为了确保风险管理的程度、类型和可见度与风险及项目对组织的重要性相匹配，项目经理刘德拿到项目前期的项目管理计划、项目章程、干系人登记册、事业环境因素和组织过程资产，采用会议的形式，召集项目团队一起商讨，制订风险管理计划。

经会议商讨后形成的“招投标管理系统”《风险管理计划》的目录如下所示。

目　录

1　概述···································································································1

2　定义和缩略语·······················································································4

3　项目风险管理组织·················································································5

4　项目定义风险管理表··············································································7

4.1　项目风险类别定义···············································································8

4.2　项目风险概率和影响定义······································································9(www.daowen.com)

4.3　项目风险状态定义·············································································10

4.4　项目风险管理表················································································12

5　项目风险管理策略···············································································13

6　项目风险管理进度安排·········································································16

图11-10为《风险管理计划》的风险分解结构（RBS）。

图11-10　风险分解结构（RBS）