Information Technology Project Management






Root Cause


Potential Responses

Risk score


Employees losing interest in the company

Team members leaving


Lack of incentives to stay

Overlooked by management, lack of incentives to stay

Give team member more attention when work is performed well, entice member to stay



Unhappy, disgruntled users

Users not helping, causing problems to the team


No plan for conflict management

Poor team dynamics

Build a conflict management program, and execute the training with the team members



Poor info

Not getting complete status info


No guide-lines for passing on the company’s info

Poor status reports

Provide guidelines and personal training on passing on the company’s info



Improve team health

Several team members want to improve health


Lack of attention to personal health

More energy, less sick days

Provide incentives for the team to improve health, contest for participation/improvement



Earn bonuses

If the team does well, it could receive bonuses


Desire to perform well

Meeting/beating plans, good management feedback

Build a plan for the team to earn bonuses



Sitting allowance

Project meeting attendance to be paid


Desire to boost team work

Few team members attending the project meetings

Build a sitting allowance scheme to motivate them


Since the probability impact matrix shows the comparative probability of a risk happening on one side and its impact on another axis, enter your risks and classify them as low, medium and high according to the chance of their occurrences and consequences. In this case, using the scale of 1-10, we divide this table into three sections: low, medium and high. We assign values: 30 to low, 70 to medium and 100 to high. Therefore, these values are numbers representing the total risk of events according to the chances of them emerging and the possible results if they do happen.

Considering the risk of employees losing interest in the company, which is a negative risk, we assign its probability of occurrence to 100, which is rather high. The high probability of its occurrence is evident among the team members leaving the company. This can be triggered by the fact that the project’s coordination is poor. Therefore, the chances of this problem arising are significant, and we assign the value 100. On multiplying the probability of occurrence and the impact of the risk, we obtain a risk score of 10000. Thus, the high probability of the risk occurring and its high impact on the project makes the risk score high.

Considering the risk of the team members earning bonuses, which is a positive risk, we assign the values 30 to its probability of occurrence and 100 to its impact. The probability of emerging is low, but its impact in the project objective is high. The value is low because of the management involving in reviewing the bonus scheme and incentives for the team members. The risk boosts the team members’ morale and, therefore, its impact on the project is high, though the probability of its occurrence is low. Team members get motivated and produce high positive impact on the project development. This explains the risk having the score equal to 3000. As a result, it provides low probability of occurrence and high impact in the project objective.