Risk management is a proactive process that helps you manage risks before they occur. In your project, you will encounter two types of risks: negative risks and positive risks. A negative risk could harm your objective and a positive risk can have some positive effects on your project.
Since these risks are different, the strategies to manage them are also different. You must manage bothtypes of risks因此。
对于积极的风险，您将尝试增加发生的可能性和负面风险的可能性，您将尝试降低它们发生的可能性，或者如果确实发生了。
The following strategies can be used tomanage negative risks:
- Mitigate
- Avoid
- Transfer
- 接受
- 升级
对于积极的风险，您可以使用以下策略：
- 提高
- Exploit
- 分享
- 接受
- 升级
So, there are eight types of strategies to manage risks. Accept and escalate risk response strategies are common for both types of risks.
在positive risk response strategies，增强风险反应策略和利用风险反应策略似乎是相似的，并且是专业人士混淆的常见原因，因为在这两种情况下，您都打算实现机会。
因此，在这篇博客文章中，我们将讨论这些risk response strategiesin detail. I hope to help you understand them better.
提高Risk Response Strategy
Enhancing is about increasing the probability and/or impact of positive risks.
在这里，您采取措施增加了事件发生或影响的机会，但是没有保证会发生这种情况，即，机会可能会或可能不会实现。
Example
Assume you are constructing a building, and suddenly the client tells you that he will give you a monetary reward if you complete the project two months earlier than scheduled.
因此，您采取了几项措施来实现机会。例如，您使用快速跟踪.
正如您在上面的示例中看到的那样，您只是试图尽早完成该项目以获取机会。即，您正在增加完成的可能性the project早期的。不能保证您会意识到机会。
这是增强风险响应策略的一个例子。
利用风险响应策略
Exploiting is about doing everything to ensure that the event happens. In this risk response strategy, you make sure you realize the opportunity, you take the opportunity seriously and develop a strategy to realize it.
Simply put, with the exploit risk response strategy, you increase the chance of the event happening to 100%.
Example
假设您正在建造建筑物，突然间客户告诉您，如果您在实际完成日期之前的两个月完成该项目，他将为您提供经济激励。
This is an opportunity for you, and management asks that you realize this opportunity. Therefore, you do everything to complete the project ahead of time. You give overtime to your team members, bring in more employees, motivate the team members by announcing rewards if they help you complete the project ahead of time, etc.
这是利用风险响应策略的一个例子，因为您确保实现机会。
在利用风险响应策略中，您正在竭尽所能实现机会。您不仅试图获得这个机会；您确保获得它。
增强和利用风险反应策略之间的区别
The following are a few differences between enhance and exploit risk response strategies:
- 在the enhance risk response strategy you try to realize the opportunity, while in the exploit risk response strategy you ensure that you will realize the opportunity.
- 在增强风险响应策略中，您会增加机会发生的可能性，而在利用风险响应策略中，您将概率提高到100％。
- The enhance risk response strategy can be considered the opposite of the mitigation risk response strategy, while the exploit risk response strategy can be regarded as the opposite of the avoid risk response strategy.
概括
提高and exploit are two kinds of positive risk response strategies. If the opportunity is not very important or you do not have any extra resources, you will use the enhance risk response strategy. In the enhance risk response strategy, you increase the chance of the risk occurring. However, if you have extra resources available or the opportunity is so important that you cannot let it go, you will use the exploit risk response strategy. In the exploit risk response strategy, you increase the chance of the risk happening to 100%.
The enhance risk response strategy takes the situation leniently, while the exploit risk response strategy takes it aggressively. The strategy chosen for the opportunity will depend on the situation, requirements, and resources available to you.
This topic is vital from a PMP and PMI-RMP exam point of view. You may see several questions from this topic on your exam.
So, what do you think about enhance risk response and exploit risk response strategies? Let me know in the comments section below.
非常清楚的解释
谢谢Abhinav.
感谢您的解释，我一直在考虑增强与利用并偶然发现您的好帖子。
Please correct me if i am wrong, in enhance i can work on enhancing probabilty and/or impact while in exploit i focus on probabilty making certian that the opportunity will occure so that i can exploit it.
例如，如果有80％的概率，欧元价值将增加20％。我无法利用这个机会，只能通过购买更多欧元来增加影响来增强它。
再次感谢。
Right Sultan.
Nice clarification on Exploit Risk Response Strategy.
谢谢.
Easy to understand the difference between enhance and exploit
谢谢
感谢您的评论Munibuddin。
Very nice explanation – especially like the idea of when to enhance and when to exploit. However, I feel PMI should do away with “exploit”. I don’t think PM can do a mitigation plan (which is supposed to be proactive) that will bring the probability of risk occurrence to 100%.
Mitigation is for negative risk. Exploit means the project manager is doing everything in hand to make it happen.
清晰简洁的解释。谢谢！
You are Welcome Girl From Malta.
Thank you so much for making this so simple.
Can you please give me an example of positive risk?
