MINI GUIDE

Project risk analysis

and management

Association for Project Management

January 2018

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 Contents
Page 3 Introduction
What is PRAM?
Page 4 What is involved?
Page 7 Why is it used?
Page 9 When should it be used and who should do it?
Page 12 How to do it – techniques and methods
Page 19 What experience is available?

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 1. Introduction
This mini guide is a short form of the APM publication, Project Risk Analysis and
“Project risk analysis and Management (PRAM) Guide 2nd edition.1 It provides an introduction to the processes
management can be used on all involved in project risk analysis and management, offering a simple, but robust and
projects, whatever the industry practical framework to help new practitioners get started. Some of the commonly used
or environment, and whatever
techniques and methods are described; a more comprehensive list and description can
the timescale or budget”
be found in the full APM guide.
Project risk analysis and management can be used on all projects, whatever the industry or
environment, and whatever the timescale or budget.

2. What is PRAM?
In this guide, the term ‘PRAM’ encompasses processes, techniques and methods that
“Dealing with risks in projects is enables the analysis and management of the risks associated with a project. Properly
different from situations where undertaken, it will increase the likelihood of successful completion of a project to cost,
there is sufficient data to adopt time and performance objectives.
an actuarial approach”
Risk has two aspects: downside risk or threats, which if they occurred would adversely
affect project objectives, and upside risk or opportunities, which if pursued would
positively affect the project objectives. This guide focuses on the downside threats, which
for the sake of brevity of this guide are called risks. The threats and opportunities are
discussed in more detail in the APM PRAM Guide.
Risks for which there is ample data can be assessed statistically. However, no two projects
are the same. Often things go wrong for reasons unique to a particular project, industry or
working environment. Dealing with risks in projects is therefore different from situations
where there is sufficient data to adopt an actuarial approach. Because projects invariably
involve a strong technical, engineering, innovative or strategic content, a systematic
process has proven preferable to an intuitive approach. PRAM has been developed to
meet this requirement.

1
PRAM published by APM, ISBN 978-1-903494-12-7

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 3. What is involved?
The first step is to recognise that risk exists as a consequence of uncertainty. In any
project there will be risks and uncertainties of various types as illustrated by the
following examples:
n the management and financial authority structure are not yet established;
n the technology is not yet proven;
n industrial relations problems seem likely;
n resources may not be available at the required level.
All uncertainty produces an exposure to risk, which in project management terms,
may cause a failure to:
n keep within budget;
n achieve the required completion date;
n achieve the required performance objective.
PRAM is designed to identify and assess risks that threaten the achievement of project
“PRAM is designed to identify objectives and to take action to avoid, reduce or even accept those risks. The next section
and assess risks that threaten the of this guide describes the benefits that PRAM can bring to a project and also the wider
achievement of project objectives
benefits to the organisation and its stakeholders. It should be regarded as an integral part
and to take action to avoid, reduce
of project or business management and not just as a set of tools or techniques.
or even accept those risks”
THE PRAM PROCESS
Experienced risk analysts and managers hold perceptions of this process that are subtle
and diverse. Figure 1 shows the major phases in the PRAM process. In order to simplify the
process, this guide divides the overall process into two constituents or stages: risk analysis
and risk management. Risk analysis is the combination of the estimate and evaluate
sub-phases within the Assess phase in Figure 1.

Risk analysis
This stage of the process is generally split into two ‘sub-stages’: a qualitative analysis ‘sub-
stage’ that focuses on identification and subjective assessment of risks, and a quantitative
analysis ‘sub-stage’ that focuses on an objective assessment of the risks.

Qualitative analysis
A qualitative analysis allows the main risk sources or factors to be identified. This can be
“A sound aim is to identify the key done, for example, with the aid of checklists, interviews or brainstorming sessions. This
risks, which are then analysed is usually associated with some form of assessment that could be the description of each
and managed in more detail”
risk and its impacts or a subjective labelling of each risk (for example, high/low) in terms of
both its impact and its probability of occurrence.
A sound aim is to identify the key risks, perhaps between five and 10, for each project (or
part-project on large projects), which are then analysed and managed in more detail.

