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(13182, 1, '2009-07-15 13:35:01', '2009-07-15 13:35:01', '[vc_row][vc_column width="1/1"][vc_column_text]n 2008, Nassim Nicholas Talib published a book called "The Black Swan". A Black Swan is defined as being an event which has three characteristics; it is highly improbable, has massive impact and, in a strange way, appears almost inevitable after the event! Due no doubt to the timing of the book''s publication relative to world events, the term Black Swan has crept into business language. So how do we protect our businesses from Black Swans?\r\n<p id="mf23"><strong id="mf24">Black Swan Events</strong></p>\r\n<p id="mf25">Talib coined the term "Black Swan" from the story of the discovery that black swans existed. Before the discovery of the New World, the Old World assumed that all swans must be white. In other words, if a black swan had never been seen, then it was assumed that the possibility of a non-white swan was so improbable as to be non-existent.</p>\r\n<p id="mf26">Examples of recent Black Swan events are 9/11, the success of Google and the current global financial crisis. Many people would say that any or all of these examples could have been predicted, but even if some people did foresee these events then no significant mitigating actions were taken or their impact would not have been so great.</p>\r\n<p id="mf27">For most growing businesses, a Black Swan event would be a risk, that has not been explicitly considered and that would lead to a major setback for the business and even complete business failure.</p>\r\n<p id="mf28"><strong id="mf29">So why doesn''t risk management cope with Black Swans?</strong></p>\r\n<p id="mf30">Traditional risk management relies on identifying risks based on the experience of the teams involved in the enterprise. If the risk is outside the experience of the group it is unlikely to be considered. Even if it is considered it is likely to be prioritised very low by being allocated such an extremely low probability rating.</p>\r\n<p id="mf31">Risk management is not really designed to identify Black Swan events. Risk management concentrates of managing the risks to the enterprise that would have a significant impact and have a reasonable probability of occurring. This is simply a way of prioritising all potentially "bad events" so that time and resource can be allocated. It is appropriate for ongoing business operations to focus on risks in this way, but this means that by applying traditional risk management methods, most Black Swan risks will not be identified and any Black Swan risks that are considered will be not be actioned due to their very low probability.</p>\r\n<p id="mf32">Brainstorming risks is highly unlikely to capture Black Swans. The exercise will either be too narrow, by staying within the comfort zones of the participants, or too broad by considering risks that are not relevant to your business (eg earthquakes in a non-earthquake zone).</p>\r\n<p id="mf33">In addition, the negative connotations of the word "risk" means that people have to change the way in which they think in order to identify negative events. A much more effective way to operate is to use <a id="mfa11" href="http://rs6.net/tn.jsp?t=gj7tf6cab.0.0.6dszj8cab.0&amp;p=http%3A%2F%2Fde-risk.com%2Fpage.php%3F7&amp;id=preview" target="_blank">ABCD Risk Management</a> and consider the strategic assumptions of the business ie what are the things that <em id="mf34">must</em> happen for your business strategy to succeed. Thinking assumptions rather than risks also helps to keep you focussed on the objectives of the business and grounds any "out-there" risks in the context of your enterprise.</p>\r\n<p id="mf35">The assumptions are analysed for risk using <a id="mfa12" href="http://rs6.net/tn.jsp?t=gj7tf6cab.0.0.6dszj8cab.0&amp;p=http%3A%2F%2Fde-risk.com%2Fpage.php%3F7&amp;id=preview" target="_blank">Sensitivity and Stability</a><strong id="mf36">.</strong> Assumptions that are rated as CC or above are considered to be "risky assumptions". However, up to this point, this is still a form of risk analysis and not Black Swan analysis.</p>\r\n<p id="mf37"><strong id="mf38">Black Swan Assumption Analysis</strong></p>\r\n<p id="mf39">So how do we use Assumption Analysis to identify Black Swans? Firstly we need to identify the <a id="mfa13" href="http://rs6.net/tn.jsp?t=gj7tf6cab.0.0.6dszj8cab.0&amp;p=http%3A%2F%2Fde-risk.com%2Fcontent.php%3FDe-Risk-Strategies-4&amp;id=preview" target="_blank">strategic assumptions </a>for our business. The strategy statement should be broken down into its constituent assumptions i.e. the things that need to happen to ensure that the strategy is achieved. Aim for about 10-20 assumptions and ensure that you consider both internal and external factors as much as possible.