Introduction to risk analysis
See also: Risk management introduction, Monte Carlo simulation introduction, ModelRisk functions and windows
Risk analysis is the process of systematically identifying and assessing the potential risks and uncertainties that occur when trying to achieve a certain goal (like reaching a target income or finishing a project), and then finding a feasible strategy for most efficiently controlling those risks.
Why do a risk analysis?
In business and government one faces having to make decisions with uncertain outcome all the time. Understanding the uncertainty can help us make a much better decision.
Imagine that you are a national health care provider considering which of two vaccines to purchase. The two vaccines have the same reported level of efficacy (60%), but further study reveals that there is a difference in confidence attached to these two performance measure: one is twice as uncertain as the other.
All else being equal, the health care provider would purchase the vaccine with the smallest uncertainty about its performance: vaccine A.
Replace vaccine by investment and efficacy by profit and we have a problem in business, for which the answer is the same: pick the investment with the smallest uncertainty, all else being equal (investment A). The principal problem is determining that uncertainty which is the central focus of risk analysis.
We can think of two forms of uncertainty that we have to deal with in risk analysis.
The first is a general sense that the quantity we are trying to estimate has some uncertainty attached to it. This is usually described by a distribution like the one in the figure.
Then we have risk events, which are random events that may or may not occur and for which there is some impact of interest to us.
We can distinguish between two types of events.
A risk is an event that may possibly occur, and if it did occur would have a negative impact on the goals of the organization. Thus a risk is composed of three elements:
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The scenario.
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Its probability of occurrence.
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The size of its impact if it did occur (either a fixed value or a distribution).
An opportunity is an event that may possibly occur, and if it did occur would have a positive impact on the goals of the organization. Thus an opportunity is composed of the same three elements as a risk.
A risk and an opportunity can be considered the opposite sides of the same coin. It is usually easiest to consider a potential event to be a risk if it would have a negative impact and its probability is less than 50%, and if the risk had a probability in excess of 50%, to include it in a base plan and then consider the opportunity of it not occurring.
Moving on from what-if scenarios
Single point or deterministic modelling involves using a single 'best guess' estimate of each variable within a model to determine the model's outcome(s). Sensitivities are then performed on the model to determine how much that outcome might in reality vary from the model outcome. This is achieved by selecting various combinations for each input variable.
These various combinations of possible values around the 'best guess' are commonly known as 'what if' scenarios. The model is often also 'stressed' by putting in values that represent worst case scenarios.
Consider a simple problem that is just the sum of five cost items.
We can use the three points, minimum, best guess and maximum, as values to use in a 'what if' analysis. Since there are five cost items and three values per item, there are 35 = 243 possible 'what if' combinations we could produce! Clearly, this is too large a set of scenarios to have any practical use.
This process suffers from two other important drawbacks:
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only three values are being used for each variable, where they could, in fact, take any number of values.
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no recognition is being given to the fact that the best guess value is much more likely to occur than the minimum and maximum values.
We can stress the model by adding up the minimum costs to find the best case scenario, and add up the maximum costs to get the worst case scenario, but in doing so the range is usually unrealistically large and offers no real insight. The exception is when the worst case scenario is still acceptable.
Quantitative risk analysis (QRA) using Monte Carlo simulation is similar to 'what if' scenarios in that it generates a number of possible scenarios.
However, it goes one step further by effectively accounting for every possible value that each variable could take and weighting each possible scenario by the probability of its occurrence.
QRA achieves this by modelling each variable within a model by a probability distribution. The structure of a QRA model is usually (there are some important exceptions!) very similar to a deterministic model, with all the multiplications, additions, etc. that link the variables together, except that each variable is represented by a probability distribution function instead of a single value.
The objective of a quantitative risk analysis is to calculate the combined impact of the uncertainty in the model's parameters in order to determine an uncertainty distribution of the possible model outcomes.
Identifying Risks
Risk identification is the first step in a complete risk analysis, given that the objectives of the decision maker have been well defined. There are a number of techniques used to help formalise the identification of risks. This part of a formal risk analysis will often prove to be the most informative and constructive element of the whole process, improving company culture by encouraging greater team effort and reducing blame and should be executed with care.
