2. risk
definition
risk is an uncertain event that
may have a positive or negative
impact on your operations.
risk.
3. characteristics
to understand
probability
what is the surety that the risk will occur?
occurrence
how to know if the risk has occurred or about to occur?
impact
what is the impact or outcome of the risk event?
8. identify
risks
risk is can originate from and / or
have a resulting impact on different
functional areas of your organization.
brain storming
9. items to
identify
risk event
the nature & origin of the risk and the risk event itself
trigger and occurrence
prior events that indicate that the risk is about to occur as well as
the characteristics of the occurrence of risk.
owner
person responsible for monitoring particular risk and coordinating
the risk management activities.
10. items to
identify
probability - impact
the percentage likelihood of the risk to occur and the potential
impact it will have in terms of value.
acceptance thresholds
the likelihood and impact values that can be accepted and avoid
mobilizing the risk response mechanism.
response
in case of occurrence of the risk, what response activity needs to
be carried out to amplify, reduce or eliminate the impact.
12. identify
risks
risk identification is a dynamic
process, hence periodic reviews are
necessary to discuss identified risks
and identify new risks.
risk review
20. risk
quantification
risks have a positive or negative
impact on your operations and in
order to plan response and
contingency, we need to quantify.
quantification
21. risk
quantification
plan name probability impact Score
Product Specifications 05% $ 4,000 $ 200
Delivery Time (Date) 15% $ 5,000 $ 750
Product Quality 10% $ 5,000 $ 500
Installation 05% $ 1,000 $ 50
Contingency $ 1,500
22. additional
points to consider
contingency reserve
resource used to mobilize and deploy risk response measures
value of contingency reserve
may be lower than the cumulative value of individual impacts but
should be greater than or equal to the sum of two largest impacts.
fall back plan
in case the risk responses fail to keep operations on track, second
line of actions required to continue operations.
24. negative
risks (threats)
risk avoidance
change your course of actions
or strategy to avoid the risk
event or setting off the risk
triggers
risk transference
transfer the impact of risk event
to a third party or down the
chain through contractual
arrangement
risk mitigation
course of actions or strategy to
minimize or eliminate the
impact of the risk event
risk acceptance
do nothing, just let the risk
event occur if the cost of
response surpasses benefits
25. positive
risks (opportunities)
share opportunity
share the opportunity with a
third party or down the chain
through contractual
arrangement
enhance opportunity
course of actions or strategy to
amplify the impact or outcome
exploit opportunity
utilize available resource to
extract the maximum possible
benefits
reject opportunity
do nothing, reject the
opportunity if the logistics of
response outweighs benefits