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  • You Are A Risk Manager: Learn The Question of Why, How and What

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    You are a Risk Manager and a CEO of your life. Keep a Diary of Risks for Personal, Small business, Big business is necessary to clear your mind from lots of things to do. Learning from 'Fire-Fighting' problem, what is not written, is as good as forgotten. Risk Management Planning can be simple or complicated. If you focus the Why we need manage risk and the question of What and How to do it, will become easier. This presentation slide is prepared for a 45 minutes talk to a group of fellow professional trainers in the process of learning. At the end of the session however, the group leader make a remark that she does not understand what I am selling or what is the next action do I want the audience to take. So, version 2.0 of this presentation is coming along soon.

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    You are a Risk Manager: Learn the Question of Why, How and What

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    You are a Risk Manager and a CEO of your life. Keep a Diary of Risks for Personal, Small business, Big business is necessary to clear your mind from lots of things to do. Learning from 'Fire-Fighting' problem, what is not written, is as good as forgotten. Risk Management Planning can be simple or complicated. If you focus the Why we need manage risk and the question of What and How to do it, will become easier. This presentation slide is prepared for a 45 minutes talk to a group of fellow professional trainers in the process of learning. At the end of the session however, the group leader make a remark that she does not understand what I am selling or what is the next action do I want the audience to take. So, version 2.0 of this presentation is coming along soon.

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    38 views44 pages

    You Are A Risk Manager: Learn The Question of Why, How and What

    Uploaded by

    Anwar
    You are a Risk Manager and a CEO of your life. Keep a Diary of Risks for Personal, Small business, Big business is necessary to clear your mind from lots of things to do. Learning from 'Fire-Fighting' problem, what is not written, is as good as forgotten. Risk Management Planning can be simple or complicated. If you focus the Why we need manage risk and the question of What and How to do it, will become easier. This presentation slide is prepared for a 45 minutes talk to a group of fellow professional trainers in the process of learning. At the end of the session however, the group leader make a remark that she does not understand what I am selling or what is the next action do I want the audience to take. So, version 2.0 of this presentation is coming along soon.

    Copyright:

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    of 44

    You Are A RISK

    Manager

    The Least A Manager Should Know

    Effect of Uncertainty on Objectives

    ISO 31000

    Safety Defence Medical Engineering Operation Project

    Risk is the potential that a chosen action or activity (including the choice of inaction) will lead to a loss (an undesirable outcome)

    Risk May Be Future Issue Certain Future Problem Now

    Personal Money, Health, Happiness Operation Sales, Collection, Profit Project Cost, Quality, Schedule

    Apple Palm Blackberry Nokia Ericson Sony

    Why How What

    What?

    How?

    Why?

    Effect

    WHY
    Objectives
    Uncertainty

    Goals Objectives Purpose Passion


    Vision Mission

    Objective
    1. 2. 3. 4. Best performance Least cost On time Least surprises

    Uncertainty
    1. 2. 3. 4. Lender Insurer Contract Governance

    Effects
    Property Damage. Liability to 3rd Party. Injury. Dispute. Negligence.

    Code of Hammurabi; 1772 BC

    1. The disproportionate role of high-impact, hard-to-predict, rare events 2. The noncomputability of the probability of the consequential rare events 3. The psychological biases that make people blind to uncertainty

    Pop Quiz

    2007196911121972 20 07 1969 11 12 1972


    What did Eugene "Geno" Cernan did on 11 December 1972 Last man on the Moon on Apollo 17

    Context

    HOW
    Evaluate Analyze

    Understand
    1. Things You Know, You Know 2. You Know, You Dont Know 3. You Dont Know, You Dont Know

    Analyze
    Impact

    Likelihood

    Evaluate
    Opportunity

    Threat

    Prioritize
    Increase Good Reduce Bad

    Decide
    Accept Share Avoid Mitigate Reduce likelihood Reduce Impact

    Control
    Preventive Detective Directive Corrective Process Inspect Instruct Recover

    Risk Plan

    WHAT
    Risk Report Risk Register

    3 Parts
    Risk Assessment Report Risk Register Risk Management Plan

    5 Steps

    Review

    Context

    Evaluate Analyze

    Identify

    Risk Assessment
    1. 2. 3. 4. 5. To CRO, Senior Management or Board Status of operation or project Assumptions that remains right or otherwise. List of High Risks. List of Critical Risks or risks which have turn into Problem. 6. Status of Control and Responses to risks.

    Risk Register
    1. 2. 3. 4. 5. 6. How much are the financial exposure? What are the High and Critical Risks? How much control do we have? How should we respond to the risks? What can we do to improve control? What are most urgent and important action that we need to take right now?

    Risk Management Plan


    1. 2. 3. 4. 5. What is the project about and objectives? What are the assumptions ? Who are the project team members? What macro uncertainties do we have? When and how are we going to identify micro uncertainties? 6. What do we do when Risks turn into Problem?

    1. Risk Management Plan

    What do we have? Whatever. What to do? Just do it. When to review? Why review?

    2. Risk Register Concept


    1. 2. 3. 4. 5. Context Identify Analyze Evaluate Review When, Where List, Cause, Source Likelihood x Impact Weak / Maybe / Good

    Risk Register Template


    Risk Description Likelihood Impact Contol Effect Priority

    Late for office due to bad traffic causing discipline problem at work Store caught fire due to inadequate fire safety measaure causing loss of stock.

    Likely

    Moderate Set alarm clock at 5.30am High Install fire alarm, smoke sensor and fire extinguisher Business Interuption Insurance

    Loss of income

    NU / NI

    Unlikely

    RM10k

    U / NI

    Factory flooded Rare causing lack of raw materials and completed products not able to be exported.

    Extreme

    RM10m

    NU / I

    3. Reporting Risk Concept

    1. High Risks 2. Critical Risks 3. Problems

    1. Challenge what is possible. 2. Improve, to help others

    Learning from Apple

    Next

    Greenland, Ilulissat, Underwater image of icebergs floating near face of Jakobshavn Isfjord

    Anwar Ahmad Abidin

    twitter.com/xanwara

    +6 019-6649328

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