The organizations participating in a formal risk analysis should take pains to create an open and blameless environment in which expressions of concern and doubt can be openly given.
Brainstorming
Brainstorming is a general technique that can be used for identifying a project's risks, pooling the available information on each risk, and identifying possible risk management options. It involves gathering together a group of project stakeholders under the direction of a neutral and reasonably strong-willed chairperson.
It is prudent to have instructed brainstorm session participants well before the meeting about what one is hoping to achieve, together perhaps with some explanation of the meaning of a 'risk' and an 'opportunity'. They may also have been given prompt lists to think about, or any other means for helping them focus on the task.
Suggesting that one should also consider opportunities adds a certain optimism that balances the rather pessimistic search for risks, although admittedly the ratio to risks to opportunities may well end up in the region of 10:1.
The chairperson's role is to structure the meeting so that all relevant aspects of the project are considered. A prompt list is often useful in this regard. The participants are encouraged to identify risks that they feel could impact on the project. The chairperson tries to ensure that a blameless and honest environment is maintained and that each person is allowed to express his or her opinion regardless of status or personality.
The chairperson may also have to question the group when he or she feels that certain areas are being ignored (this is sometimes not very popular). The group is encouraged to discuss each risk as it is identified and what may be done to reduce its probability and impacts. This aspect of a brainstorming session can be particularly valuable as newly identified risks can often be reduced, eliminated or discounted by agreed actions or extra information supplied from the parties sitting around the table.
Brainstorming sessions are sometimes difficult to organize since they require key (usually very busy) people involved in a project to be in the one place at the same time. They are also expensive in terms of personnel. Minutes from a brainstorming session should be circulated to the participants, so the chairperson needs to keep the group focused. The chairperson (risk analyst) then arranges meetings with each of the individuals to discuss the relevant risks and to collect their estimates of each risk's probability and impacts.
A rather more frank list of risks often appears as a result of these one-to-one meetings, especially if as chairperson one collates the identified risks without recording the originator. Eliciting individual estimates of risks is also a very good check on whether there is a consensus.
Prompt Lists
Prompt lists provide a set of categories of risk that are pertinent to the type of project under consideration, or the type of risk being considered by an organization. The lists are used to help people think about and identify risks.
Sometimes different types of lists are used together to further improve the chance of identifying all of the important risks that may occur. For example, in analyzing the risks to some project, one prompt list might look at various aspects of the project (e.g. legal, commercial, technical, etc.) or types of tasks involved in the project (design, construction, testing). A project plan and a work breakdown structure, with all of the major tasks defined, are natural prompt lists. In analyzing the reliability of some manufacturing plant, a list of different types of failure (mechanical, electrical, electronic, human, etc.) or a list of the machines or processes involved could be used.
One could also cross-check with a plan of the site or a flow diagram of the manufacturing process. Check lists can be used at the same time: these are a series of questions one asks as a result of experience of previous problems or opportune events.
A prompt list will never be exhaustive but acts as a focus of attention in the identification of risks. Whether a risk falls into one category or another is not important, only that the risk is identified. The following list provides an example of a fairly general project prompt list. There will often be a number of sub-sections for each category:
- Administration
- Project acceptance
- Commercial
- Communication
- Environmental
- Financial
- Knowledge and information
- Legal
- Management
- Partner
- Political
- Quality
- Resources
- Strategic
- Subcontractor
- Technical
The identified risks can then be stored and analyzed in the Pelican risk management software.
10 golden rules
Risk modeling should not be prescriptive, because that inhibits creative thinking, which is essential for solving problems - the fundamental purpose of risk analysis. However, there are a few basic principles that are worth adhering to. Morgan and Henrion (1990) offer excellent "ten golden rules" in relation to quantitative risk and policy analysis. You might want to print these out as a big poster to put on your office's wall.
10 golden rules for risk analysis
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The possible responses to risks
The response to correctly identified and evaluated risks generally falls into one of these categories:
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Increase! (the project plan may be overly cautious).
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Do nothing (because it would cost too much or there is nothing that can be done).
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Collect more data (to better understand the risk).
