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Top
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A further ...
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A further ...
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A further ...
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A further ...
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A family o...
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A family o...
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A family o...
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A family o...
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A family o...
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Risk Regis...
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Risk Regis...
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Opportunit...
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Project: R...
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Project: R...
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Project: R...
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Many, many...
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Many, many...
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Many, many...
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Many, many...
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Summary
Ri...
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Risks - Threats and Opportunities: How Not to Bury Your Head in the Sand

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Risks - Threats and Opportunities: How Not to Bury Your Head in the Sand

  1. 1. ©2014 International Institute for Learning, Inc., All rights reserved. 1Intelligence, Integrity and Innovation©2014 International Institute for Learning, Inc., All rights reserved. Thank you for joining us today. This webinar is brought to you by IIL a global leader in: Project, Program and Portfolio Management Microsoft® Project and Project Server Lean Six Sigma | Business Analysis PRINCE2® | ITIL® Leadership and Interpersonal Skills Risks – Threats and Opportunities How Not to Bury Your Head in the Sand
  2. 2. ©2014 International Institute for Learning, Inc., All rights reserved. 2Intelligence, Integrity and Innovation Global IIL Companies IIL US IIL Asia (Singapore) IIL Australia IIL Brasil IIL Canada IIL China IIL Europe (United Kingdom) IIL Finland IIL France IIL Germany IIL Hong Kong IIL Hungary IIL India IIL Japan IIL Korea (Seoul) IIL México IIL Middle East (Dubai) IIL Spain
  3. 3. ©2014 International Institute for Learning, Inc., All rights reserved. 3Intelligence, Integrity and Innovation Contents 1 What is risk?
  4. 4. ©2014 International Institute for Learning, Inc., All rights reserved. 4Intelligence, Integrity and Innovation Contents 1 What is risk? 2 How does it affect projects?
  5. 5. ©2014 International Institute for Learning, Inc., All rights reserved. 5Intelligence, Integrity and Innovation Contents 1 What is risk? 2 How does it affect projects? 3 Who says what is acceptable?
  6. 6. ©2014 International Institute for Learning, Inc., All rights reserved. 6Intelligence, Integrity and Innovation Contents 1 What is risk? 2 How does it affect projects? 3 Who says what is acceptable? 4 How do we capture risks?
  7. 7. ©2014 International Institute for Learning, Inc., All rights reserved. 7Intelligence, Integrity and Innovation Contents 1 What is risk? 2 How does it affect projects? 3 Who says what is acceptable? 4 How do we capture risks? 5 How do we analyze risks?
  8. 8. ©2014 International Institute for Learning, Inc., All rights reserved. 8Intelligence, Integrity and Innovation Contents 1 What is risk? 2 How does it affect projects? 3 Who says what is acceptable? 4 How do we capture risks? 5 How do we analyze risks? 6 How do we deal with risks?
  9. 9. ©2014 International Institute for Learning, Inc., All rights reserved. 9Intelligence, Integrity and Innovation Contents 1 What is risk? 2 How does it affect projects? 3 Who says what is acceptable? 4 How do we capture risks? 5 How do we analyze risks? 6 How do we deal with risks? 7 Are there any complexities?
  10. 10. ©2014 International Institute for Learning, Inc., All rights reserved. 10Intelligence, Integrity and Innovation Contents 1 What is risk? 2 How does it affect projects? 3 Who says what is acceptable? 4 How do we capture risks? 5 How do we analyze risks? 6 How do we deal with risks? 7 Are there any complexities?
