In a large enablement project with strict time lines, risks need to be closely monitored. The risk manager publishes reports comparing planned enablement sessions with actual enablement sessions, which help identify potential risks to be addressed. Which technique is the risk manager using?

The risk manager is comparing the planned schedule of activities ("planned enablement sessions") against the actual progress ("actual enablement sessions"). This technique is known as variance analysis. It is a fundamental tool in project monitoring and control used to quantify the difference (variance) between the planned baseline and the actual performance. By identifying these variances, the risk manager can detect deviations from the plan, which may indicate emerging issues or risks that require attention to keep the project on track, especially under strict timelines.

B. Residual impact analysis: This assesses risks that remain after risk responses have been implemented, which is not the activity described in the scenario.
C. Sensitivity analysis: This is a quantitative technique to determine which individual risks have the most potential impact on a project objective, not for comparing planned versus actual work.
D. Reserve analysis: This technique monitors the status of contingency and management reserves (time or cost), not the completion of planned work activities.

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.).

Section 4.5.2.2 Data Analysis: "Variance analysis is used to compare the baseline to the actual performance... In the context of Monitor and Control Project Work, variance analysis reviews the variances for both cost and schedule." (p. 111). This directly supports the comparison of planned vs. actual activities.

Section 11.7.2.2 Data Analysis: Under the Monitor Risks process, this section lists "Technical performance analysis, which compares planned technical accomplishments to actual technical accomplishments." This is a specific form of variance analysis. (p. 456).

2. Project Management Institute. (2019). The Standard for Risk Management in Portfolios, Programs, and Projects.

Section 5.7 Monitor Risk: This section discusses the importance of using project performance data to monitor risk. It states, "Performance reports, which compare project performance over time to the performance measurement baseline (PMB), are a common input to the Monitor Risk process." (p. 68). Variance analysis is the core technique for creating and interpreting these performance reports.

3. Hillson, D. (2009). Managing Risk in Projects. Gower Publishing, Ltd.

Chapter 7: Risk Monitoring and Control: This chapter explains that a key part of risk monitoring is reviewing project progress and performance data. "Variance from the plan is a common trigger for the risk process, since it may indicate the existence of a problem or a threat that was not previously identified or assessed." (p. 102). This aligns with the scenario where variance is used to identify potential risks.