</p>\r\n<p id="mf40">The Sensitivity of the assumptions should all be rated as Cs or Ds or they are not really strategic! The Stability ratings could take any rating from A-D. However, unlike risk management, it is not the CC and above rated assumptions that we are interested in - these would be handled as "risks" and be part of the ongoing (strategic) risk management process. Black Swan assumptions will be rated as Sensitivity D and Stability A or B ie they will have a massive impact if they don''t hold but are considered to be fairly or very stable.</p>\r\n<p id="mf41"> We then need to further test the assumptions by considering relevant risk drivers in the world that could potentially affect our business strategy to a massive extent eg:</p>\r\n\r\n<ul>\r\n	<li>Market changes eg oil prices, currency fluctuations, credit availability etc.</li>\r\n	<li>Socio-political changes eg change of government, adoption of Euro etc.</li>\r\n	<li>Health crises eg flu pandemic, fall-out from dirty bomb etc.</li>\r\n</ul>\r\n<p id="mf46">Note that we are not looking for minor events here (eg oil prices rise by 10% per annum) but massive events (eg oil prices triple in 12 months) and the compound effect of events occurring together.</p>\r\n<p id="mf47">We can then use these drivers to challenge the Sensitivity and Stability ratings and change them if appropriate. It is important to note that it may not be possible to undertake an effective assessment of risk drivers without engaging an external industry expert to challenge the internal thinking. Some limited degree of academic input or management consultant involvement may pay dividends in breaking down what Irving Janis calls "Groupthink" - i.e. the tendency for homogeneous teams to fight too hard for consensus and to not consider alternative viewpoints - and therefore miss Black Swans.</p>\r\n<p id="mf48">An effective risk driver approach will inevitably move more assumptions into the risk management category where they can be dealt with appropriately. This will leave us with a small number of assumptions that are rated as D Sensitivity and A or B Stability and these are our potential Black Swan assumptions and events.</p>\r\n<p id="mf49"><strong id="mf50">Managing Black Swans</strong></p>\r\n<p id="mf51">These Black Swan assumptions will need to be considered completely separately from the risks. By their very nature, you do not think that they will happen and therefore you will not be pre-disposed to take action. You basically have one choice - to de-sensitise your business to the effects of the assumptions, but you have two ways in which this can be accomplished - proactively or reactively.</p>\r\n<p id="mf52">Proactive means that you will take action now to reduce the potential impact later. This could be done by building in redundancy or standby systems, creating emergency systems, tightening procedures etc.</p>\r\n<p id="mf53">Reactive would be to define contingency plans if the Black Swan did materialise. These may range from quite sophisticated to very basic if that is all that can be realistically done eg replacing automatic systems with totally manual ones.</p>\r\n<p id="mf54">The highly unlikely nature of Black Swans will tend to lead you towards reactive rather than proactive approaches but this is not always the right thing to do - think 9/11!</p>\r\n<p id="mf55">And of course the big factor is likely to be cost but this must be weighed against the potential massive impact if the Black Swan materialises. In the tsunami of 2004, 230,000 lives were lost and $15B of damage was done because the cost of a warning system, estimated at around $30m, was considered too expensive. That works out at $130 per life lost.</p>\r\n<p id="mf56"><strong id="mf57">Good Black Swans</strong></p>\r\n<p id="mf58">A final point to note is that Black Swans can be good as well as bad for your business. Some of the biggest business successes seemed highly unlikely but today Google and eBay are massive global businesses, the iPod has outsold all expectations and more recently the use of <a id="mfa14" href="http://rs6.net/tn.jsp?t=gj7tf6cab.0.0.6dszj8cab.0&amp;p=http%3A%2F%2Fnews.bbc.co.uk%2Fnewsbeat%2Fhi%2Ftechnology%2Fnewsid_7948000%2F7948092.stm&amp;id=preview" target="_blank">Twitter seems to be growing exponentially</a>. Consequently, when considering your strategic assumptions, don''t just look for the risks, look for investment opportunities.</p>\r\n[/vc_column_text][/vc_column][/vc_row]', 'Avoiding Black Swans', '', 'publish', 'open', 'open', '', 'avoiding-black-swans', '', '', '2015-09-11 13:37:33', '2015-09-11 13:37:33', '', 0, 'http://92.60.127.152/~derisk/?p=13182', 0, 'post', '', 0),