  11. 11. ©2014 International Institute for Learning, Inc., All rights reserved. 11Intelligence, Integrity and Innovation Section 1 ~ What is risk? Some thoughts
  12. 12. ©2014 International Institute for Learning, Inc., All rights reserved. 12Intelligence, Integrity and Innovation Section 1 ~ What is risk? Some thoughts
  13. 13. ©2014 International Institute for Learning, Inc., All rights reserved. 13Intelligence, Integrity and Innovation Section 1 ~ What is risk? Some thoughts
  14. 14. ©2014 International Institute for Learning, Inc., All rights reserved. 14Intelligence, Integrity and Innovation 1 • How might tomorrow be different to the plan I have for it? 2 • A risk is an uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives. PRINCE2 (2009) 3 • … overall risk is defined as ‘exposure of stakeholders to the consequences of variation in outcome’ arising from an accumulation of individual risks … APM Body of Knowledge 6th Edition Section 1 ~ What is risk? Some definitions ~ risk
  15. 15. ©2014 International Institute for Learning, Inc., All rights reserved. 15Intelligence, Integrity and Innovation 1 • How might tomorrow be different to the plan I have for it? 2 • A risk is an uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives. PRINCE2 (2009) 3 • … overall risk is defined as ‘exposure of stakeholders to the consequences of variation in outcome’ arising from an accumulation of individual risks … APM Body of Knowledge 6th Edition Section 1 ~ What is risk? Some definitions ~ risk
  16. 16. ©2014 International Institute for Learning, Inc., All rights reserved. 16Intelligence, Integrity and Innovation 1 • How might tomorrow be different to the plan I have for it? 2 • A risk is an uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives. PRINCE2 (2009) 3 • … overall risk is defined as ‘exposure of stakeholders to the consequences of variation in outcome’ arising from an accumulation of individual risks … APM Body of Knowledge 6th Edition Section 1 ~ What is risk? Some definitions ~ risk
  17. 17. ©2014 International Institute for Learning, Inc., All rights reserved. 17Intelligence, Integrity and Innovation 1 • Trying to get tomorrow to map as closely to the plan as reasonably practical. 2 • The systematic application of procedures to the tasks of identifying and assessing risks, and then planning and implementing risk responses. PRINCE2 (2009) 3 • Prioritization is an important part of any risk process because it focuses attention on what matters most. APM Body of Knowledge 6th Edition Section 1 ~ What is risk? Some definitions ~ risk management
  18. 18. ©2014 International Institute for Learning, Inc., All rights reserved. 18Intelligence, Integrity and Innovation 1 • Trying to get tomorrow to map as closely to the plan as reasonably practical. 2 • The systematic application of procedures to the tasks of identifying and assessing risks, and then planning and implementing risk responses. PRINCE2 (2009) 3 • Prioritization is an important part of any risk process because it focuses attention on what matters most. APM Body of Knowledge 6th Edition Section 1 ~ What is risk? Some definitions ~ risk management
  19. 19. ©2014 International Institute for Learning, Inc., All rights reserved. 19Intelligence, Integrity and Innovation 1 • Trying to get tomorrow to map as closely to the plan as reasonably practical. 2 • The systematic application of procedures to the tasks of identifying and assessing risks, and then planning and implementing risk responses. PRINCE2 (2009) 3 • Prioritization is an important part of any risk process because it focuses attention on what matters most. APM Body of Knowledge 6th Edition Section 1 ~ What is risk? Some definitions ~ risk management
  20. 20. ©2014 International Institute for Learning, Inc., All rights reserved. 20Intelligence, Integrity and Innovation Section 1 ~ What is risk? How risk works
  21. 21. ©2014 International Institute for Learning, Inc., All rights reserved. 21Intelligence, Integrity and Innovation Section 1 ~ What is risk? How risk works +ve -ve
  22. 22. ©2014 International Institute for Learning, Inc., All rights reserved. 22Intelligence, Integrity and Innovation Section 1 ~ What is risk? How risk works threats +ve -ve
  23. 23. ©2014 International Institute for Learning, Inc., All rights reserved. 23Intelligence, Integrity and Innovation Section 1 ~ What is risk? How risk works opportunities +ve -ve
  24. 24. ©2014 International Institute for Learning, Inc., All rights reserved. 24Intelligence, Integrity and Innovation Contents 1 What is risk? 2 How does it affect projects? 3 Who says what is acceptable? 4 How do we capture risks? 5 How do we analyze risks? 6 How do we deal with risks? 7 Are there any complexities?
