重新订购预先识别的供应商的消耗品。
This is an example of a fallback plan.
Before I go any further, let me share another example from my own experience.
我正在使用第三方备份服务为博客保存数据。我可以使用此备份，以防我的网站崩溃和我的托管提供商没有任何备份。
这是我的应急计划。
现在，如果我的网站被黑客入侵会发生什么，与此同时，我的第三方备份服务也倒闭了？我如何恢复我的博客？
This is where my fallback plan comes into play. To save myself from such a disaster, I always keep an updated copy of my blog on my computer and Google Drive.
现在，如果我的博客被黑客入侵，甚至第三方服务失败了，我可以从存储在计算机或在线存储上的备份中还原博客。
的Difference Between the Contingency Plan and Fallback Plan
应急计划与后备计划之间没有区别；他们互相补充。仅当应急计划失败时，后备计划才能使用。
Similarities Between the Contingency Plan and Fallback Plan
的similarities between these two plans are as follows:
- Both plans are known as risk responses.
- 这两种计划均用于管理确定的风险。
- Both plans utilize the contingency reserve for implementation.
Summary
偶然性和后备计划是您的骨干风险管理计划that helps you manage identified risks. You will implement the contingency plan if any identified risk occurs, and when the contingency plan fails or seem ineffective, you will implement the fallback plan.
You will use the contingency reserve to apply the contingency or fallback plan, not the management reserve because the contingency reserve is used for identified risks. The management reserve is used to manage unidentified risks.
我希望现在您了解这些术语。但是，如果您仍然有麻烦，请在下面发表评论。我准备讨论。
的contingency plan and fallback plan are very important from a PMP and PMI-RMP exam point of view, so be sure to understand this topic well.
a project manager discover that a project problem has occurred.the problem was never discussed during risk planning activities or added to the risk register and it will now cost the project money .what will be an appropriate response for this situation?
由于未确定这种风险，项目经理将通过解决方法进行管理。
I’m not sure about the PMBOK terminology, but this is my take on risk response planning, from a logical perspective.
Once you have identified all of the risks you (and your team) can think of:
1. If you can reconfigure the project tasks in such a way to eliminate the risk by achieving the task objective in a different way, without negatively impacting schedule, budget, scope, or quality, you can make that change and AVOID the risk.
2. If you can outsource the risky task to another organization, shifting responsibility for the risk to them, you can TRANSFER the risk.
3. If you can augment your project plan in such a way to lessen either the probability or impact of the risk to a more acceptable level, then you can MITIGATE the risk. In this case, you are developing and implementing a MITIGATION PLAN, which becomes part of the baseline project, and for which you are proactively accepting the associated costs and budget impacts into the project. You are committing to paying for this.
4.如果主动更改不可行（成本或时间表的影响太高而无法按原样接受），则可以制定一项应急计划，只有在发生触发事件时才可以实现。该应急计划成为批准的项目基准的一部分，并将相关预算放在应急储备中。您接受风险，但是如果触发事件从未发生，则可能不必为此付费。您可能还可能制定因主要应急计划失败时可能发生的二级或剩余风险的应急计划，并将额外的预算分配给应急储备，以防其触发事件发生。这些二次应急计划可以被认为是后备计划。
Your approved project baseline allows for all of the above, and anything you do up to here generally would not require a scope change or additional approval. This covers all of the KNOWN-KNOWNS and the KNOWN-UNKNOWNS.
现在，如果您没有预料到其他事情，则可以将其放置在其余两个类别之一中：
1.一个未知的是您应该能够在项目中识别出来的事情，但是您以某种方式没有将其包括在计划中。通常，这将被视为计划错误，因为熟练的项目经理会意识到必须将其包括在项目计划中。
2. An UNKNOWN-UNKNOWN is something that could occur during the project execution, but that you had no reasonable expectation to identify as a risk. If it occurs, it would be difficult to place blame on the project plan, and instead most would consider this an unfortunate unforeseen circumstance.
To limit the impact on the project, you have to be REACTIVE and implement a WORKAROUND, requesting approval for a scope change that would then be drawn from the MANAGEMENT RESERVE. You might also use the management reserve to react to low-risk events that had been previously identified but intentionally kept on the watch list.
