There is a distinction between response and reduction in the field of risk management, which is a common feature of improvement programmes. A response is taken in response to a danger, while mitigation is done ahead of time. As a result, responses are implemented after a risk occurs, while preventive steps must be prepared and implemented before a risk occurs. The emphasis is on risk reduction actions, as well as discussing the shortcomings of a conventional risk analysis model and a strategy for overcoming them. Risk reduction preparation, implementation, tracking, and control are all limited by expense, time, scope, and quality, much like every other area of business. Not all potential mitigation steps will usually be enforced; instead, they must be prioritised so that the activities that can support a project the most are implemented. Any action is usually prioritised based on two factors: urgency and significance. The time dependence of risk can be used to determine the urgency of risk reduction activities. Few risks are time-dependent (i.e., they happen at a particular point in the project), whereas others may happen at any point. The urgency of a specific mitigation action can be determined by the timing. A mitigation action for a risk that could occur a year from now, for example, would be prioritised at a lower priority than a mitigation action for a risk that could occur in the next month.