(13183, 1, '2015-09-11 13:37:33', '2015-09-11 13:37:33', '[vc_row][vc_column width="1/1"][vc_column_text]n 2008, Nassim Nicholas Talib published a book called "The Black Swan". A Black Swan is defined as being an event which has three characteristics; it is highly improbable, has massive impact and, in a strange way, appears almost inevitable after the event! Due no doubt to the timing of the book''s publication relative to world events, the term Black Swan has crept into business language. So how do we protect our businesses from Black Swans?\r\n<p id="mf23"><strong id="mf24">Black Swan Events</strong></p>\r\n<p id="mf25">Talib coined the term "Black Swan" from the story of the discovery that black swans existed. Before the discovery of the New World, the Old World assumed that all swans must be white. In other words, if a black swan had never been seen, then it was assumed that the possibility of a non-white swan was so improbable as to be non-existent.</p>\r\n<p id="mf26">Examples of recent Black Swan events are 9/11, the success of Google and the current global financial crisis. Many people would say that any or all of these examples could have been predicted, but even if some people did foresee these events then no significant mitigating actions were taken or their impact would not have been so great.</p>\r\n<p id="mf27">For most growing businesses, a Black Swan event would be a risk, that has not been explicitly considered and that would lead to a major setback for the business and even complete business failure.</p>\r\n<p id="mf28"><strong id="mf29">So why doesn''t risk management cope with Black Swans?</strong></p>\r\n<p id="mf30">Traditional risk management relies on identifying risks based on the experience of the teams involved in the enterprise. If the risk is outside the experience of the group it is unlikely to be considered. Even if it is considered it is likely to be prioritised very low by being allocated such an extremely low probability rating.</p>\r\n<p id="mf31">Risk management is not really designed to identify Black Swan events. Risk management concentrates of managing the risks to the enterprise that would have a significant impact and have a reasonable probability of occurring. This is simply a way of prioritising all potentially "bad events" so that time and resource can be allocated. It is appropriate for ongoing business operations to focus on risks in this way, but this means that by applying traditional risk management methods, most Black Swan risks will not be identified and any Black Swan risks that are considered will be not be actioned due to their very low probability.</p>\r\n<p id="mf32">Brainstorming risks is highly unlikely to capture Black Swans. The exercise will either be too narrow, by staying within the comfort zones of the participants, or too broad by considering risks that are not relevant to your business (eg earthquakes in a non-earthquake zone).</p>\r\n<p id="mf33">In addition, the negative connotations of the word "risk" means that people have to change the way in which they think in order to identify negative events. A much more effective way to operate is to use <a id="mfa11" href="http://rs6.net/tn.jsp?t=gj7tf6cab.0.0.6dszj8cab.0&amp;p=http%3A%2F%2Fde-risk.com%2Fpage.php%3F7&amp;id=preview" target="_blank">ABCD Risk Management</a> and consider the strategic assumptions of the business ie what are the things that <em id="mf34">must</em> happen for your business strategy to succeed. Thinking assumptions rather than risks also helps to keep you focussed on the objectives of the business and grounds any "out-there" risks in the context of your enterprise.</p>\r\n<p id="mf35">The assumptions are analysed for risk using <a id="mfa12" href="http://rs6.net/tn.jsp?t=gj7tf6cab.0.0.6dszj8cab.0&amp;p=http%3A%2F%2Fde-risk.com%2Fpage.php%3F7&amp;id=preview" target="_blank">Sensitivity and Stability</a><strong id="mf36">.</strong> Assumptions that are rated as CC or above are considered to be "risky assumptions". However, up to this point, this is still a form of risk analysis and not Black Swan analysis.</p>\r\n<p id="mf37"><strong id="mf38">Black Swan Assumption Analysis</strong></p>\r\n<p id="mf39">So how do we use Assumption Analysis to identify Black Swans? Firstly we need to identify the <a id="mfa13" href="http://rs6.net/tn.jsp?t=gj7tf6cab.0.0.6dszj8cab.0&amp;p=http%3A%2F%2Fde-risk.com%2Fcontent.php%3FDe-Risk-Strategies-4&amp;id=preview" target="_blank">strategic assumptions </a>for our business. The strategy statement should be broken down into its constituent assumptions i.e. the things that need to happen to ensure that the strategy is achieved. Aim for about 10-20 assumptions and ensure that you consider both internal and external factors as much as possible.