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 The risk management process

INITIATE

IDENTIFY

MANAGE PROCESS
ASSESS

PLAN RESPONSES

IMPLEMENT RESPONSES

Figure 1. Risk management process

Quantitative analysis
A quantitative analysis often involves more sophisticated techniques, usually
“An initial qualitative analysis is requiring computer software. To some people, this is the most formal aspect of
essential. It brings considerable
the whole process requiring:
benefit in terms of understanding
the project and its problems” n measurement of uncertainty in cost and time estimates;
n probabilistic combination of individual uncertainties.
Such techniques can be applied with varying levels of effort ranging from modest to
extensively thorough. It is recommended that new practitioners start slowly, perhaps
even ignoring this ‘sub-stage’, until a climate of acceptability has been developed for
project risk analysis and management in the organisation.
An initial qualitative analysis is essential. It brings considerable benefit in terms of
understanding the project and its problems irrespective of whether or not a quantitative
analysis is carried out. It may also serve to highlight possibilities for risk ‘closure’, ie the
development of a specific plan to deal with a specific risk issue.
Experience has shown that qualitative analysis – identifying and assessing risks – usually
leads to an initial, if simple, level of quantitative analysis. If, for any reason – such as time
or resource pressure or cost constraints – both a qualitative and quantitative analysis are
impossible, it is the qualitative analysis that should remain.
It should be noted that procedures for decision-making would need to be modified if risk
analysis is adopted. An example that illustrates this point is the sanction decision for clients,
where estimates of cost and time will be produced in the form of ranges and associated
probabilities rather than single value figures.

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 Risk management
This stage of the process involves the formulation of management responses to the main
“Risk management may start risks. Risk management may start during the qualitative analysis phase as the need to
during the qualitative analysis respond to risks may be urgent and the solution fairly obvious. Iteration between the risk
phase as the need to respond
analysis and risk management stages is likely.
to risks may be urgent”
Risk management can involve:
n implementing measures to avoid a risk, to reduce its effect or to reduce its probability
of occurrence;
n establishing contingency plans to deal with risks if they should occur;
n initiating further investigations to reduce uncertainty through better information;
n considering risk transfer to insurers;
n considering risk allocation in contracts;
n setting contingencies in cost estimates, float in programmes and tolerances or ‘space’
in performance specifications.
n Section 6 of this guide considers some of the techniques of PRAM in more detail.

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 4. Why is it used?
There are many reasons for using PRAM, but the main reason is that it can provide
significant benefits far in excess of the cost of performing it.

Benefits
The benefits gained from using PRAM techniques and methods serve not only the project,
“The benefits gained from but also other parties, such as the organisation and its stakeholders. Some examples of the
using PRAM techniques and
main benefits are:
methods serve not only the
project, but also other parties” n project risks can be actively managed to enhance the performance of the project against
its key objectives;
n an independent view of the project risks, which can help to justify decisions and enable
more efficient and effective management of the risks;
n an increased understanding of the project, which in turn leads to the formulation of
more realistic plans, in terms of both cost estimates and timescales;
n an increased understanding of the risks in a project and their possible impact that can
lead to the minimisation of risks for a party and/or the allocation of risks to the party best
able to handle them;
n an understanding of how risks in a project can lead to the use of a more suitable type
of contract;
n knowledge of the risks in a project, which allows assessment of contingencies that
actually reflect the risks and which also tends to discourage the acceptance of financially
unsound projects;
n a contribution to the build-up of statistical information of historical risks that will assist in
better modelling of future projects;
n facilitation of greater, but more rational, risk taking, thus increasing the benefits that can
be gained from risk taking;
n assistance with the distinction between good luck and good management, and bad luck
and bad management.

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 Who benefits from its use?
n an organisation and its senior management, for whom a knowledge of the risks attached
to proposed projects is important when considering the sanction of capital expenditure
and capital budgets;
n clients, both internal and external, as they are more likely to get what they want, when
they want it and for a cost they can afford;
n project managers who want to improve the quality of their work, ie they want to bring
their projects into cost, on time and to the required performance.

What are the costs of using it?