  25. 25. ©2014 International Institute for Learning, Inc., All rights reserved. 25Intelligence, Integrity and Innovation Section 2 ~ How does it affect projects? It has the potential to affect . . .
  26. 26. ©2014 International Institute for Learning, Inc., All rights reserved. 26Intelligence, Integrity and Innovation Section 2 ~ How does it affect projects? It has the potential to affect . . .
  27. 27. ©2014 International Institute for Learning, Inc., All rights reserved. 27Intelligence, Integrity and Innovation Section 2 ~ How does it affect projects? It has the potential to affect . . .
  28. 28. ©2014 International Institute for Learning, Inc., All rights reserved. 28Intelligence, Integrity and Innovation Section 2 ~ How does it affect projects? It has the potential to affect . . .
  29. 29. ©2014 International Institute for Learning, Inc., All rights reserved. 29Intelligence, Integrity and Innovation Section 2 ~ How does it affect projects? It has the potential to affect . . .
  30. 30. ©2014 International Institute for Learning, Inc., All rights reserved. 30Intelligence, Integrity and Innovation Section 2 ~ How does it affect projects? It has the potential to affect . . .
  31. 31. ©2014 International Institute for Learning, Inc., All rights reserved. 31Intelligence, Integrity and Innovation Section 2 ~ How does it affect projects? It has the potential to affect . . .
  32. 32. ©2014 International Institute for Learning, Inc., All rights reserved. 32Intelligence, Integrity and Innovation Section 2 ~ How does it affect projects? It has the potential to affect . . .
  33. 33. ©2014 International Institute for Learning, Inc., All rights reserved. 33Intelligence, Integrity and Innovation Contents 1 What is risk? 2 How does it affect projects? 3 Who says what is acceptable? 4 How do we capture risks? 5 How do we analyze risks? 6 How do we deal with risks? 7 Are there any complexities?
  34. 34. ©2014 International Institute for Learning, Inc., All rights reserved. 34Intelligence, Integrity and Innovation Section 3 ~ Who says what is acceptable?
  35. 35. ©2014 International Institute for Learning, Inc., All rights reserved. 35Intelligence, Integrity and Innovation Section 3 ~ Who says what is acceptable?
  36. 36. ©2014 International Institute for Learning, Inc., All rights reserved. 36Intelligence, Integrity and Innovation Top Office Section 3 ~ Who says what is acceptable?
  37. 37. ©2014 International Institute for Learning, Inc., All rights reserved. 37Intelligence, Integrity and Innovation Top Office Section 3 ~ Who says what is acceptable? Senior Management
  38. 38. ©2014 International Institute for Learning, Inc., All rights reserved. 38Intelligence, Integrity and Innovation Top Office Project Governance Section 3 ~ Who says what is acceptable? Senior Management
  39. 39. ©2014 International Institute for Learning, Inc., All rights reserved. 39Intelligence, Integrity and Innovation Top Office Project Governance Project Manager Section 3 ~ Who says what is acceptable? Senior Management
  40. 40. ©2014 International Institute for Learning, Inc., All rights reserved. 40Intelligence, Integrity and Innovation Top Office Project Governance Project Manager Section 3 ~ Who says what is acceptable? Senior Management Others?Others?
  41. 41. ©2014 International Institute for Learning, Inc., All rights reserved. 41Intelligence, Integrity and Innovation Top Office Project Governance Project Manager Section 3 ~ Who says what is acceptable? Senior Management Others?Others? Customers/Suppliers
  42. 42. ©2014 International Institute for Learning, Inc., All rights reserved. 42Intelligence, Integrity and Innovation Top Office Project Governance Project Manager Section 3 ~ Who says what is acceptable? Senior Management Others? Customers/Suppliers Regulatory
  43. 43. ©2014 International Institute for Learning, Inc., All rights reserved. 43Intelligence, Integrity and Innovation Top Office Project Governance Project Manager Section 3 ~ Who says what is acceptable? Senior Management Others? Customers/Suppliers Regulatory Teams
  44. 44. ©2014 International Institute for Learning, Inc., All rights reserved. 44Intelligence, Integrity and Innovation Top Office Project Governance Project Manager Section 3 ~ Who says what is acceptable? Senior Management Others? Customers/Suppliers Regulatory Users Teams
  45. 45. ©2014 International Institute for Learning, Inc., All rights reserved. 45Intelligence, Integrity and Innovation A further thought . . . Section 3 ~ Who says what is acceptable?