</p>\r\n<p id="mf40">The Sensitivity of the assumptions should all be rated as Cs or Ds or they are not really strategic! The Stability ratings could take any rating from A-D. However, unlike risk management, it is not the CC and above rated assumptions that we are interested in - these would be handled as "risks" and be part of the ongoing (strategic) risk management process. Black Swan assumptions will be rated as Sensitivity D and Stability A or B ie they will have a massive impact if they don''t hold but are considered to be fairly or very stable.</p>\r\n<p id="mf41"> We then need to further test the assumptions by considering relevant risk drivers in the world that could potentially affect our business strategy to a massive extent eg:</p>\r\n\r\n<ul>\r\n	<li>Market changes eg oil prices, currency fluctuations, credit availability etc.</li>\r\n	<li>Socio-political changes eg change of government, adoption of Euro etc.</li>\r\n	<li>Health crises eg flu pandemic, fall-out from dirty bomb etc.</li>\r\n</ul>\r\n<p id="mf46">Note that we are not looking for minor events here (eg oil prices rise by 10% per annum) but massive events (eg oil prices triple in 12 months) and the compound effect of events occurring together.</p>\r\n<p id="mf47">We can then use these drivers to challenge the Sensitivity and Stability ratings and change them if appropriate. It is important to note that it may not be possible to undertake an effective assessment of risk drivers without engaging an external industry expert to challenge the internal thinking. Some limited degree of academic input or management consultant involvement may pay dividends in breaking down what Irving Janis calls "Groupthink" - i.e. the tendency for homogeneous teams to fight too hard for consensus and to not consider alternative viewpoints - and therefore miss Black Swans.</p>\r\n<p id="mf48">An effective risk driver approach will inevitably move more assumptions into the risk management category where they can be dealt with appropriately. This will leave us with a small number of assumptions that are rated as D Sensitivity and A or B Stability and these are our potential Black Swan assumptions and events.</p>\r\n<p id="mf49"><strong id="mf50">Managing Black Swans</strong></p>\r\n<p id="mf51">These Black Swan assumptions will need to be considered completely separately from the risks. By their very nature, you do not think that they will happen and therefore you will not be pre-disposed to take action. You basically have one choice - to de-sensitise your business to the effects of the assumptions, but you have two ways in which this can be accomplished - proactively or reactively.</p>\r\n<p id="mf52">Proactive means that you will take action now to reduce the potential impact later. This could be done by building in redundancy or standby systems, creating emergency systems, tightening procedures etc.</p>\r\n<p id="mf53">Reactive would be to define contingency plans if the Black Swan did materialise. These may range from quite sophisticated to very basic if that is all that can be realistically done eg replacing automatic systems with totally manual ones.</p>\r\n<p id="mf54">The highly unlikely nature of Black Swans will tend to lead you towards reactive rather than proactive approaches but this is not always the right thing to do - think 9/11!</p>\r\n<p id="mf55">And of course the big factor is likely to be cost but this must be weighed against the potential massive impact if the Black Swan materialises. In the tsunami of 2004, 230,000 lives were lost and $15B of damage was done because the cost of a warning system, estimated at around $30m, was considered too expensive. That works out at $130 per life lost.</p>\r\n<p id="mf56"><strong id="mf57">Good Black Swans</strong></p>\r\n<p id="mf58">A final point to note is that Black Swans can be good as well as bad for your business. Some of the biggest business successes seemed highly unlikely but today Google and eBay are massive global businesses, the iPod has outsold all expectations and more recently the use of <a id="mfa14" href="http://rs6.net/tn.jsp?t=gj7tf6cab.0.0.6dszj8cab.0&amp;p=http%3A%2F%2Fnews.bbc.co.uk%2Fnewsbeat%2Fhi%2Ftechnology%2Fnewsid_7948000%2F7948092.stm&amp;id=preview" target="_blank">Twitter seems to be growing exponentially</a>. Consequently, when considering your strategic assumptions, don''t just look for the risks, look for investment opportunities.</p>\r\n[/vc_column_text][/vc_column][/vc_row]', 'Avoiding Black Swans', '', 'inherit', 'open', 'open', '', '13182-revision-v1', '', '', '2015-09-11 13:37:33', '2015-09-11 13:37:33', '', 13182, 'http://92.60.127.152/~derisk/13182-revision-v1/', 0, 'revision', '', 0),
