Project Risk Management


This project management training course teaches students how to identify, analyze, plan, and manage project-related risks. Course participants will learn the difference between real project risks and project areas that require more research. Exercises and case studies are used to reinforce the information covered in class. Team assignments confirm the students’ understanding of the principles covered and their ability to apply the techniques demonstrated.

Risk Management


This course is designed for project leaders and team members who will be responsible for identifying, planning, and addressing project risks.

Course Duration

The course consists of 16 hours of instruction including lecture and hands-on exercises taught over a two-day period. The course includes exercises on the following topics:

  • Reasons We Avoid Risk Management
  • Compressing the Schedule To Meet Deadline Dates
  • Identifying Risk (2 Exercises)
  • Updating Risk Registers (4 Exercises)
  • Analyzing Risk (4 Exercises)
  • Planning to Address Risks (1 Exercise)
  • Monitoring Risks (1 Exercise)

Course Content

Each student is provided a six-chapter notebook at the beginning of the course that is used during the two-day program to follow the lecture material, record notes, tips, and other project-specific information, and perform individual and group exercises. The notebook serves as an excellent reference tool for identifying and managing risks on future projects.


Participants must have successfully completed the following PMAlliance course, Project Management; Duration-Driven® Planning and Control.

Course Outline


  • Project Risk Definitions
  • Risk Management Challenges
  • Risk in the Project Life Cycle
  • Benefits of Risk Management

Identifying Project Risk

  • Methods for Identifying Risk
  • Standard (Environmental) vs. Unique Risks
  • Sample Risk Checklist
  • Risk Register Defined
  • Project Knowns vs. Unknowns

Analyzing Project Risks

  • Qualitative Risk Analysis
  • Quantitative Risk Analysis
  • Decision Trees
  • Calculating the Schedule
  • Updating Risk Register – Analysis

Planning for Project Risk

  • Definition of Risk Approaches
  • Selecting the Proper Approach
  • Establishing Triggers
  • Updating Risk Register – Plans

Planning for Activity Uncertainty

  • Critical Path Method
  • PERT
  • Simulation/Monte Carlo

Monitoring Risk

  • Trigger Tracking
  • Trend Analysis
  • Retiring Risks
  • Replanning for Contingency Activities

Final Class Example Project

Request Pricing Information

Download Course Outline PDF

Project Experience

Portfolio Management
Successful portfolio management calls for exceptional data management skills and diligent oversight across multiple efforts.
Demanding, time sensitive, and finely tuned, manufacturing projects require close attention and experienced oversight.
IT Projects
Organizations must be able to successfully execute challenging and highly visible technology projects to maximize revenue.
Power Plants
Power Plants must be able to keep these vital infrastructure assets current, efficient, and economically positive.
High-profile hurdles and expensive risks of failure make these projects critical to manage properly from the very beginning.
Presents complexities at nearly every stage, from allocating resources to controlling schedule variances, or clearing regulatory & safety hurdles.
Ensuring team members are able to move outside the silos of their department or discipline is the key to achieving success.
Product Dev
Design and other early-stage activities must be carefully orchestrated while maintaining visibility on future impacts and resource needs.
Mergers & Acquisitions
Among the riskiest and most strategically important initiatives a company can undertake, and their outcomes can make or break the business.
Finance & Insurance
Technology implementations call for the right level of planning detail and diligent oversight.
An ERP implementation can be among the most disruptive and strategically important initiative an organization can undertake.