通常认为风险与该区域的不确定性相同风险管理. Although there is a big difference between risk and uncertainty, many professionals often think they are the same.
尽管从PMP或PMI-RMP考试的角度来看,这个概念并不重要,但您必须理解差异以避免混合它们。
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.
负面的否定性和积极因素有单独的风险反应策略。
The objective of anegative risk response strategy是为了最大程度地减少其影响或概率,而正风险反应策略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.
A应急计划is 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
不确定性是缺乏完全确定性。在不确定的情况下,任何事件的结果都是完全未知的,并且不能衡量或猜测。您没有有关活动的任何背景信息。
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的过去表现来进行良好的猜测。
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团队输掉比赛的可能性。
现在,让我们在不同的情况下进行相同的足球比赛。
Let us say again that two teams are going to play a game, and no players are selected for either team.
在这种情况下,如果有人问您要赢得哪支球队,您的回应将是什么?
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.
这种情况称为不确定性。
风险Vs Uncertainty
以下是风险和不确定性之间的一些差异:
- 在风险下,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.
但是,要成功完成您的项目,您必须非常谨慎,积极主动且开放,以管理风险和不确定性。
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.
您应该主动在风险管理方面。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,以正方向或负面方向影响事件
所以有两个部分
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)不会发生(不可能发生的事件,零概率) *影响=无关的风险。
外面没有什么。这些不确定性甚至我们可能不会想到或想象也将属于它,但只担心可能影响我们项目的主要可能事件。
您的生活中有数百万个变量都不确定,甚至震动我们的变量可能有可能,但我们并没有真正考虑每天的风险,但是那些不那么幸运且震惊的人,尽管无限的概率是他们松动的。
每个事件是否已知和未知事件都有发生的概率,并且总计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,将金额分配给此特定费用,然后在可用的其他信息时重新审视。偶然性是定义项目范围内的“知名度不佳”。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,在先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)(AACEI)。应急事件估计是根据该估计的主题专家(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计,根据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.
这些定义基于PMBOK指南第五版。bob手机客户端
除非你们已经决定,除非您已经决定项目管理的不确定性定义与其他人类努力(如科学,工程和医学)的定义不同,否则我建议阅读有关该主题的众多书籍中的一些。当然可以测量不确定性,并在严重的领域中使用,以分配结果将在定义范围内发生的概率。
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:
当然可以测量不确定性,并在严重的领域中使用,以分配结果将在定义范围内发生的概率。
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.
在不确定你完全缺乏的历史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.
在风险下,您可以猜测结果,但在不确定性方面做不到。
有人可以告诉我风险和不确定性的关系吗
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
我们可以说,应对负面风险的应急计划,而管理储备专用于不确定的问题,因为我们无法猜测它们的影响?
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.
我还要求其他访客分享他们对此的想法。
风险:我们不知道接下来会发生什么,但是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,可以说明不确定性。很难(如果不是不可能)估计复杂项目的最终成本到最后一分钱。您还记得您在家里做了一份改建工作的最后发生了什么事吗?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,获得报价等。这是为了减少不确定性。
不确定性分析有助于我们了解结果的预期范围和针对项目目标的测试,以做出明智的决定。例如,我们可以测试一个项目是否对各种成本增长方案有弹性,并做出明智的决定来制裁该项目。然后,我们可以表征风险或机会。
Sorry to add confusion but I agree fundamentally with Angel. .
Lets suppose we have to paint a wall in our kitchen.
最初(在计划阶段)我们不确定要使用的油漆量,但可以估计它是一个随机数
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.
不确定性是通过研究来管理的,并将Slack投入项目
负风险是通过流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?
谢谢,
纳文
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.