Your risk process is not as efficient as it could be. (This video will enable you to measure and assess this statement for yourself.) That means users time is being wasted. Processes and their improvement are an in house responsibility. Challenge yourself and get the best result for your business. If you are using spreadsheets...
Objectives and analysis when working together really help with a consistent approach to risk management. They enable the same process to be adopted at any management level which increases efficiency and improves effectiveness.
Risk management has been an increasing focus for many businesses over recent years. This has in turn increased the number of "experts" which (although hopefully well intentioned) has resulted in new ideas. Increasing requirements detract from efficiency and good risk management. This video addresses problems associated with some of these "non-essential" items.
How often have you attended a risk workshop that was a waste of time? What about one you have facilitated - how did participants view it? This presentation gives a few pointers to making workshops more efficient, effective and hence more engaging.
Do you have a consistent organisation wide approach to identifying risks? How do you get to the data you need? A Risk Breakdown Structure (RBS) can really help with these two important risk management processes.
How efficient is your risk management process? Core to efficient risk management is ensuring that only data that is "essential" for risk management is recorded. This video sets out the essentials and includes a sheet so you can assess the efficiency of your process.
What does “the effect of uncertainty on objectives” (ISO 31000 definition) mean in a project environment? Standard risk management processes are focussed on identifying and managing risks that MAY happen. That applies to both a project and non-project environment. Where projects differ is that management practice also introduces (correctly!) two other areas of uncertainty – cost...
Since the first standalone risk management standard (AS/NZS 4360 - 1996) there has been a significant growth in risk management as a specialisation. These “experts” have espoused a range of processes which, although mostly well intentioned, are often far from efficient. The result is a considerable waste in time and hence costs. Over the years...
In my last insight I reflected on how an organisation’s management of projects can increase risks. A second area where an organisation often introduces risk is the use of different processes and/or toolsets in different phases of a project. Both result in the “saw tooth” risk profile in the diagram. This can be further exacerbated when...
In an earlier musing (Project risks – Black Swans or Brown Cygnets?) I had a diagram showing a project’s risk profile over its lifecycle. The sloping line represented the number of risks. At the start of the project, when planning has only just started there are a lot of unknowns and hence a large number...
