【導讀】Company_Name. Project_Name. Test_PhaseTestPlan. Version. Version_Date. Page2of16|Version_Date|Company_Name. TableofContents

　　

【正文】 (such as progress/status reports, issues, and corrective actions) ? Reanalyze existing risks to see if the probability, impact, or proper response plan has changed ? Review the execution of risk responses and analyze their effectiveness ? Ensure proper risk management policies and procedures are being utilized . Timing Discuss how often the risk monitoring and control process will occur over the lifetime of the project. . Documentation The results of risk monitoring and control should be documented in the risk register. The following information shall be entered in the register: ? Status – valid statuses are: o Identified – Risk documented, but analysis not performed o Analysis Complete – Risk analysis done, but response planning not performed o Planning Complete – Response planning plete o Triggered – Risk trigger has occurred and threat has been realized o Resolved – Realized risk has been contained o Retired – Identified risk no longer requires active monitoring (. risk trigger has passed) ? Trigger Date – if the risk has been triggered ? Notes ProjectName Risk Management Plan Page 14 of 16 | Version_Date | Company_Name 7. Appendix A: Definitions Each appendix contains sample content which should be adapted to your specific project. . Risk Categories The following diagram shows predefined risk categories. Risk categories should be used in thinking about and identifying risks (see Section 3 for more details). T e c h n i c a l S c o p e /R e q u i r e m e n t s S u b c o n t r a c t o r s amp。 S u p p l i e r s P e r f o r m a n c e amp。 R e l i a b i l i t y C o m p l e x i t y R e s o u r c e s P r o j e c t D e p e n d e n c i e s T e c h n o l o g y P r o j e c t E x t e r n a l O r g a n i z a t i o n a l P r o j e c t M a n a g e m e n t U s e r Q u a l i t y F u n d i n g P r i o r i t i z a t i o n E s t i m a t i n g P l a n n i n g C o n t r o l l i n g C o m m u n i c a t i o n I n p u t /C o m m i t m e n tS k i l l s T r a i n i n g Table 1 – Risk Categories Risk Management Plan ProjectName Company_Name| Version_Date | Page 15 of 16 . Risk Probability Definitions The following chart shows risk probability definitions. During risk analysis the potential likelihood that a given risk will occur is assessed, and an appropriate risk probability is selected from the chart below (see Section 4 for more details). Probability Category Probability Description Very High Risk event expected to occur High Risk event more likely than not to occur Probable Risk event may or may not occur Low Risk event less likely than not to occur Very Low Risk event not expected to occur Table 2 – Risk Probability Definitions . Risk Impact Definitions The following chart shows risk impact definitions across each of the potentially impacted project areas (cost, schedule, scope, and quality). During risk analysis the potential impact of each risk is analyzed, and an appropriate impact level (, . , , or ) is selected from the chart below (see Section 4 for more details). Project Objective Very Low Low Moderate High Very High Cost Insignificant cost impact 10% cost impact 1020% cost impact 2040% cost impact 40% cost impact Schedule Insignificant schedule impact 5% schedule impact 510% schedule impact 1020% schedule impact 20% schedule impact Scope Barely noticeable Minor areas impacted Major areas impacted Changes unacceptable to sponsor Product bees effectively useless Quality Barely noticeable Only very demanding applications impacted Sponsor must approve quality reduction Quality reduction unacceptable to sponsor Product bees effectively useless Table 3 – Definition of Risk Impact Scales ProjectName Risk Management Plan Page 16 of 16 | Version_Date | Company_Name . Risk Probability and Impact Matrix The risk probability and impact matrix shows the bination of risk impact and probability, and is utilized to decide the relative priority of risks. Risks that fall into the redshaded cells of the matrix are the highest priority, and should receive the majority of risk management resources during response planning and risk monitoring/control. Risks that fall into the yellowshaded cells of the matrix are the next highest priority, followed by risks that fall into the greenshaded cells. Probability Threats Table 4 – Risk Probability and Impact Matrix