Workarounds
Workarounds are unplanned responses to risks that were not previously identified or to risks for which no planned response was adequate. They are developed in the moment when a risk event occurs without a contingency plan.
Explanation
While contingency plans are preplanned responses for identified risks, workarounds are improvised responses created when an unidentified risk materializes or when a planned response proves insufficient. Workarounds are by nature reactive, developed under time pressure when the risk event has already occurred.
For example, if a server crashes due to an unforeseen hardware defect (a risk that was never identified), the team might create a workaround by quickly provisioning a cloud server as a temporary replacement. This was not planned in advance but addresses the immediate problem.
Workarounds should be documented in the risk register after they are implemented, along with the risk they addressed. They are reviewed during Monitor Risks to determine if additional follow-up is needed. Frequent reliance on workarounds may indicate that the Identify Risks process needs improvement, as it suggests many risks are being missed during planning.
Key Points
- •Unplanned responses developed when unexpected risks materialize
- •Reactive by nature, created under time pressure
- •Documented in the risk register after implementation
- •Frequent workarounds may signal inadequate risk identification
Exam Tip
Workaround = unplanned response to an unidentified risk. Contingency plan = preplanned response to an identified risk. The exam often tests this distinction.
Frequently Asked Questions
Related Topics
Monitor Risks
Monitor Risks is the process of monitoring the implementation of agreed-upon risk response plans, tracking identified risks, identifying and analyzing new risks, and evaluating risk process effectiveness throughout the project.
Risk Triggers
Risk triggers (also called risk symptoms or warning signs) are events or conditions that indicate a risk is about to occur or has already occurred. They signal the need to activate a risk response.
Accept (Risk Strategy)
Accept is a risk response strategy where the project team acknowledges a risk but takes no proactive action to address it. Acceptance can be passive (do nothing) or active (establish a contingency reserve or plan).
Identify Risks
Identify Risks is the process of determining which risks may affect the project and documenting their characteristics. It is performed iteratively throughout the project.
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Risk Register
The risk register is a project document that records the details of individual project risks, including their identification, analysis results, response plans, and current status.
Transfer (Risk Strategy)
Transfer is a threat response strategy that shifts the negative impact and ownership of a threat to a third party. The risk is not eliminated but the responsibility for managing it moves to another entity.
Burndown Chart
A Burndown Chart is a graphical representation of work remaining versus time in a Sprint or release, showing whether the team is on track to complete the planned work.
Resource Leveling
Resource leveling is a resource optimization technique in which adjustments are made to the project schedule to keep resource usage at or below a defined limit, often resulting in a longer project duration.
Stakeholder Mapping
Stakeholder mapping is the visual representation of stakeholder relationships, influence, interest, or other attributes using grids, matrices, or diagrams to support analysis and engagement planning.
Relative Estimation
Relative Estimation is an agile technique where work items are sized in comparison to each other rather than in absolute units like hours or days, providing faster and more accurate estimates.
Cost Performance Index (CPI)
Cost Performance Index (CPI) is an EVM efficiency metric that measures cost performance as the ratio of earned value to actual cost: CPI = EV / AC.
Schedule Performance Index (SPI)
Schedule Performance Index (SPI) is an EVM efficiency metric that measures schedule performance as the ratio of earned value to planned value: SPI = EV / PV.
Earned Value Management (EVM)
Earned Value Management (EVM) is a methodology that integrates scope, schedule, and cost data to assess project performance and progress objectively.
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Risk Management
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