The harm or consequences to a project of a risk if it occurs. Usually expressed on a relative scale such as low, medium or high. Lessons Learned: A set of statements captured after completion of a project or a portion of a project. The statements describe in a neutral way what did or did not work well, along with a statement regarding the risk of ignoring the lesson. Capturing and sharing the lessons learned is an important part of process improvement. Maintenance And Operations: The process of keeping an information technology application running and performing its functions on a routine basis. Project activities do not include maintenance and operations tasks.
a forceful consequence; a strong effect; "the book had an important impact on my thinking"; "the book packs a wallop"
a change in consequence that results from an activity
The consequences of a course of action; effect of a goal, guideline, plan or decision.
In the MOF and MSF risk models, the degree of loss that the business consequence would cause. This is measured on a numeric scale: the higher the impact, the higher the number. This is closely related to the ITIL® meaning of this term: the business criticality of an incident.
The consequence of a course of action.
Measure of the business criticality of an Incident. Often equal to the extent to which an Incident leads to distortion of agreed or expected service levels.
Describes the customer's perception of the consequence of the defect if it was discovered in the field.
the long-term consequences of the project beyond its immediate interaction with direct beneficiaries. The impact provides information about the achievement of the projectsÄâ‚¬â„¢ overall objectives and is the principal basis for assessing the projectÄâ‚¬â„¢s success or failure.
A measure of the scale of an incident or problem
The ultimate planned and unplanned consequences of a program; an expression of the changes actually produced as a result of the program, typically several years after the program has stabilized or been completed.