The costs of using PRAM techniques vary according to the scope of the work and the
“The costs of using PRAM commitment to the process. Below are some example costs, time-scales and resource
techniques vary according to requirements for carrying out the process.
the scope of the work and the
commitment to the process” Cost
The cost of using the process can be as little as the cost of one or two days of a person’s
time up to a maximum of 5–10 per cent of the management costs of the project, even if this
higher cost, as a percentage of the total project cost, is relatively small. It can be argued
that the cost incurred is an investment if risks are identified during the process that may
otherwise have remained unidentified until it was too late to react.

Time
The time taken to carry out a risk analysis is partially dependent upon the availability of
“A detailed cost and time information. A detailed cost and time risk analysis usually requires anywhere from one
risk analysis usually requires to three months depending on the scale and complexity of the project, and the extent of
anywhere from one to planning and cost preparation already carried out. However, as indicated above, a useful
three months”
analysis can take as little as one or two days.

Resources
The minimum resource requirement is obviously just one person within an organisation
with experience of using PRAM techniques. However, if expertise does not exist within
the organisation, it can be readily acquired from outside consultants. It is likely that once
PRAM has been introduced to an organisation, in-house expertise will develop rapidly.
As stated in Section 3, PRAM is relevant to all projects and is an integral part of project
management. This can make it very difficult to separate the costs of performing it. Some
organisations treat these costs as an overhead to the organisation, and not to the project.

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 5. When should it be used and who
should do it?
PRAM is an inherently scalable process and as such can be applied to nearly all projects
“PRAM is a continuous process to the point where it brings benefits to that project without overburdening it. PRAM is a
that can be started at almost any continuous process that can be started at almost any stage in the life cycle of a project;
stage in the life cycle of a project” however, it is most beneficial to use it in the earlier stages of a project.
There are five points in a project where particular benefits can be achieved by using it:
1. Feasibility study. At this stage, the project is most flexible, enabling changes to be
made that can reduce the risks at a relatively low cost. It can also help in deciding
between various implementation options for the project.
2. Sanction. The client can make use of it to view the risk exposure associated with the
project and can check that all possible steps to reduce or manage the risks have been
taken. If a quantitative analysis has been carried out, then the client will be able to
understand the ‘chance’ that he has of achieving the project objectives (cost, time
and performance).
3. Tendering. The contractor can make use of it to ensure that all risks have been
identified and to help him set his risk contingency or check his risk exposure.
4. Post tender. The client can make use of it to ensure that the contractor has identified
all risks and to assess the likelihood of tendered programmes being achieved.
t intervals during implementation. It can help to improve the likelihood of
5. A
completing the project to cost and timescale if all risks are identified and are correctly
managed as they occur.

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 Which projects are suitable?
Many experienced practitioners of PRAM would say “any and all” in answer to this
“All projects contain risk and question, and experience does show that this is the case – the reasons were stated earlier
risk analysis, and management in the guide. All projects contain risk and risk analysis, and management is an integral part
is an integral part of project or
of project or business management.
business management”
Attend any conference or read any literature on risk and it is clear that the most extensive
applications have occurred on large capital projects, such as defence, oil and gas,
aerospace and civil engineering – these projects have been the proving ground for many
of the techniques.
In other fields, there are examples of risk analysis and management applied to insurance,
IT projects and software development, and projects for organisational change.
The only general guidance is that the more complex or more innovative the project, the
greater the benefits. On small projects, the budget will probably justify only a low level of
application, perhaps omitting the quantitative analysis.

What type of project?

It can be used on any type of project, but it is more beneficial for some projects than
others. Some examples of projects that would benefit from PRAM are:
n innovative, new technology projects;
n projects requiring large capital outlay or investment;
n fast-track or high-tempo projects;
n projects that interrupt crucial revenue streams;
n unusual agreements (legal, insurance or contractual);
n projects with sensitive issues (environment/relocation);
n projects with stringent requirements (regulatory/safety);
n projects with important political/economic/financial parameters.

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 When should it be done?
There are a few circumstances when it is particularly advisable to use PRAM techniques.
These are:
n when there are specific targets that must be met;
n when there is an unexpected new development in a project;
n at points of change in the life cycle of a project.

When shouldn’t it be done?