  46. 46. ©2014 International Institute for Learning, Inc., All rights reserved. 46Intelligence, Integrity and Innovation A further thought . . . Point of origin Point of impact Section 3 ~ Who says what is acceptable?
  47. 47. ©2014 International Institute for Learning, Inc., All rights reserved. 47Intelligence, Integrity and Innovation A further thought . . . Project Project Organisatio n Organisatio n Post-project Post-project Point of origin Point of impact Section 3 ~ Who says what is acceptable?
  48. 48. ©2014 International Institute for Learning, Inc., All rights reserved. 48Intelligence, Integrity and Innovation A further thought . . . Point of origin Point of impact Section 3 ~ Who says what is acceptable? Project Project Organisatio n Organisatio n Post-project Post-project
  49. 49. ©2014 International Institute for Learning, Inc., All rights reserved. 49Intelligence, Integrity and Innovation A further thought . . . Point of origin Point of impact Section 3 ~ Who says what is acceptable? Project Project Organisatio n Organisatio n Post-project Post-project
  50. 50. ©2014 International Institute for Learning, Inc., All rights reserved. 50Intelligence, Integrity and Innovation A further thought . . . Project Project Organisatio n Organisatio n Post-project Post-project Point of origin Point of impact Section 3 ~ Who says what is acceptable?
  51. 51. ©2014 International Institute for Learning, Inc., All rights reserved. 51Intelligence, Integrity and Innovation A further thought . . . Point of origin Point of impact Section 3 ~ Who says what is acceptable? Project Project Organisatio n Organisatio n Post-project Post-project
  52. 52. ©2014 International Institute for Learning, Inc., All rights reserved. 52Intelligence, Integrity and Innovation A further thought . . . Project Project Organisatio n Organisatio n Post-project Post-project Point of origin Point of impact Section 3 ~ Who says what is acceptable? “The eye sees only what the mind is prepared to comprehend” ~ Henri-Louis Bergson Henri-Louis Bergson (1859 – 1941) French philosopher
  53. 53. ©2014 International Institute for Learning, Inc., All rights reserved. 53Intelligence, Integrity and Innovation Contents 1 What is risk? 2 How does it affect projects? 3 Who says what is acceptable? 4 How do we capture risks? 5 How do we analyze risks? 6 How do we deal with risks? 7 Are there any complexities?
  54. 54. ©2014 International Institute for Learning, Inc., All rights reserved. 54Intelligence, Integrity and Innovation Section 4 ~ How do we capture risks?
  55. 55. ©2014 International Institute for Learning, Inc., All rights reserved. 55Intelligence, Integrity and Innovation A family owns and runs a sports club which has been operating very successfully for fifteen years but a similar business opened five months ago in the same town. Section 4 ~ How do we capture risks?
  56. 56. ©2014 International Institute for Learning, Inc., All rights reserved. 56Intelligence, Integrity and Innovation A family owns and runs a sports club which has been operating very successfully for fifteen years but a similar business opened five months ago in the same town. Membership and attendance has started to decline and profits have dropped. To reverse this trend the family commissioned a project to add a restaurant facility. Section 4 ~ How do we capture risks?
  57. 57. ©2014 International Institute for Learning, Inc., All rights reserved. 57Intelligence, Integrity and Innovation A family owns and runs a sports club which has been operating very successfully for fifteen years but a similar business opened five months ago in the same town. Membership and attendance has started to decline and profits have dropped. To reverse this trend the family commissioned a project to add a restaurant facility. Two risks from the Risk Register are to be considered: Section 4 ~ How do we capture risks?
