So once you've discovered your risks through the what if methodology you are going to want to note them
down.
Plan for them and report on them.
You can do this through the rate structure which stands for risks assumptions issues and dependencies.
We'll look at each one of those in turn start and weave risks.
Now we've covered risks quite a bit already so this is just a summary.
Risks are defined as events that will affect the program if they occur.
You want to evaluate the importance of the risk based on its likelihood of it occurring along with the
impacts if it does actually occur.
You'll find them through the what if exercise and you want to make sure that you manage the risks using
any of the five risk management methods we've already covered.
Issues are risks stuff happened.
Issues are events I've actually occurred.
Our impact in the program and needs to be managed as soon as possible to keep the program on track.
So when an issue occurs.
If it's a risk that's turned into an issue you might already have mitigating action ready to go.
Or some avoidance plan in order to to initiate.
But if it's an unseen risk then it's a new issue that's cropped up and you're going to have to make
sure that you come up with a mitigation strategy as soon as possible
assumptions assumptions are tricky ones because they're basically assumptions of things that you assume
to be in place to help the program wrong but can't be guaranteed some assumptions are going to be conscious
assumptions and some are going to be unconscious.
So you're going to have to make sure that you capture all the assumptions and bring all those unconscious
assumptions out to the conscious level so that you can adequately consciously plan for them in order
to do this you can do brainstorming sessions with the team around you talk to the stakeholders and you'll
find the assumptions by thinking of what exists.
Looking at the packages of work looking at what dependencies they have on each other and thinking about
what do you presume to be true.
So it needs to be managed at regular intervals to do that exercise at regular intervals to make sure
that the assumptions you've come up with are still valid and that there aren't any new assumptions and
also need to be added and finally dependencies so dependencies are dependencies on the activities that
need to start or be completed.
So the projects or program come progress and succeed.
These can be internal or external so what you'll be asking is who or what are we dependent on and who
are what depends on us then you want to monitor those dependencies and make sure that they're adequately
managed then you have the outline of a raid management reporting structure and then you'll actually
develop that and then we'll look at ways of communicating and reporting in another section.