There are no particular circumstances under which PRAM techniques should not be used
“Essentially, anyone can do it except perhaps for repeat projects, where such analyses have already been carried out –
provided consideration is given unless, of course, there are specific differences between the projects.
to the ‘perspective’ from which
they are viewing the project” In the presence of uncertainty, where severe constraints give rise to significant risk, the
absence of relevant data may make a quantitative assessment not worthwhile. However,
such circumstances must never prevent a rigorous qualitative analysis being carried out.

Who should do it?

Many people advocate the use of an independent expert or external consultant to ensure
they receive an unbiased view, whereas others suggest that PRAM support should be
an internal function. Opinions differ widely at this stage, but, essentially, anyone can do
it provided consideration is given to the ‘perspective’ from which they are viewing the
project. In any event, the project management team should be closely involved in the
analytical process to ensure validity of the analysis and also to allow them to believe in
the results.

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 6. How to do it – techniques and methods
As outlined in Section 3, PRAM can be split into its two constituents or stages – risk
analysis (qualitative and quantitative) and risk management. A range of tools for both
constituents is available at apm.org.uk/news/risk-sig-reference-table. There is no one
technique or method for carrying out either stage of the process. Some of the techniques
and methods that can be employed are detailed below.

Qualitative risk analysis

The first phase of the qualitative analysis is identification. This is considered by some as the
“The relative significance of most important element of the process, since once a risk has been identified, it is possible
the identified and assessed
to do something about it. Identification can be achieved by:
risks may be displayed on a
probability impact matrix” n interviewing key members of the project team;
n organising brainstorming meetings with all interested parties;
n by using the personal experience of the risk analyst;
n reviewing past corporate experience if appraisal records are kept.

All of the above methods are greatly enhanced by the use of checklists, which can
either be generic in nature, ie applicable to any project or specific to the type of project
being analysed.

Probability scale
Probability ratings Ranking index values
values

Almost Certain 5 5 10 20 40 80

Likely 4 4 8 16 32 64

Possible 3 3 6 12 24 48

Unlikely 2 2 4 8 16 32

Rare 1 1 2 4 8 16

Impact scale values 1 2 4 8 16

Impact ratings Insignificant Minor Medium Major Severe

Figure 2. Probability impact matrix

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 Once identified, the risks are then subjected to an initial assessment that categorises
the risks into ratings (for example, high/low) of probability of occurrence, and ratings
(for example, major/minor) of impact on the project’s objectives should the risk materialise.
The relative significance of the identified and assessed risks may be displayed on a
probability impact matrix. An example matrix is shown in Figure 2 (page 12). Scaling of the
probability and impact should follow the project’s risk management approach. Showing the
risks in this way helps to focus on the risks that require urgent attention. The matrix can be
used to display the effect of planned responses.

Initial responses should be planned for risks that have been assessed as high relative
“A secondary risk may result significance and/or require urgent attention. The analysis may be terminated during this
from a planned response to a risk
phase if the assessment immediately suggests a way in which many identified risks can
and might therefore lead to the
be mitigated.
response being unsuccessful”
It may be necessary to revisit the identification phase after the assessment phase to see if
any consequential ‘secondary’ risks can be identified: a secondary risk may result from a
planned response to a risk and might therefore lead to the response being unsuccessful.
The necessity of doing this will largely be dependent on the size and/or complexity of
the project.
Planned responses should be reviewed for cost-effectiveness and, once approved, should
be included in the project schedule.

Quantitative risk analysis

Once all risks have been identified, during the qualitative analysis, it may be appropriate
“Several techniques have been to enter into a detailed quantitative analysis. This will enable the impacts of the risks to
developed for analysing the be quantified against the three basic project success criteria: cost, time and performance.
effect of risks on the final cost Several techniques have been developed for analysing the effect of risks on the final
and timescale of projects” cost and timescale of projects. However, such techniques do not always readily apply
themselves to the analysis of performance objectives.
The main techniques currently in use are:
n Sensitivity analysis, often considered to be the simplest form of risk analysis.
Essentially, it simply determines the effect on the whole project of changing one of its risk
variables, such as delays in design or the cost of materials. Its importance is that it often
highlights how the effect of a single change in one risk variable can produce a marked
difference in the project outcome.
In practice, a sensitivity analysis will be performed for more than one risk, perhaps all
identified risks, in order to establish those that have a potentially high impact on the
cost or timescale of the project. The technique can also be used to address the impact
of risk on the economic return of a project. Figure 3 (page 14) shows an example of a
sensitivity diagram.