  58. 58. ©2014 International Institute for Learning, Inc., All rights reserved. 58Intelligence, Integrity and Innovation A family owns and runs a sports club which has been operating very successfully for fifteen years but a similar business opened five months ago in the same town. Membership and attendance has started to decline and profits have dropped. To reverse this trend the family commissioned a project to add a restaurant facility. Two risks from the Risk Register are to be considered: Threat ~ if the menu is unattractive too few people will dine and the expected benefits will not be achieved. Section 4 ~ How do we capture risks?
  59. 59. ©2014 International Institute for Learning, Inc., All rights reserved. 59Intelligence, Integrity and Innovation A family owns and runs a sports club which has been operating very successfully for fifteen years but a similar business opened five months ago in the same town. Membership and attendance has started to decline and profits have dropped. To reverse this trend the family commissioned a project to add a restaurant facility. Two risks from the Risk Register are to be considered: Threat ~ if the menu is unattractive too few people will dine and the expected benefits will not be achieved. Opportunity ~ if a takeaway service is also offered more members will be likely to purchase food so the kitchen will operate at higher efficiency. Section 4 ~ How do we capture risks?
  60. 60. ©2014 International Institute for Learning, Inc., All rights reserved. 60Intelligence, Integrity and Innovation Risk Register Cause – The situation (actual or speculated) e.g. Because it has been raining heavily .... e.g. If it rains heavily .... Event – What takes place Helpful or unhelpful Effect – The impact as a result of the event occurring Improvement or damage
  61. 61. ©2014 International Institute for Learning, Inc., All rights reserved. 61Intelligence, Integrity and Innovation Risk Register Threat if the menu is unattractive – Cause too few people will dine – Event and the expected benefits will not be achieved - Effect Cause – The situation (actual or speculated) e.g. Because it has been raining heavily .... e.g. If it rains heavily .... Event – What takes place Helpful or unhelpful Effect – The impact as a result of the event occurring Improvement or damage
  62. 62. ©2014 International Institute for Learning, Inc., All rights reserved. 62Intelligence, Integrity and Innovation Opportunity if a takeaway service is also offered – Cause more members will be likely to purchase food – Event so the kitchen will operate at higher efficiency - Effect Risk Register Cause – The situation (actual or speculated) e.g. Because it has been raining heavily .... e.g. If it rains heavily .... Event – What takes place Helpful or unhelpful Effect – The impact as a result of the event occurring Improvement or damage
  63. 63. ©2014 International Institute for Learning, Inc., All rights reserved. 63Intelligence, Integrity and Innovation Project: Restaurant Code: SC-R Risk No Cause Event Effect T/O Category L I P Response SC-R-01 SC-R-02 SC-R-03 SC-R-04 SC-R-05 SC-R-06 SC-R-07 SC-R-08 SC-R-09 SC-R-10 Risk Register
  64. 64. ©2014 International Institute for Learning, Inc., All rights reserved. 64Intelligence, Integrity and Innovation Project: Restaurant Code: SC-R Risk No Cause Event Effect T/O Category L I P Response SC-R-01 SC-R-02 SC-R-03 SC-R-04 SC-R-05 SC-R-06 SC-R-07 SC-R-08 SC-R-09 SC-R-10 Risk Register Familiar name Project code Unique code
