风险s are commonly assumed to be the same as uncertainty in the area ofrisk management. Although there is a big difference between risk and uncertainty, many professionals often think they are the same.
Although this concept is not too important from a PMP or PMI-RMP exam point of view, you must understand the difference to avoid mixing them up.
Therefore, I’m writing this blog post to explain it and I hope after reading it, you won’t have any problems distinguishing between risk and uncertainty.
风险
A risk is an unplanned event that may affect one or some ofyour projectobjectives if it occurs. The risk is positive if it affects your project positively, and it is negative if it affects the project negatively.
There are separate risk response strategies for negatives and positives.
The objective of anegative risk response strategy是为了最大程度地减少其影响或概率,而positive risk response strategy是最大化机会或影响。
You might also hear two more risk terms: known and unknown. Known risks are identified during the identify risks process and unknown risks are those you couldn’t identify.
Acontingency planis made for known risks, and you will use the contingency reserve to manage them. On the other hand, unknown risks are managed through aworkaroundusing themanagement reserve.
Uncertainty
Uncertainty is a lack of complete certainty. In uncertainty, the outcome of any event is entirely unknown, and it cannot be measured or guessed; you don’t have any background information on the event.
不确定性不是未知的风险。
In uncertainty, you completely lack the background information of an event, even though it has been identified. In the case of unknown risk, although you have the background information, you missed it during the identify risks process.
A Real-World Example of Risk and Uncertainty
Assume two famous teams consist of renowned players, and they are going to play a football match the next day.
Can you tell me exactly which team is going to win?
不,你不能;但是,您可以通过审查和分析每个球员,团队以及他们相互对抗的比赛结果来做出一个有根据的猜测。
然后,您可以提出一些数字,例如A或B队赢得30%的机会,或者有70%的A或B团队失去比赛的可能性。
Now, let us put the same football match in a different scenario.
Let us say again that two teams are going to play a game, and no players are selected for either team.
In this situation, if somebody asked you which team is going to win, what would your response be?
You will be clueless because you don’t know which team consists of which players, and you have no idea how the teams will perform.
Here, you don’t have any information on past performance, and cannot predict the outcome of the event, even though the rules and the stadium are the same.
This situation is called uncertainty.
风险Vs Uncertainty
The following are a few differences between risk and uncertainty:
- 在风险中,您可以预测未来结果的可能性,而在不确定性下,您不能。
- 风险s can be managed while uncertainty is uncontrollable.
- 可以测量和量化风险,而不确定性则不能。
- 您可以为风险事件分配概率,而不确定性则不能。
Conclusion
风险and uncertainty are different terms, but people tend to confuse them. Managing risks is easier because you can identify them and develop a response plan based on your experience. However, managing uncertainty is very difficult, as previous information is not available, too many parameters are involved, and you cannot predict the outcome.
However, to complete your project successfully, you must be very cautious, proactive, and open-minded to manage risks and uncertainty.
这就是风险和不确定性的帖子结束。我何pe now you can distinguish uncertainty from risk. Still have some doubts, post them in the comments section and I will reply to you.
by identifies risk and I must proactive to the uncertainty event by doing this my project will be successfully doing.
您应该在风险管理方面积极主动。它肯定会帮助您成功完成项目。
数学上
风险=不确定的事件,如果发生会影响事件的结果朝着正方向或负面方向影响
So it has two parts
风险= Probability * impact
Now under probability theory an event can occur in three ways
1) It will happen ( a certain event) prob = 1, impact you can input based on your findings to find Risk
2) It may occur ( a probable event, however small it could be, those who talk about unknown unknowns or uncertainties all fall here) the probability could be infinitesimal or we just ignore it as It’s not worth * impact = get the risk value .
3) It will not happen ( improbable event, with zero probability) * impact = no risk associated.
There is nothing that falls outside it. Those uncertainties even we may may not think or imagine will also fall under it but only worry about the major probable events that may impact our project.
Your life has millions of variables all uncertain, even lightening striking us may have a probability, but we don’t really consider it Day to Day risk, but those who are not so lucky and it get struck , despite infinitesimal probability they loose.
每个事件是否已知和未知事件都有发生的概率,并且总和最多1。
Now you choose what your sample space is?
Well said Vinod.