(13184, 1, '2009-06-20 13:42:00', '2009-06-20 13:42:00', '[vc_row][vc_column width="1/1"][vc_column_text]Many sales professionals will shy away from the subject of risk, preferring to play down or deliberately ignore the inherent risks in their proposals. Good sales professionals will realise that risk can be turned around to become a massive competitive differentiator and the way that risk is dealt with can be the difference between winning and losing a deal. So how can we handle such a delicate subject so that it is turned to our advantage?<br id="mf23" /> <br id="mf24" /><strong id="mf25">Quantifying cost risks as a route to the lowest price</strong><br id="mf26" />If we can accurately identify the cost risk in the deal, we will be well placed to offer the lowest competitive price and hence be in a strong position to ultimately win the deal. Unfortunately there are significant challenges in quantifying the risks using traditional risk methods, as the numbers are little more than guesswork with little or no consistent rationale behind them. Few potential clients are going to buy into this approach and it may come over as simply a way of inflating the price.<br id="mf27" /> <br id="mf28" /><a id="mfa11" href="http://rs6.net/tn.jsp?et=1102612071581&amp;s=1&amp;e=001w-JZP4BAiJivwW8cAhC0J17XM0-XtozWyWBsgMunUXpVkqzppOf9NqkZVeMSwqLoKfF8epsO-bbAevm6kVaMik8Y0qCmpovkcHdhDjrpF-oEzX4TX7hY1K7g0XTIsTTy" target="_blank">The ABCD Quality Based Costing (QBC)</a> technique is a way of modelling uncertainty in a way that ensures that the best data available is used and fully justified. It essentially works by acknowledging the inevitable quality variations in the estimates and underpins all estimates with their underlying assumptions to explain these quality variations.<br id="mf29" /> <br id="mf30" />The QBC technique breaks down the overall costs into Bricks and then breaks down each Brick into its "quality components" based on the confidence in the data available. The assumptions captured explain what is happening between each transition in the Brick (eg what assumption needs to happen in order that you can keep to an A+B estimate and not need the C). The key factor here is that the ratings of the assumptions must be consistent with the estimate breakdown and the interview often results in challenges to the estimates and/or assumptions to make them consistent. One significant benefit is that inappropriate contingency will be stripped out and required contingency will be maintained or added in.<br id="mf31" /> <br id="mf32" /><a id="mfa12" href="http://rs6.net/tn.jsp?et=1102612071581&amp;s=1&amp;e=001w-JZP4BAiJgRJaax7BgNbW4m4QWhS91tFV9_sz1iyPne0cXCkiGKxDvjsi2MiGyG6ikibVkHRcpG6kI56S7A_OegGCJUwwbOgyBl1FLJls90sPcw32-rRAPikiZwCkQVgKJtC-XFxW-R7ggL1nPoFg==" target="_blank">Monte Carlo simulations </a>are then run to statistically add the Brick estimates together. The resulting probability distributions can be interpreted to make crucial decisions relating to budgeting, pricing and contingency.<br id="mf33" /> <br id="mf34" />Obviously a commercial decision might be agreed to price the deal at a loss but a typical starting point would be to take the 90% cost and add a "reasonable" margin. The next step would be to look at all the contingencies that have been added to cover 3rd party commitments. Potentially these can all be removed, the model re-run and the underlying assumptions highlighted and quantified explicitly so the client has full visibility. Subsequent negotiations may result in the client asking you to take on these risks but then you will be getting paid appropriately to do so. In this way, you will be able to offer the lowest price (fixed if appropriate) and still cover yourself for the explicit risky assumptions that you have identified. Ultimately these assumptions can be written into the contract and individually priced so that, if not managed, they will trigger additional payments.<br id="mf35" /> <br id="mf36" /><strong id="mf37">Guaranteeing delivery</strong><br id="mf38" />As important as cost/price and possibly more important to the client is their confidence in your ability to deliver to agreed timescales. The client is undertaking the project to gain tangible and/or intangible benefits. It is highly likely that any delays to delivery times will be eating away into these benefits, and delaying them at the very least, so anything that you do to show that you stand a higher chance of delivering on time than your competitors could be crucial in securing the deal.<br id="mf39" /> <br id="mf40" />Using the <a id="mfa13" href="http://rs6.net/tn.jsp?et=1102612071581&amp;s=1&amp;e=001w-JZP4BAiJivwW8cAhC0J17XM0-XtozWyWBsgMunUXpVkqzppOf9NqkZVeMSwqLoKfF8epsO-bbAevm6kVaMik8Y0qCmpovkcHdhDjrpF-oEzX4TX7hY1K7g0XTIsTTy" target="_blank">ABCD QBC approach</a>, the timescale risk can be accurately quantified in a similar way to the cost risk. The main difference here is that the timescale "Bricks" will be the activities that lie along the critical path (ie the longest route through the project plan). Be aware that at the deal stage the critical path may not be obvious and there may be multiple potential critical paths that are possible due to the statistical nature of the model. The solution here is to model all potential critical paths to see which is actually the longest - there should not be too many!