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 This diagram shows that the project is very sensitive, as measured against the internal rate
“This method relies on the of return, to any changes in both the demand for the product and the revenue from the
random calculation of values product, however, changes in energy costs or the cost of raw material have much less impact.
that fall within a specified
probability distribution”
Sensitivity diagram for a manufacturing plant
150

100
% Change in IRR

50

0 x x x x x x x x

-50

-100
-40% -20% 0% 20% 40%
% Change in Variables
Demand for product Cost of raw materials
Revenue from product x Energy costs

Figure 3. Sensitivity diagram for a new manufacturing plant

n Probabilistic analysis specifies a probability distribution for each risk and then considers
the effect of risks in combination. This is perhaps the most common method of
performing a quantitative risk analysis and is the one most people consider, incorrectly,
to be synonymous with the whole PRAM process. In fact, as this guide illustrates, it is
but one facet of that process.
The most common form of probabilistic analysis uses ‘sampling techniques’, usually
referred to as ‘Monte Carlo simulation’. This method relies on the random calculation of
values that fall within a specified probability distribution often described by using three
estimates: minimum or optimistic, mean or most likely, and maximum or pessimistic. The
overall outcome for the project is derived by the combination of values selected for each
one of the risks. The calculation is repeated a number of times, typically 1,500 depending
on the capabilities of the sampling software and organisational preferences, to obtain the
probability distribution of the project outcome.
It is usual to carry out a probabilistic time analysis with the aid of a critical path method
(CPM) network to model the project schedule. The results of the simulation can be used to
compare the effects of risks in a schedule with the qualitative assessment of the risks. For
example, a risk with a high impact on a task that is not on the critical path may be treated
ahead of a risk with a relatively low impact that is impacting on a critical path item.

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 The effect of each task on the overall end date of the project can be examined using a
“The effect of each task on tornado chart. An example tornado chart is shown in Figure 4. The length of the bars is a
the overall end date of the measure of the duration cruciality of a task. (Cruciality = Criticality multiplied by duration
project can be examined
sensitivity.) The longer the bar, the more effect that task is having on the overall duration of
using a tornado chart”
the project.

Pram mini guide

Duration cruciality: entire plan - all tasks

C040 - Task 8 64%

B030 - Task 3 61%

D020 - Task 10 29%

B010 - Task 1 25%

B020 - Task 2 14%

E040 - Task 16 14%

Figure 4. Example tornado chart

The tornado chart can also be used to evaluate the cost-effectiveness of planned responses
by comparing the assessed effect of risks with the planned effect together with the cost of
the planned responses.
The same method can be used for probabilistic cost analysis, especially when the cost
“If an independent cost estimate can be broken down into the same categories or activities as the schedule and
analysis is undertaken, then when cost risks are related to time risks. If an independent cost analysis is undertaken, then
it may be appropriate to use
it may be appropriate to use a spreadsheet method. Figure 5 (page 16) shows an example
a spreadsheet method”
of a histogram and cumulative curve derived from a probabilistic time analysis using a
model based on a CPM network.

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 An oilfield development
Early finish histogram for activity G44 (First Oil)
6 120

5 100
Based on 100 trials
Mean = 29 Jun 90
Standard deviation = 25 days
4 Each bar represents 3 days 80

% Cumulative
% Frequency

3 60

2 20

1 10

0 0
31 Mar 90 30 Apr90 31 May 90 29 Jun 90 29 Jul 90 28 Aug 90
Period ending

Figure 5. Time probability histogram and s-curve for a new oilfield development

This diagram shows the distribution of finish dates from an example project for the
achievement of first oil. It is based on 1,000 iterations using Monte Carlo sampling.
The actual finish date of this particular project was achieved within two days of the mean.

