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APMP Section 6-7
|A hierarchical structure by which project elements are broken down, or decomposed. Examples include: cost breakdown structure (CBS), organisational breakdown structure (OBS), product breakdown structure (PBS), and work breakdown structure (WBS).
|The process whereby outputs, outcomes and benefits are identified, defined and controlled.
|The process of capturing, assessing and justifying stakeholders’ wants and needs.
|The process through which all requests to change the baseline scope of a project, programme or portfolio are captured, evaluated and then approved, rejected or deferred.
|A point after which no further changes to scope will be considered.
|Configuration management encompasses the administrative activities concerned with the creation, maintenance, controlled change and quality control of the scope of work.
|The totality of the outputs, outcomes and benefits and the work required to produce them.
|Functional and physical characteristics of a product as defined in its specification.
|A response to a threat that eliminates its probability or impact on the project.
|A formal issue occurs when the tolerances of delegated work are predicted to be exceeded or have been exceeded. This triggers the escalation of the issue from one level of management to the next in order to seek a solution.
|A response to a threat where no course of action is taken.
|The tendency of an individual or group to take risk in a given situation.
|The response of an individual or group to a given uncertain situation.
|Describes the institutional and individual environment, attitudes and behaviours that affect the way risk arises and the way it should be managed.
|A response to an opportunity that increases its probability, impact or both on the project.
|A response to an opportunity that maximises both its probability and impact.
|A positive risk event that, if it occurs, will have a beneficial effect on achievement of objectives.
|A response to a threat that reduces its probability , impact or both on the project.
|The potential of an action or event to impact on the achievement of objectives.
|A process that allows individual risk events and overall risk to be understood and managed proactively, optimising success by minimising threats and maximising opportunities.
|A response to an opportunity that increases its probability, impact or both on the project by sharing the risk with a third party.
|A negative risk; a risk that if it occurs will have a detrimental effect on the objectives.
|A response to a threat that reduces its probability, impact or both on the project by transferring the risk to a third party.
|The process by which issues are drawn to the attention of a higher level of management.