抱歉,我不同意您使用的基本定义。首先,不确定性是定义任何已知或未知事件或一系列事件的伞术语。它包括津贴,应急和风险。津贴是“已知的”,其确切值在当时尚不清楚,但其支出肯定会发生。因此,将金额分配给了这一特定成本,然后在其他信息可用时重新审视。在定义的项目范围内,意外事件是“知名人士”。这是针对定义项目范围内不可预见的成本要素的特定规定,尤其重要的是,在以前的经验与估计和实际成本相关的经验表明,增加成本的不可预见的事件可能会发生(AACEI)。应急事件估计是根据该估算的主题专家(SME)的经验判断进行的。风险是“未知的未知”,其发生的可能性和成本影响不确定。但是,即使是未知的知名度也可以通过中小企业估算,基于他们使用蒙特卡洛计算机模型的经验来估计发生的可能性和影响的估计值。 The Risk Register is where the risks (or opportunities) are listed and discussed in a Risk Workshop of SMEs, and both qualitative and quantitative descriptions are assigned to each risk element. The risk elements are prioritized, and the SMEs then look for mitigation measures to reduce or eliminate each risk. The residual post-mitigation risks are then used as the basis for the Monte Carlo computer analysis. The analysis will return the calculation that there is a (say) 80% probability that the total cost of the risks will be less than $ X thousand, or other percentages and impact cost depending on the risk estimator’s (or management’s) risk appetite. This amount should be added to the Project Base Cost (which would include Allowances) and the Contingency, defined as the Project Baseline Cost, to arrive at the project funded (or budgeted) cost.
For a more complete treatise on Uncertainty which I co-authored, please read “Addressing Uncertainties in Cost Estimates for Decommissioning Nuclear Facilities,” © OECD 2017, NEA No. 7344.
These definitions are based on the PMBOK Guide fifth edition.
Err unless you guys have decided project management should have a different definition of uncertainty than other fields of human endeavour like Science, engineering and medicine I suggest reading some of the many books on the topic. Uncertainty certainly can be measured and is used in serious fields to assign a probability that an outcome will happen within a defined range.
Google uncertainty in science or uncertainty budget
I fear you may have got some of your info from the field of economics (which can make astrology and black magic look bad) ;)
Can you explain it little further:
Uncertainty certainly can be measured and is used in serious fields to assign a probability that an outcome will happen within a defined range.
Thanks for sharing the ideas about risk and uncertainty. What Angel says is not different from your right and simple idea to make it clear. The difference is only in the statement but you both have presented the same difference eithet it is quntifiable or not which clears the fundamental difference between them. Thanks for making me more clear on the subject matter.
In uncertainty you completely lack the historical and pas information. The construction of a house or painting a wall does not fall in this category. Here you can estimate the cost will a good accuracy. Most of the times these contracts are given under fixed price or cost reimbursable.
In risk, you can guess the outcome but in uncertainty you can’t.
Can someone tell me the relationship of risk and uncertainty
风险can be said to be an uncertain event which chances of occurrence can be predicted and measured whereas, uncertainty can also be said to be an uncertain event which chances of occurrence cannot be predicted and measured. The difference is that the probability of a risk event happening can be predicted and measured while the probability of uncertainty cannot be predicted and measured.
FAHAD
Can we say contingency plan dedicated for negative risk while management reserve dedicated for uncertain issues as we can’t guess their impacts?
This is a tricky question.
As per my understanding, since the uncertainty is a identified risk, you can passively accept the uncertainty and keep some contingency reserve based on educated guess.
I also request other visitors to share their thoughts on it.
风险:我们不知道接下来会发生什么,但我们确实知道分销的外观。
不确定性:我们不知道接下来会发生什么,我们不知道可能的分布是什么样的。
Correct….
In my view uncertainty is imperfect knowledge. Throughout a project we strive to improve definition (reduce uncertainty) to improve chances of success (reduce risk of failure.) There are key uncertainties in projects that you must understand well before making strategic decisions.
成本估算是一个很好的例子来说明不确定性。很难(如果不是不可能)将复杂项目的最终成本估算为最后一分钱。您还记得您在家里做了一份改建工作的最后发生的事情吗?如果您不太了解不确定性,您可能最终会后悔自己重塑厨房的决定。这就是为什么您进行前端工作:制定范围,准备计划,获取报价等。这是为了减少不确定性。
Uncertainty analysis helps us understand the expected ranges of outcomes & test against project objectives to make informed decisions. For example, we can test whether a project is resilient to various cost grow scenarios and make an informed decision to sanction the project. We can then characterise the risk or opportunity.
Sorry to add confusion but I agree fundamentally with Angel. .
Lets suppose we have to paint a wall in our kitchen.
Initially (at the planning stage) we are uncertain of the amount of paint to be used but can estimate it as a random number
我们不确定绘画墙所花费的时间。
There is a risk that the plaster will fall apart in preparation.
There is a risk that the paint will bubble after it has been applied.
Uncertainty is managed by research and by putting slack into a project
负风险是通过过程改进和恢复策略来管理的。
Incidently you can have uncertainty about the likelihood of a risk event occuring :)
Hi Fahad,
Can you please help in providing details/difference of Perform Qualitative and Quantitative risk analysis?
Thanks,
Naveen
In Qualitative risk analysis, you prioritize the risks by multiplying their probabilities and impact. And in Quantitative risk analysis, you numerically analyse the risks. Here, you find the cost of each risk (if it occurs individually) and then you add it up to get the overall effect on the project.
Thanks a lot !!!
Both risk and uncertainty are inevitable in today’s scenario of Project Management. one has to driven his path midway.
Yes, one has to chose the best path suitable to the project.