<br id="mf41" /> <br id="mf42" />The initial timescale assessment should be done as early in the proposal stage as is practical (ie as soon as outline plans are available - the model can be updated and run again relatively easily if the plans change). This will yield a probability distribution that will allow you to read off the percentage probability of achieving any given target date. It is not unusual to discover, at this stage, that the target date has a relatively low probability of being achieved. Increasing the probability is a matter of managing (or showing how to manage) the underlying assumptions. As in the cost analysis above, you can legitimately "discount" the delays that would be due to the client and third parties. You can then show a profile that shows a high probability of delivery <span id="mf43">if </span>the client and third parties meet their commitments. It may also be appropriate to show different scenarios based on whether these risks are managed effectively or not.<br id="mf44" /> <br id="mf45" />Sometimes the initial assessment shows that the target date has a "0%" chance of being achieved. This means that the delivery target is impossible with the current approach and will require a differently structured plan i.e. more activities will need to be planned in parallel.<br id="mf46" /> <br id="mf47" />It is important to note that the estimates you are putting into this assessment are all yours as there is unlikely to be any client (or third party) input at the proposal stage. This should not be a problem as it demonstrates a high degree of understanding and transparency and may open up a productive dialogue with the client. The analysis also shows the client how the timescale risk can be systematically reduced by managing the identified assumptions. It should be made clear that the analysis will be re-done, jointly, following contract reward.<br id="mf48" /> <br id="mf49" />As in the cost analysis, the assumptions will uncover opportunities as well as risks so you may even be able to identify how you could deliver early. The competition is unlikely to have thought of that one!<br id="mf50" /> <br id="mf51" /><strong id="mf52">Shadowing the competition''s risks</strong><br id="mf53" />It is very common for clients to ask suppliers to identify the risks as part of the proposal. Very often this results in suppliers providing a highly sanitised risk register that only expose the risks that the supplier is comfortable to discuss. Intelligent clients realise what is going on and may penalise suppliers for not being open or not understanding their business issues.<br id="mf54" /> <br id="mf55" />Further, you may be aware of risks that you are well positioned to manage but you suspect that the competition is not. It is then difficult for you to highlight these risks, using traditional risk management methods, without coming over as overtly negative.<br id="mf56" /> <br id="mf57" />Using <a id="mfa14" href="http://rs6.net/tn.jsp?et=1102612071581&amp;s=1&amp;e=001w-JZP4BAiJidUmVyXl7stQ_vA7OVIbu6aIwSY7lYhIG_nw6V0A5tEEhM4yGLm10-Fx92bBgTKu90vpMfR66-ySb_bc73IjAVj8iAjJbEdcuQQpDHRKVhsbCuSCtIVUJ9" target="_blank">ABCD Assumption Analysis</a>, shadowing the competition''s risks becomes a lot easier to do as you are focussing on the positive assumptions rather than the negative risks.<br id="mf58" /> <br id="mf59" />All the assumptions that must happen in order to deliver the clients objectives should be listed. The assumptions should be rated honestly from your perspective and any which are "at risk" should have substantive mitigation plans. For assumptions that you are confident that you have edge over the competition, stress your strengths clearly and leave it at that!<br id="mf60" /> <br id="mf61" />You will probably create a checklist against which the competitions'' risks will be compared and inevitably there will be "gaps" that will seed doubt in the client''s mind that the competition is either not being completely honest or do not understand the problems that the proposal is supposed to address. Either way, you win.<br id="mf62" /> <br id="mf63" /> <br id="mf64" />There is obviously additional cost in using the techniques described here but the ROI should be very high. Firstly, you would only use the approaches on your most strategically important deals and secondly, remember the difference in return between coming first and second![/vc_column_text][/vc_column][/vc_row]', 'Risk as a Competitive Differentiator', '', 'publish', 'open', 'open', '', 'risk-as-a-competitive-differentiator', '', '', '2015-09-11 13:43:37', '2015-09-11 13:43:37', '', 0, 'http://92.60.127.152/~derisk/?p=13184', 0, 'post', '', 0),