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Add a contingency (extra amount to budget, deadline, etc. to allow for possibility of risk).
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Reduce (e.g. build in redundancy, take a less risky approach, find ways to reduce the probability or impact).
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Share (e.g. with partner or contractor providing they can reasonably handle the impact).
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Transfer (e.g. insure, back-to-back contract).
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Eliminate (e.g. do it another way).
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Cancel project.
This list can be helpful in thinking of possible responses to identified risks. It should be borne in mind that these risks responses might in their turn carry secondary risks.
Fallback plans should be developed to deal with risks that are identified and not eliminated. If done well in advance, they can help the organization react efficiently, calmly and in unison in a situation where blame and havoc might normally reign.
Navigation
- Risk management
- Risk management introduction
- What are risks and opportunities?
- Planning a risk analysis
- Clearly stating risk management questions
- Evaluating risk management options
- Introduction to risk analysis
- The quality of a risk analysis
- Using risk analysis to make better decisions
- Explaining a models assumptions
- Statistical descriptions of model outputs
- Simulation Statistical Results
- Preparing a risk analysis report
- Graphical descriptions of model outputs
- Presenting and using results introduction
- Statistical descriptions of model results
- Mean deviation (MD)
- Range
- Semi-variance and semi-standard deviation
- Kurtosis (K)
- Mean
- Skewness (S)
- Conditional mean
- Custom simulation statistics table
- Mode
- Cumulative percentiles
- Median
- Relative positioning of mode median and mean
- Variance
- Standard deviation
- Inter-percentile range
- Normalized measures of spread - the CofV
- Graphical descriptionss of model results
- Showing probability ranges
- Overlaying histogram plots
- Scatter plots
- Effect of varying number of bars
- Sturges rule
- Relationship between cdf and density (histogram) plots
- Difficulty of interpreting the vertical scale
- Stochastic dominance tests
- Risk-return plots
- Second order cumulative probability plot
- Ascending and descending cumulative plots
- Tornado plot
- Box Plot
- Cumulative distribution function (cdf)
- Probability density function (pdf)
- Crude sensitivity analysis for identifying important input distributions
- Pareto Plot
- Trend plot
- Probability mass function (pmf)
- Overlaying cdf plots
- Cumulative Plot
- Simulation data table
- Statistics table
- Histogram Plot
- Spider plot
- Determining the width of histogram bars
- Plotting a variable with discrete and continuous elements
- Smoothing a histogram plot
- Risk analysis modeling techniques
- Monte Carlo simulation
- Monte Carlo simulation introduction
- Monte Carlo simulation in ModelRisk
- Filtering simulation results
- Output/Input Window
- Simulation Progress control
- Running multiple simulations
- Random number generation in ModelRisk
- Random sampling from input distributions
- How many Monte Carlo samples are enough?
- Probability distributions
- Distributions introduction
- Probability calculations in ModelRisk
- Selecting the appropriate distributions for your model
- List of distributions by category
- Distribution functions and the U parameter
- Univariate continuous distributions
- Beta distribution
- Beta Subjective distribution
- Four-parameter Beta distribution
- Bradford distribution
- Burr distribution
- Cauchy distribution
- Chi distribution
- Chi Squared distribution
- Continuous distributions introduction
- Continuous fitted distribution
- Cumulative ascending distribution
- Cumulative descending distribution
- Dagum distribution
- Erlang distribution
- Error distribution
- Error function distribution
- Exponential distribution
- Exponential family of distributions
- Extreme Value Minimum distribution
- Extreme Value Maximum distribution
- F distribution
- Fatigue Life distribution
- Gamma distribution
- Generalized Extreme Value distribution
- Generalized Logistic distribution
- Generalized Trapezoid Uniform (GTU) distribution
- Histogram distribution
- Hyperbolic-Secant distribution
- Inverse Gaussian distribution
- Johnson Bounded distribution
- Johnson Unbounded distribution
- Kernel Continuous Unbounded distribution