  65. 65. ©2014 International Institute for Learning, Inc., All rights reserved. 65Intelligence, Integrity and Innovation Project: Restaurant Code: SC-R Risk No Cause Event Effect T/O Category L I P Response SC-R-01 SC-R-02 SC-R-03 SC-R-04 SC-R-05 SC-R-06 SC-R-07 SC-R-08 SC-R-09 SC-R-10 Risk Register The result What occurs The situation Unique code Familiar name Project code
  66. 66. ©2014 International Institute for Learning, Inc., All rights reserved. 66Intelligence, Integrity and Innovation Project: Restaurant Code: SC-R Risk No Cause Event Effect T/O Category L I P Response SC-R-01 SC-R-02 SC-R-03 SC-R-04 SC-R-05 SC-R-06 SC-R-07 SC-R-08 SC-R-09 SC-R-10 Risk Register The result What occurs The situation Threat or Opportunity Unique code e.g. • People • Technology • Facilities • Regulatory • Financial Familiar name Project code
  67. 67. ©2014 International Institute for Learning, Inc., All rights reserved. 67Intelligence, Integrity and Innovation Project: Restaurant Code: SC-R Risk No Cause Event Effect T/O Category L I P Response SC-R-01 SC-R-02 SC-R-03 SC-R-04 SC-R-05 SC-R-06 SC-R-07 SC-R-08 SC-R-09 SC-R-10 Risk Register The result What occurs The situation Threat or Opportunity Unique code e.g. • People • Technology • Facilities • Regulatory • Financial What could be done What will be done What has been done Familiar name Project code
  68. 68. ©2014 International Institute for Learning, Inc., All rights reserved. 68Intelligence, Integrity and Innovation Contents 1 What is risk? 2 How does it affect projects? 3 Who says what is acceptable? 4 How do we capture risks? 5 How do we analyze risks? 6 How do we deal with risks? 7 Are there any complexities?
  69. 69. ©2014 International Institute for Learning, Inc., All rights reserved. 69Intelligence, Integrity and Innovation 1. Common sense Section 4 ~ How do we analyze risks?
  70. 70. ©2014 International Institute for Learning, Inc., All rights reserved. 70Intelligence, Integrity and Innovation 1. Common sense 2. General conversation Section 4 ~ How do we analyze risks?
  71. 71. ©2014 International Institute for Learning, Inc., All rights reserved. 71Intelligence, Integrity and Innovation 1. Common sense 2. General conversation 3. Lessons Learned Section 4 ~ How do we analyze risks? “We file Lessons Learned here so we can repeat yesterday’s failures.”
  72. 72. ©2014 International Institute for Learning, Inc., All rights reserved. 72Intelligence, Integrity and Innovation 1. Common sense 2. General conversation 3. Lessons Learned 4. Facilitated Workshops Section 4 ~ How do we analyze risks?
  73. 73. ©2014 International Institute for Learning, Inc., All rights reserved. 73Intelligence, Integrity and Innovation 1. Common sense 2. General conversation 3. Lessons Learned 4. Facilitated Workshops 5. Specialist risk consultancies Section 4 ~ How do we analyze risks?
  74. 74. ©2014 International Institute for Learning, Inc., All rights reserved. 74Intelligence, Integrity and Innovation Contents 1 What is risk? 2 How does it affect projects? 3 Who says what is acceptable? 4 How do we capture risks? 5 How do we analyze risks? 6 How do we deal with risks? 7 Are there any complexities?
