10 September, 2026

Inherent Risk vs Contingent Risk Explained in 3 minutes!


Confused by the terms inherent risk, contingent risk, and residual risk? This video explains the differences clearly and simply, with practical examples for project managers and risk professionals. Learn how these key risk concepts affect planning, decision-making, and project success.

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Inherent risk

Inherent risk is the raw, natural level of risk that exists in a process, activity, or business model before any actions are taken to mitigate it, or external factors impose upon it.

It reflects the baseline exposure a project or organization faces due to the nature of its activities, operations, processes, and environment.

Contingent risk

Contingent risk is a potential for uncertain events to occur, which could impact a project, business, or transaction. Contingent risks will arise as a result of specific circumstances or events โ€“ upon which they are contingent.

Unlike inherent risks, which are baked into the project or activity, contingent risks will only emerge in the context of certain scenarios. They are often low-probability but high-severity, requiring a โ€˜Plan Bโ€™, or contingency plan.

Identification of contingent risks comes from a scenario analysis that looks at possible risk events arising from different scenarios and how they affect your project.

By the wayโ€ฆ Residual Risk

Residual Risk is the risk remaining after you have implemented your risk response. It is the โ€˜leftoverโ€™ risk that exists because no mitigation effort completely eliminates all risk.

Check out our video that compares Residual risk with Secondary Risk

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What Kit Does a Project Manager Need?

I asked Project Managers in a couple of forums what material things you need, to do your job as a Project Manager. They responded magnificently. I compiled their answers into a Kit list. I added my own. 

Check out the Kit a Project Manager needs

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Mike Clayton

About the Author...

Dr Mike Clayton is one of the most successful and in-demand project management trainers in the UK. He is author of 14 best-selling books, including four about project management. He is also a prolific blogger and contributor to ProjectManager.com and Project, the journal of the Association for Project Management. Between 1990 and 2002, Mike was a successful project manager, leading large project teams and delivering complex projects. In 2016, Mike launched OnlinePMCourses.
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