如果您批量购买材料，则可以享受折扣。这是一个积极的风险。
Your project is halfway complete and you see an opportunity that if you are able to complete the project a little early, you will get another project. So you ask your team members to find ways to complete the project one month earlier. Your team members come up with various ideas such as running many activities in parallel, using extra resources, overtime, and renting new equipment. You review these ideas and find most of them very costly so you decide to run many activities in parallel so the project can finish earlier. What kind of response it this?
（a）利用（b）增强（c）缓解（d）接受
enhance
正确的。
我有很长时间的怀疑，您的博客清除了。
非常好 。
Where I can look forward like this explanation for some other PMP terms
感谢LKG的评论。请访问以下页面以获取更多注释：bob官网竞彩足球
//www.utahfilmbank.com/study-bob官网竞彩足球notes/
据我所知，谢谢Fahd，选择正确或最佳答案取决于该行动的问题
不客气萨德克。
谢谢，非常清晰，完整的解释。
不客气，阿布扎尔先生。
我想参加RMP考试。我有一个问题，除了风险管理过程问题，我将在考试中面临哪些类型的问题。
谢谢
The questions will from risk, quality, procurement, communication, etc. However, the focus will be on risk management knowledge area.
在这里阅读我的课程：
//www.utahfilmbank.com/2012/04/i-passed-my-pmi-rmp-risk-management-professional-exam-lesson-learned/
谢谢alot for your clear & exact descriptions.
不客气阿里。
1.Failure Mode and Effect Analysis is same as Risk, do we have to do a contingency for this?
2.因果图是否是一种分析技术，是否是因为在词汇表中的PMBOK 5中，提到这是一种分解技术？
1) FEMA is an analytic technique.
2) Cause and effect diagram is a tool and technique of plan quality management process.
非常感谢！
You are welcome Ntembeko.
简单而要点。谢谢！
欢迎您Miguel。
I get a lot of different answer scenarios from test preps. For example, I have seen in a source that you should assume “exploit” if a plan needs to be changed (such as increased schedule time). Also, I have seen crashing go both ways “exploit” and “enhance” (not knowing if it is 100% or not trying to get the opportunity. The question just says, “crashing is a form of…”. If the test does that, how would I choose (ucertify says enhance and PM Instructors says exploit).
V/R,
Also, ucertify said that “training is a form of exploit”. How would I guess on that if I don’t know the ascertion of the PM?
Exploit and Enhance is not about any special technique. It is about the way that how you approach it. If you just trying to get it, it is enhancing. On the other hand, if you’re working hard to make sure to realize it, it is exploiting.
Don’t really agree with your example, although you are quite accurate in definition of exploit vs enhance. Though there are a lot of flaws in your interpretation of the scenario. Let me take one example. In the enhance part you have mentioned to enhance by using only fast tracking , and just by using crashing it becomes an exploitation effort? What if the project cannot be fast tracked due to a constraint in sequence of project schedule. And crashing and fast tracking both actually increase risk, doesn’t reduce it!
The key to understand here is to go back to PMBOK and dig the concept in more depth.
Exploit as per PMBOK means to “eliminate” the uncertainty
提高as per PMBOK means to “reduce” the uncertainty.
在许多情况下，我们能做的最好的事情就是真正增强机会，无法利用机会，尤其是在有关时间表的决策方面。请记住，最好按项目时间表做出的最好的方法是在目标日期提出一定的标准偏差。PM期限从来没有绝对的时间表。
在your construction project, best we can do is to enhance the opportunity. We can’t really exploit it as there will always be some probability of work not being completed 2 months earlier.
So when looking at enhance vs exploit, first we need to look at the situation, and determine what realistically is possible.
尽管如此，在您的示例中，您仍可以利用许多小风险来增强最终风险。例如，您可以查看自己的时间表，并在可能的情况下调整工作套餐的时机或资源，以确保在活动级别的特定结果。b0b体育app
因此，完成整个建筑物的风险确实不能被利用。最大可以增强。剥削通常发生在较小的水平，例如资源或工作包。b0b体育app
Crashing, fast tracking, etc. are not a complete list of action to be taken for either exploit or enhance risk response strategies. It is job of the project manager to decide the best course of action.
要点是，在利用中，您将消除不确定性，而在增强中，您将减少不确定性。
谢谢Xman先生的访问。
您的博客很棒，确实可以帮助每个人完全了解与项目管理相关的困难条款和条件。
I would like to ask you if you can provide tools and examples that calculate the total project risk. How calculated a total project risk and compared with other total project risks?
谢谢in advance
John
Thank you John for your comment.
I don’t have any tool or examples for the total project risk. Let me know if you have any specific question.
法哈德
我真的很喜欢阅读您的PMP材料。他们是清晰，简洁，很好的例子。不错的工作。
Thank you
莉莉
Broad explanation Usmani.
Hence, from negative risk perspective we have another 2 response strategies: MITIGATION Risk Response Strategy (to try to minimize the threat) and AVOID Risk Response Strategy (to ensure threat elimination) ??
多么可爱的膨胀。
这些概念上清澈如水。
谢谢
Qaisar
Precise and clear differentiation between the 2 positive risk response strategies.
Vishpala
谢谢Vishpala。