Section: Volume E
Explanation/Reference: https://www.pmi.org/learning/training-development/talent-triangle#:~:text=The%20ideal%20skill%
20set%20%E2%80%94%20the,%E2%80%94%20and%20now%2C%20digital%20skills.

Section: Volume C
Explanation:
Process: 11.1 Plan Risk Management
Definition: The process of defining how to conduct risk management activities for a project.
Key Benefit: The key benefit of this process is it ensures that the degree, type, and visibility of risk management are commensurate with both the risks and the importance of the project to the organization. The risk management plan is vital to communicate with and obtain agreement and support from all stakeholders to ensure the risk management process is supported and performed effectively over the project life cycle.
Inputs
1. Project management plan
2. Project charter
3. Stakeholder register
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Analytical techniques
2. Expert judgment
3. Meetings
Outputs
1. Risk management plan

Explanation/Reference:
Explanation:
Decision Tree Analysis. A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.
- Can only be used with discrete data.
Process: 11.4 Perform Quantitative Risk Analysis
Definition: The process of numerically analyzing the effect of identified risks on overall project objectives.
Key Benefit: The key benefit of this process is that it produces quantitative risk information to support decision making in order to reduce project uncertainty.
Inputs
Risk management plan

Cost management plan

Schedule management plan

Risk register

Enterprise environmental factors

Organizational process assets

Tools & Techniques
Data gathering and representation techniques

Quantitative risk analysis and modeling techniques

Expert judgment

Outputs
1. Project documents updates

Section: Volume B
Explanation:
11.5.2 Plan Risk Responses: Tools and Techniques
Several risk response strategies are available. The strategy or mix of strategies most likely to be effective should be selected for each risk. Risk analysis tools, such as decision tree analysis (Section 11.4.2.2), can be used to choose the most appropriate responses. Specific actions are developed to implement that strategy, including primary and backup strategies, as necessary. A fallback plan can be developed for implementation if the selected strategy turns out not to be fully effective or if an accepted risk occurs. Secondary risks should also be reviewed. Secondary risks are risks that arise as a direct result of implementing a risk response. A contingency reserve is often allocated for time or cost. If developed, it may include identification of the conditions that trigger its use.