A new office building

Project cost
120%
Probability of completing within a cost

100%
85% – upper limit £22.1m 70% Confidence interval
80%

60%
54% – expected cost £17.4m

40%
41% – unadjusted cost £16.1m

20% 15% – lower limit £13.1m

0%
Unallocated provision
£ Million

Accuracy range
+ve -ve

Figure 6. Cost probability s-curve for a new office building

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 This diagram shows the distribution around a cost estimate for the final out-turn cost for a
new building. It is based on 1,000 iterations using Monte Carlo sampling. The highlighted
figures represent the unadjusted cost, ie the sum of all the cost elements without any risk
treatment, the expected cost derived from the statistical mean and a suggested accuracy
range. The difference between the unadjusted cost and the expected cost is considered
to be an unallocated provision.
n Influence diagrams provide a powerful means of constructing models of the issues in
a project that are subject to risk. As a result, influence diagrams are now used as the
user interface to a computer-based risk-modelling tool, thus allowing the development
of very complex risk models that can be used to analyse the cost, time and economic
parameters of projects.
n Decision trees are another graphical method of structuring models. They bring together
the information needed to make project decisions and show the present possible
courses of action and all future possible outcomes. Each outcome must be given a
probability value indicating its likelihood of occurrence. This form of risk analysis is
often used in the cost risk analysis of projects.

Risk management
Risk management uses the information collected during the risk analysis phase to make
“Risk management uses the decisions on how to improve the probability of the project achieving its cost, time and
information collected during performance objectives. This is done by reducing the risk where it is advantageous to do
the risk analysis phase” so, and monitoring and managing the risk that remains.
The project manager uses the information at his/her disposal to choose between the
feasible responses to risks assessed during the qualitative phase. This may involve
amending the project plans to reduce the risk, for example, moving high-risk activities
off the critical path, developing contingency plans to allow rapid response if certain risks
occur, or setting up monitoring procedures for critical areas in order to get early warning
of risks occurring.
There are three types of response to risk: changing the project scope; proactive response;
and reactive response, which can be described as follows:
n change project scope: an alteration to the project plan such that the risks are avoided;
n proactive response: planned and implemented responses undertaken to reduce the
likelihood of the risk and/or the adverse consequences if the risk materialises;
n reactive response: a provision in the project plan for a course of action that will only
be implemented should the adverse consequences of the identified risk materialise.

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 Responses to risk can do one or a combination of four things:
1. Avoid – risks that can be eliminated from the project and therefore no longer propose
a threat.
2. Reduce – the impact and/or probability of risks that can be decreased by implementing
certain actions.
3. Transfer – risks can be passed on to other parties who may be better placed to manage
the risks or prepared to insure against their impacts. Unfortunately, this does not
eliminate risks or change the ownership of risks.
4. Accept – the benefits that can be gained from taking the risk should be balanced against
the penalties.
The risk management phase begins immediately after the qualitative analysis is complete
“The risk management phase and is then a continuing process through the complete life cycle of the project. The
begins immediately after the information gained during the quantitative analysis allows the project manager to trade off
qualitative analysis is complete”
taking actions now against the likelihood and impact of risk occurring. The project manager
may choose to immediately amend his/her overall time and cost plan in order to increase
the probability of achieving his/her time and cost objectives.

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 7. What experience is available?
The majority of the methods, techniques and processes described in this guide have been
“The number of companies used in a number of industries since the early 1970s. PRAM has historically been associated
practising PRAM is with very large, high-capital projects in specific industries, such as defence, oil and gas,
continuing to increase”
aerospace and civil engineering. The experience gained in these industries since the 1970s
has disseminated through other industries, such as information technology manufacturing
and business change projects.
The number of companies practising PRAM is continuing to increase due to the realisation
that the methods, techniques and processes involved form an integral part of project and
business management. The increase in its use has led not only to expertise being gained by
individuals within companies, but the arrival of specialist consultancies that can train, advise
and carry out PRAM for their clients. PRAM is also an established and important element in
the syllabuses of many universities and higher educational establishments.
Further information on project risk management or the APM Risk Specific Interest Group
can be found at apm.org.uk/community/risk-management-sig

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 Association for Project Management
Ibis House, Regent Park, Tel (UK) 0845 458 1944
Summerleys Road, Tel (Int) +44 1844 271 640
Princes Risborough, Email [email protected]
Buckinghamshire HP27 9LE Web apm.org.uk

For further information, please visit:

apm.org.uk/community/risk-management-sig
Please contact us with your views and suggestions:
[email protected]

©Association for Project Management, January 2018

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