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Score it before any response, then score it again assuming your mitigation works. The gap between the two is the number worth taking to the board, and the one most registers never show.
And then what
The hard part is not the score. It is keeping the register connected to the plan, so that when a risk lands you already know which activities it takes down.
Where the project management app is
Private beta, 249 days to launch
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Score a risk before any response, then again assuming the response works. The reduction between the two is the number worth taking to the board.
From the desk
Two ratios off one earned value figure. SPI divides it by the plan and reads schedule. CPI divides it by the bill and reads cost. Below 1 is bad news in both, for different reasons.
Three figures read at one date. Planned value is what the baseline said would be finished by now, earned value is what did finish, actual cost is what finishing it cost.
One bar per variable, the widest at the top, all of them measured against a baseline down the middle. A tornado diagram ranks what could move an outcome, and by how much.
A risk might happen. An issue already has. That single difference decides which artefact a line belongs in, what you record about it, and who you have to tell.
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