  75. 75. ©2014 International Institute for Learning, Inc., All rights reserved. 75Intelligence, Integrity and Innovation©2014 International Institute for Learning, Inc., All rights reserved. Negative  Stop Section 4 ~ How do we deal with risks? Positive  Go for it
  76. 76. ©2014 International Institute for Learning, Inc., All rights reserved. 76Intelligence, Integrity and Innovation©2014 International Institute for Learning, Inc., All rights reserved. Negative  Stop  Detour Section 4 ~ How do we deal with risks? Positive  Go for it  Detour
  77. 77. ©2014 International Institute for Learning, Inc., All rights reserved. 77Intelligence, Integrity and Innovation©2014 International Institute for Learning, Inc., All rights reserved. Negative  Stop  Detour  Leave alone Section 4 ~ How do we deal with risks? Positive  Go for it  Detour  Leave alone
  78. 78. ©2014 International Institute for Learning, Inc., All rights reserved. 78Intelligence, Integrity and Innovation©2014 International Institute for Learning, Inc., All rights reserved. Negative  Stop  Detour  Leave alone  Swings & roundabouts Section 4 ~ How do we deal with risks? Positive  Go for it  Detour  Leave alone  Swings & roundabouts
  79. 79. ©2014 International Institute for Learning, Inc., All rights reserved. 79Intelligence, Integrity and Innovation©2014 International Institute for Learning, Inc., All rights reserved. Negative  Stop  Detour  Leave alone  Swings & roundabouts  Trade-off Section 4 ~ How do we deal with risks? Positive  Go for it  Detour  Leave alone  Swings & roundabouts
  80. 80. ©2014 International Institute for Learning, Inc., All rights reserved. 80Intelligence, Integrity and Innovation©2014 International Institute for Learning, Inc., All rights reserved. Negative  Stop  Detour  Leave alone  Swings & roundabouts  Trade-off  Recover Section 4 ~ How do we deal with risks? Positive  Go for it  Detour  Leave alone  Swings & roundabouts
  81. 81. ©2014 International Institute for Learning, Inc., All rights reserved. 81Intelligence, Integrity and Innovation©2014 International Institute for Learning, Inc., All rights reserved. Negative  Stop  Detour  Leave alone  Swings & roundabouts  Trade-off  Recover Section 4 ~ How do we deal with risks? Positive  Go for it  Detour  Leave alone  Swings & roundabouts A combination of responses may be required
  82. 82. ©2014 International Institute for Learning, Inc., All rights reserved. 82Intelligence, Integrity and Innovation Contents 1 What is risk? 2 How does it affect projects? 3 Who says what is acceptable? 4 How do we capture risks? 5 How do we analyze risks? 6 How do we deal with risks? 7 Are there any complexities?
  83. 83. ©2014 International Institute for Learning, Inc., All rights reserved. 83Intelligence, Integrity and Innovation Many, many, many ! Section 5 ~ Are there any complexities?
  84. 84. ©2014 International Institute for Learning, Inc., All rights reserved. 84Intelligence, Integrity and Innovation Section 5 ~ Are there any complexities? Many, many, many !  Residual risk (leftovers)
  85. 85. ©2014 International Institute for Learning, Inc., All rights reserved. 85Intelligence, Integrity and Innovation Many, many, many !  Residual risk (leftovers)  Consequential risk (caused by actions taken) Section 5 ~ Are there any complexities?
  86. 86. ©2014 International Institute for Learning, Inc., All rights reserved. 86Intelligence, Integrity and Innovation Many, many, many !  Residual risk (leftovers)  Consequential risk (caused by actions taken)  The combined effect (net effect) Section 5 ~ Are there any complexities?
  87. 87. ©2014 International Institute for Learning, Inc., All rights reserved. 87Intelligence, Integrity and Innovation Many, many, many !  Residual risk (leftovers)  Consequential risk (caused by actions taken)  The combined effect (net effect)  Unidentified risks (poor risk management) Section 5 ~ Are there any complexities?
  88. 88. ©2014 International Institute for Learning, Inc., All rights reserved. 88Intelligence, Integrity and Innovation Many, many, many !  Residual risk (leftovers)  Consequential risk (caused by actions taken)  The combined effect (net effect)  Unidentified risks (poor risk management)  Undeclared risks (cultural) Section 5 ~ Are there any complexities?
  89. 89. ©2014 International Institute for Learning, Inc., All rights reserved. 89Intelligence, Integrity and Innovation Summary Risk management is the  Identification,  Assessment,  Prioritization and  Reaction to risks  In a responsible manner
  90. 90. ©2014 International Institute for Learning, Inc., All rights reserved. 90Intelligence, Integrity and Innovation We invite you to get a closer look at what IIL can do for you and your organization, by visiting www.iil.com or email learning@iil.com and let us know how we can meet your learning needs. Please connect with IIL Socially: Like us on: facebook.com/IIL.inc Follow us: twitter.com/IILGLOBAL Join our Discussions on LinkedIn At IIL, Our Greatest Accomplishments are Yours

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