- Kumaraswamy distribution
- Kumaraswamy Four-parameter distribution
- Laplace distribution
- Levy distribution
- Lifetime Two-Parameter distribution
- Lifetime Three-Parameter distribution
- Lifetime Exponential distribution
- LogGamma distribution
- Logistic distribution
- LogLaplace distribution
- LogLogistic distribution
- LogLogistic Alternative parameter distribution
- LogNormal distribution
- LogNormal Alternative-parameter distribution
- LogNormal base B distribution
- LogNormal base E distribution
- LogTriangle distribution
- LogUniform distribution
- Noncentral Chi squared distribution
- Noncentral F distribution
- Normal distribution
- Normal distribution with alternative parameters
- Maxwell distribution
- Normal Mix distribution
- Relative distribution
- Ogive distribution
- Pareto (first kind) distribution
- Pareto (second kind) distribution
- Pearson Type 5 distribution
- Pearson Type 6 distribution
- Modified PERT distribution
- PERT distribution
- PERT Alternative-parameter distribution
- Reciprocal distribution
- Rayleigh distribution
- Skew Normal distribution
- Slash distribution
- SplitTriangle distribution
- Student-t distribution
- Three-parameter Student distribution
- Triangle distribution
- Triangle Alternative-parameter distribution
- Uniform distribution
- Weibull distribution
- Weibull Alternative-parameter distribution
- Three-Parameter Weibull distribution
- Univariate discrete distributions
- Discrete distributions introduction
- Bernoulli distribution
- Beta-Binomial distribution
- Beta-Geometric distribution
- Beta-Negative Binomial distribution
- Binomial distribution
- Burnt Finger Poisson distribution
- Delaporte distribution
- Discrete distribution
- Discrete Fitted distribution
- Discrete Uniform distribution
- Geometric distribution
- HypergeoM distribution
- Hypergeometric distribution
- HypergeoD distribution
- Inverse Hypergeometric distribution
- Logarithmic distribution
- Negative Binomial distribution
- Poisson distribution
- Poisson Uniform distribution
- Polya distribution
- Skellam distribution
- Step Uniform distribution
- Zero-modified counting distributions
- More on probability distributions
- Multivariate distributions
- Multivariate distributions introduction
- Dirichlet distribution
- Multinomial distribution
- Multivariate Hypergeometric distribution
- Multivariate Inverse Hypergeometric distribution type2
- Negative Multinomial distribution type 1
- Negative Multinomial distribution type 2
- Multivariate Inverse Hypergeometric distribution type1
- Multivariate Normal distribution
- More on probability distributions
- Approximating one distribution with another
- Approximations to the Inverse Hypergeometric Distribution
- Normal approximation to the Gamma Distribution
- Normal approximation to the Poisson Distribution
- Approximations to the Hypergeometric Distribution
- Stirlings formula for factorials
- Normal approximation to the Beta Distribution
- Approximation of one distribution with another
- Approximations to the Negative Binomial Distribution
- Normal approximation to the Student-t Distribution
- Approximations to the Binomial Distribution
- Normal_approximation_to_the_Binomial_distribution
- Poisson_approximation_to_the_Binomial_distribution
- Normal approximation to the Chi Squared Distribution
- Recursive formulas for discrete distributions
- Normal approximation to the Lognormal Distribution
- Normal approximations to other distributions
- Approximating one distribution with another
- Correlation modeling in risk analysis
- Common mistakes when adapting spreadsheet models for risk analysis
- More advanced risk analysis methods
- SIDs
- Modeling with objects
- ModelRisk database connectivity functions
- PK/PD modeling
- Value of information techniques
- Simulating with ordinary differential equations (ODEs)
- Optimization of stochastic models
- ModelRisk optimization extension introduction
- Optimization Settings
- Defining Simulation Requirements in an Optimization Model
- Defining Decision Constraints in an Optimization Model
- Optimization Progress control
- Defining Targets in an Optimization Model
- Defining Decision Variables in an Optimization Model
- Optimization Results
- Summing random variables
- Aggregate distributions introduction
- Aggregate modeling - Panjer's recursive method
- Adding correlation in aggregate calculations
- Sum of a random number of random variables
- Moments of an aggregate distribution
- Aggregate modeling in ModelRisk
- Aggregate modeling - Fast Fourier Transform (FFT) method