As I said, I’m not sure how well this matches up with PMBOK-speak, but I find it to be a very logical framework for dealing with real project management situations.
Known-Unknown are identified risk for which you have to develop the contingency plan.
未知且未知的知名度应通过解决方法进行管理。
你是受欢迎的法赫德。我有一个小问题。做we need to open a Change Request if we want to invoke the Contigency Reserve? (I know we need it for Management Reserve).
另外，如果我们需要实施工作，因为发生了不可预见的事情，并且我们没有针对它的任何响应策略，或者 - 我们的计划B失败了 - 我们是否需要调用CR？我认为答案是“是”，但需要确认。在这两种情况下，您的想法是什么？谢谢。
In first case, you will not raise the change request. You are going to use the contingency reserve, and no change request is required for it as there is no change in any baselines, scope or project plan.
In second case, ideally if any unforeseen incident occurs, you should use the management reserve.
谢谢。
我不同意第一点。应该启动CR，因为一旦使用了应急储备，成本基线就会发生变化。我们可能不得不添加更多的应急基金以进行进一步的风险 /保持它。但是，必须进行CR分析。
With due respect.. contingency reserve is already calculated and part of cost/ schedule baseline.. so it won’t change
我需要发出更改请求以利用应急情况吗？
我需要utilisin后发出变更请求吗g the contingency reserves to reflect the update to the cost baseline?
做i need to issue a change request to implement contingency plan?
1) No
2）否
3）否
Hi Fahad,
You do the 3 point estimate (for Time and Cost) based on risk available in project charter and doing so you may uncover some additional risks.
的se risk along with the ones identified during project initiation are dealt with risk management.
在风险管理期间，您会准备风险反应，但是即使在风险响应计划计划之后，仍然存在一些残留风险。
Now my question is, we keep contingency reserve to “cover cost for risk response that we created” or for the “residual risk remaining that remains after risk response planning” or for both.
Regards,
Shoeb.
您将分析剩余风险。如果需要进一步的计划，您将继续进行，其他明智的选择只需保留观察列表以进行将来的监视。
有一些较低的优先风险将被推入风险登记列表中。当这些风险发生时，将使用什么储备？应急或管理储备？
As per the PMBOK 5th edition page: 332,
“在低风险区域中发现的威胁可能不需要主动管理行动，而不是将其作为观察名单的一部分或增加应急储备的一部分。”
In your risk management/response plan, you have to decide that how you are going to manage the low priority risks. If you don’t keep contingency reserve, you will have to use the management reserve.
但是我不同意你。我们正在PMBOK中阅读有关接受策略的信息：“此策略可以是被动的，也可以是主动的。被动接受不需要行动，除了记录该策略，使项目团队在发生风险时处理。最常见的积极接受策略是建立应急储备，包括时间，金钱或资源来应对风险。”b0b体育app
So, Please put “chemical” in the situation of question in the place of “resource” in the above paragraph. The project manager buys 15% extra resource to handle the risk. He wants to have it as a reserve and IF some chemical were lost this 15? will be used. It is a proactive acceptance.
In this meaning that you said all strategies except passive accept will be “mitigate” because they are decreasing potential negative impact or probability of risk.
你同意？
在接受策略（主动）中，您无需采取任何措施来降低风险的可能性。除非发生风险，否则您不会采取任何行动，尽管您为其分配了应急资源。
You deal with it if it occurs.
While in mitigation, you try to reduce the probability of happening of risks.
After reading this article bit confused between Risk response and Contingency plan. Both look same to me now, but is it really same or any difference? Please let me know if contingency plan is more or less same as RIsk response.
请澄清。
Contingency Plan is a Risk Response Plan. When a Risk occurs, you'll implement the contingencyplan.And if the contingency plan fails, you'll implement the Fallback Plan. Fallback Plan is also a risk response plan but it is implemented when contingency plan fails.Contingency and Fallback Plans – both are the risk response plan.Hope it clears your doubt.Sent from my iPhone