- How many random variables add up to a fixed total
- Aggregate modeling - compound Poisson approximation
- Aggregate modeling - De Pril's recursive method
- Testing and modeling causal relationships
- Stochastic time series
- Time series introduction
- Time series in ModelRisk
- Autoregressive models
- Thiel inequality coefficient
- Effect of an intervention at some uncertain point in time
- Log return of a Time Series
- Markov Chain models
- Seasonal time series
- Bounded random walk
- Time series modeling in finance
- Birth and death models
- Time series models with leading indicators
- Geometric Brownian Motion models
- Time series projection of events occurring randomly in time
- Simulation for six sigma
- ModelRisk's Six Sigma functions
- VoseSixSigmaCp
- VoseSixSigmaCpkLower
- VoseSixSigmaProbDefectShift
- VoseSixSigmaLowerBound
- VoseSixSigmaK
- VoseSixSigmaDefectShiftPPMUpper
- VoseSixSigmaDefectShiftPPMLower
- VoseSixSigmaDefectShiftPPM
- VoseSixSigmaCpm
- VoseSixSigmaSigmaLevel
- VoseSixSigmaCpkUpper
- VoseSixSigmaCpk
- VoseSixSigmaDefectPPM
- VoseSixSigmaProbDefectShiftLower
- VoseSixSigmaProbDefectShiftUpper
- VoseSixSigmaYield
- VoseSixSigmaUpperBound
- VoseSixSigmaZupper
- VoseSixSigmaZmin
- VoseSixSigmaZlower
- Modeling expert opinion
- Modeling expert opinion introduction
- Sources of error in subjective estimation
- Disaggregation
- Distributions used in modeling expert opinion
- A subjective estimate of a discrete quantity
- Incorporating differences in expert opinions
- Modeling opinion of a variable that covers several orders of magnitude
- Maximum entropy
- Probability theory and statistics
- Probability theory and statistics introduction
- Stochastic processes
- Stochastic processes introduction
- Poisson process
- Hypergeometric process
- The hypergeometric process
- Number in a sample with a particular characteristic in a hypergeometric process
- Number of hypergeometric samples to get a specific number of successes
- Number of samples taken to have an observed s in a hypergeometric process
- Estimate of population and sub-population sizes in a hypergeometric process
- The binomial process
- Renewal processes
- Mixture processes
- Martingales
- Estimating model parameters from data
- The basics
- Probability equations
- Probability theorems and useful concepts
- Probability parameters
- Probability rules and diagrams
- The definition of probability
- The basics of probability theory introduction
- Fitting probability models to data
- Fitting time series models to data
- Fitting correlation structures to data
- Fitting in ModelRisk
- Fitting probability distributions to data
- Fitting distributions to data
- Method of Moments (MoM)
- Check the quality of your data
- Kolmogorov-Smirnoff (K-S) Statistic
- Anderson-Darling (A-D) Statistic
- Goodness of fit statistics
- The Chi-Squared Goodness-of-Fit Statistic
- Determining the joint uncertainty distribution for parameters of a distribution
- Using Method of Moments with the Bootstrap
- Maximum Likelihood Estimates (MLEs)
- Fitting a distribution to truncated censored or binned data
- Critical Values and Confidence Intervals for Goodness-of-Fit Statistics
- Matching the properties of the variable and distribution
- Transforming discrete data before performing a parametric distribution fit
- Does a parametric distribution exist that is well known to fit this type of variable?
- Censored data
- Fitting a continuous non-parametric second-order distribution to data
- Goodness of Fit Plots
- Fitting a second order Normal distribution to data
- Using Goodness-of Fit Statistics to optimize Distribution Fitting
- Information criteria - SIC HQIC and AIC
- Fitting a second order parametric distribution to observed data
- Fitting a distribution for a continuous variable
- Does the random variable follow a stochastic process with a well-known model?
- Fitting a distribution for a discrete variable
- Fitting a discrete non-parametric second-order distribution to data
- Fitting a continuous non-parametric first-order distribution to data
- Fitting a first order parametric distribution to observed data
- Fitting a discrete non-parametric first-order distribution to data
- Fitting distributions to data
- Technical subjects
- Comparison of Classical and Bayesian methods
- Comparison of classic and Bayesian estimate of Normal distribution parameters
- Comparison of classic and Bayesian estimate of intensity lambda in a Poisson process
- Comparison of classic and Bayesian estimate of probability p in a binomial process
- Which technique should you use?
- Comparison of classic and Bayesian estimate of mean "time" beta in a Poisson process
- Classical statistics
- Bayesian
- Bootstrap
- The Bootstrap
- Linear regression parametric Bootstrap
- The Jackknife
- Multiple variables Bootstrap Example 2: Difference between two population means
- Linear regression non-parametric Bootstrap
- The parametric Bootstrap
- Bootstrap estimate of prevalence
- Estimating parameters for multiple variables
- Example: Parametric Bootstrap estimate of the mean of a Normal distribution with known standard deviation
- The non-parametric Bootstrap
- Example: Parametric Bootstrap estimate of mean number of calls per hour at a telephone exchange
- The Bootstrap likelihood function for Bayesian inference
- Multiple variables Bootstrap Example 1: Estimate of regression parameters
- Bayesian inference
- Uninformed priors
- Conjugate priors
- Prior distributions
- Bayesian analysis with threshold data
- Bayesian analysis example: gender of a random sample of people
- Informed prior
- Simulating a Bayesian inference calculation
- Hyperparameters
- Hyperparameter example: Micro-fractures on turbine blades
- Constructing a Bayesian inference posterior distribution in Excel
- Bayesian analysis example: Tigers in the jungle
- Markov chain Monte Carlo (MCMC) simulation
- Introduction to Bayesian inference concepts
- Bayesian estimate of the mean of a Normal distribution with known standard deviation
- Bayesian estimate of the mean of a Normal distribution with unknown standard deviation
- Determining prior distributions for correlated parameters
- Improper priors
- The Jacobian transformation
- Subjective prior based on data
- Taylor series approximation to a Bayesian posterior distribution
- Bayesian analysis example: The Monty Hall problem
- Determining prior distributions for uncorrelated parameters
- Subjective priors
- Normal approximation to the Beta posterior distribution
- Bayesian analysis example: identifying a weighted coin
- Bayesian estimate of the standard deviation of a Normal distribution with known mean
- Likelihood functions
- Bayesian estimate of the standard deviation of a Normal distribution with unknown mean
- Determining a prior distribution for a single parameter estimate
- Simulating from a constructed posterior distribution
- Bootstrap
- Comparison of Classical and Bayesian methods
- Analyzing and using data introduction
- Data Object
- Vose probability calculation
- Bayesian model averaging
- Miscellaneous
- Excel and ModelRisk model design and validation techniques
- Using range names for model clarity
- Color coding models for clarity
- Compare with known answers
- Checking units propagate correctly
- Stressing parameter values
- Model Validation and behavior introduction
- Informal auditing
- Analyzing outputs
- View random scenarios on screen and check for credibility
- Split up complex formulas (megaformulas)
- Building models that are efficient
- Comparing predictions against reality
- Numerical integration
- Comparing results of alternative models
- Building models that are easy to check and modify
- Model errors
- Model design introduction
- About array functions in Excel
- Excel and ModelRisk model design and validation techniques
- Monte Carlo simulation
- RISK ANALYSIS SOFTWARE
- Risk analysis software from Vose Software
- ModelRisk - risk modeling in Excel
- ModelRisk functions explained
- VoseCopulaOptimalFit and related functions
- VoseTimeOptimalFit and related functions
- VoseOptimalFit and related functions
- VoseXBounds
- VoseCLTSum
- VoseAggregateMoments
- VoseRawMoments
- VoseSkewness
- VoseMoments
- VoseKurtosis
- VoseAggregatePanjer
- VoseAggregateFFT
- VoseCombined
- VoseCopulaBiGumbel
- VoseCopulaBiClayton
- VoseCopulaBiNormal
- VoseCopulaBiT
- VoseKendallsTau
- VoseRiskEvent
- VoseCopulaBiFrank
- VoseCorrMatrix
- VoseRank
- VoseValidCorrmat
- VoseSpearman
- VoseCopulaData
- VoseCorrMatrixU
- VoseTimeSeasonalGBM
- VoseMarkovSample
- VoseMarkovMatrix
- VoseThielU
- VoseTimeEGARCH
- VoseTimeAPARCH
- VoseTimeARMA
- VoseTimeDeath
- VoseTimeAR1
- VoseTimeAR2
- VoseTimeARCH
- VoseTimeMA2
- VoseTimeGARCH
- VoseTimeGBMJDMR
- VoseTimePriceInflation
- VoseTimeGBMMR
- VoseTimeWageInflation
- VoseTimeLongTermInterestRate
- VoseTimeMA1
- VoseTimeGBM
- VoseTimeGBMJD
- VoseTimeShareYields
- VoseTimeYule
- VoseTimeShortTermInterestRate
- VoseDominance
- VoseLargest
- VoseSmallest
- VoseShift
- VoseStopSum
- VoseEigenValues
- VosePrincipleEsscher
- VoseAggregateMultiFFT
- VosePrincipleEV
- VoseCopulaMultiNormal
- VoseRunoff
- VosePrincipleRA
- VoseSumProduct
- VosePrincipleStdev
- VosePoissonLambda
- VoseBinomialP
- VosePBounds
- VoseAIC
- VoseHQIC
- VoseSIC
- VoseOgive1
- VoseFrequency
- VoseOgive2
- VoseNBootStdev
- VoseNBoot
- VoseSimulate
- VoseNBootPaired
- VoseAggregateMC
- VoseMean
- VoseStDev
- VoseAggregateMultiMoments
- VoseDeduct
- VoseExpression
- VoseLargestSet
- VoseKthSmallest
- VoseSmallestSet
- VoseKthLargest
- VoseNBootCofV
- VoseNBootPercentile
- VoseExtremeRange
- VoseNBootKurt
- VoseCopulaMultiClayton
- VoseNBootMean
- VoseTangentPortfolio
- VoseNBootVariance
- VoseNBootSkewness
- VoseIntegrate
- VoseInterpolate
- VoseCopulaMultiGumbel
- VoseCopulaMultiT
- VoseAggregateMultiMC
- VoseCopulaMultiFrank
- VoseTimeMultiMA1
- VoseTimeMultiMA2
- VoseTimeMultiGBM
- VoseTimeMultBEKK
- VoseAggregateDePril
- VoseTimeMultiAR1
- VoseTimeWilkie
- VoseTimeDividends
- VoseTimeMultiAR2
- VoseRuinFlag
- VoseRuinTime
- VoseDepletionShortfall
- VoseDepletion
- VoseDepletionFlag
- VoseDepletionTime
- VosejProduct
- VoseCholesky
- VoseTimeSimulate
- VoseNBootSeries
- VosejkProduct
- VoseRuinSeverity
- VoseRuin
- VosejkSum
- VoseTimeDividendsA
- VoseRuinNPV
- VoseTruncData
- VoseSample
- VoseIdentity
- VoseCopulaSimulate
- VoseSortA
- VoseFrequencyCumulA
- VoseAggregateDeduct
- VoseMeanExcessP
- VoseProb10
- VoseSpearmanU
- VoseSortD
- VoseFrequencyCumulD
- VoseRuinMaxSeverity
- VoseMeanExcessX
- VoseRawMoment3
- VosejSum
- VoseRawMoment4
- VoseNBootMoments
- VoseVariance
- VoseTimeShortTermInterestRateA
- VoseTimeLongTermInterestRateA
- VoseProb
- VoseDescription
- VoseCofV
- VoseAggregateProduct
- VoseEigenVectors
- VoseTimeWageInflationA
- VoseRawMoment1
- VosejSumInf
- VoseRawMoment2
- VoseShuffle
- VoseRollingStats
- VoseSplice
- VoseTSEmpiricalFit
- VoseTimeShareYieldsA
- VoseParameters
- VoseAggregateTranche
- VoseCovToCorr
- VoseCorrToCov
- VoseLLH
- VoseTimeSMEThreePoint
- VoseDataObject
- VoseCopulaDataSeries
- VoseDataRow
- VoseDataMin
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- VoseTimeSME2Perc
- VoseTimeSMEUniform
- VoseTimeSMESaturation
- VoseOutput
- VoseInput
- VoseTimeSMEPoisson
- VoseTimeBMAObject
- VoseBMAObject
- VoseBMAProb10
- VoseBMAProb
- VoseCopulaBMA
- VoseCopulaBMAObject
- VoseTimeEmpiricalFit
- VoseTimeBMA
- VoseBMA
- VoseSimKurtosis
- VoseOptConstraintMin
- VoseSimProbability
- VoseCurrentSample
- VoseCurrentSim
- VoseLibAssumption
- VoseLibReference
- VoseSimMoments
- VoseOptConstraintMax
- VoseSimMean
- VoseOptDecisionContinuous
- VoseOptRequirementEquals
- VoseOptRequirementMax
- VoseOptRequirementMin
- VoseOptTargetMinimize
- VoseOptConstraintEquals
- VoseSimVariance
- VoseSimSkewness
- VoseSimTable
- VoseSimCofV
- VoseSimPercentile
- VoseSimStDev
- VoseOptTargetValue
- VoseOptTargetMaximize
- VoseOptDecisionDiscrete
- VoseSimMSE
- VoseMin
- VoseMin
- VoseOptDecisionList
- VoseOptDecisionBoolean
- VoseOptRequirementBetween
- VoseOptConstraintBetween
- VoseSimMax
- VoseSimSemiVariance
- VoseSimSemiStdev
- VoseSimMeanDeviation
- VoseSimMin
- VoseSimCVARp
- VoseSimCVARx
- VoseSimCorrelation
- VoseSimCorrelationMatrix
- VoseOptConstraintString
- VoseOptCVARx
- VoseOptCVARp
- VoseOptPercentile
- VoseSimValue
- VoseSimStop
- Precision Control Functions
- VoseAggregateDiscrete
- VoseTimeMultiGARCH
- VoseTimeGBMVR
- VoseTimeGBMAJ
- VoseTimeGBMAJVR
- VoseSID
- Generalized Pareto Distribution (GPD)
- Generalized Pareto Distribution (GPD) Equations
- Three-Point Estimate Distribution
- Three-Point Estimate Distribution Equations
- VoseCalibrate
- ModelRisk interfaces
- Integrate
- Data Viewer
- Stochastic Dominance
- Library
- Correlation Matrix
- Portfolio Optimization Model
- Common elements of ModelRisk interfaces
- Risk Event
- Extreme Values
- Select Distribution
- Combined Distribution
- Aggregate Panjer
- Interpolate
- View Function
- Find Function
- Deduct
- Ogive
- AtRISK model converter
- Aggregate Multi FFT
- Stop Sum
- Crystal Ball model converter
- Aggregate Monte Carlo
- Splicing Distributions
- Subject Matter Expert (SME) Time Series Forecasts
- Aggregate Multivariate Monte Carlo
- Ordinary Differential Equation tool
- Aggregate FFT
- More on Conversion
- Multivariate Copula
- Bivariate Copula
- Univariate Time Series
- Modeling expert opinion in ModelRisk
- Multivariate Time Series
- Sum Product
- Aggregate DePril
- Aggregate Discrete
- Expert
- ModelRisk introduction
- Building and running a simple example model
- Distributions in ModelRisk
- List of all ModelRisk functions
- Custom applications and macros
- ModelRisk functions explained
- Tamara - project risk analysis
- Introduction to Tamara project risk analysis software
- Launching Tamara
- Importing a schedule
- Assigning uncertainty to the amount of work in the project
- Assigning uncertainty to productivity levels in the project
- Adding risk events to the project schedule
- Adding cost uncertainty to the project schedule
- Saving the Tamara model
- Running a Monte Carlo simulation in Tamara
- Reviewing the simulation results in Tamara
- Using Tamara results for cost and financial risk analysis
- Creating, updating and distributing a Tamara report
- Tips for creating a schedule model suitable for Monte Carlo simulation
- Random number generator and sampling algorithms used in Tamara
- Probability distributions used in Tamara
- Correlation with project schedule risk analysis
- Pelican - enterprise risk management