(13185, 1, '2015-09-11 13:42:00', '2015-09-11 13:42:00', '[vc_row][vc_column width="1/1"][vc_column_text]Many sales professionals will shy away from the subject of risk, preferring to play down or deliberately ignore the inherent risks in their proposals. Good sales professionals will realise that risk can be turned around to become a massive competitive differentiator and the way that risk is dealt with can be the difference between winning and losing a deal. So how can we handle such a delicate subject so that it is turned to our advantage?<br id="mf23" /> <br id="mf24" /><strong id="mf25">Quantifying cost risks as a route to the lowest price</strong><br id="mf26" />If we can accurately identify the cost risk in the deal, we will be well placed to offer the lowest competitive price and hence be in a strong position to ultimately win the deal. Unfortunately there are significant challenges in quantifying the risks using traditional risk methods, as the numbers are little more than guesswork with little or no consistent rationale behind them. Few potential clients are going to buy into this approach and it may come over as simply a way of inflating the price.<br id="mf27" /> <br id="mf28" /><a id="mfa11" href="http://rs6.net/tn.jsp?et=1102612071581&amp;s=1&amp;e=001w-JZP4BAiJivwW8cAhC0J17XM0-XtozWyWBsgMunUXpVkqzppOf9NqkZVeMSwqLoKfF8epsO-bbAevm6kVaMik8Y0qCmpovkcHdhDjrpF-oEzX4TX7hY1K7g0XTIsTTy" target="_blank">The ABCD Quality Based Costing (QBC)</a> technique is a way of modelling uncertainty in a way that ensures that the best data available is used and fully justified. It essentially works by acknowledging the inevitable quality variations in the estimates and underpins all estimates with their underlying assumptions to explain these quality variations.<br id="mf29" /> <br id="mf30" />The QBC technique breaks down the overall costs into Bricks and then breaks down each Brick into its "quality components" based on the confidence in the data available. The assumptions captured explain what is happening between each transition in the Brick (eg what assumption needs to happen in order that you can keep to an A+B estimate and not need the C). The key factor here is that the ratings of the assumptions must be consistent with the estimate breakdown and the interview often results in challenges to the estimates and/or assumptions to make them consistent. One significant benefit is that inappropriate contingency will be stripped out and required contingency will be maintained or added in.<br id="mf31" /> <br id="mf32" /><a id="mfa12" href="http://rs6.net/tn.jsp?et=1102612071581&amp;s=1&amp;e=001w-JZP4BAiJgRJaax7BgNbW4m4QWhS91tFV9_sz1iyPne0cXCkiGKxDvjsi2MiGyG6ikibVkHRcpG6kI56S7A_OegGCJUwwbOgyBl1FLJls90sPcw32-rRAPikiZwCkQVgKJtC-XFxW-R7ggL1nPoFg==" target="_blank">Monte Carlo simulations </a>are then run to statistically add the Brick estimates together. The resulting probability distributions can be interpreted to make crucial decisions relating to budgeting, pricing and contingency.<br id="mf33" /> <br id="mf34" />Obviously a commercial decision might be agreed to price the deal at a loss but a typical starting point would be to take the 90% cost and add a "reasonable" margin. The next step would be to look at all the contingencies that have been added to cover 3rd party commitments. Potentially these can all be removed, the model re-run and the underlying assumptions highlighted and quantified explicitly so the client has full visibility. Subsequent negotiations may result in the client asking you to take on these risks but then you will be getting paid appropriately to do so. In this way, you will be able to offer the lowest price (fixed if appropriate) and still cover yourself for the explicit risky assumptions that you have identified. Ultimately these assumptions can be written into the contract and individually priced so that, if not managed, they will trigger additional payments.<br id="mf35" /> <br id="mf36" /><strong id="mf37">Guaranteeing delivery</strong><br id="mf38" />As important as cost/price and possibly more important to the client is their confidence in your ability to deliver to agreed timescales. The client is undertaking the project to gain tangible and/or intangible benefits. It is highly likely that any delays to delivery times will be eating away into these benefits, and delaying them at the very least, so anything that you do to show that you stand a higher chance of delivering on time than your competitors could be crucial in securing the deal.<br id="mf39" /> <br id="mf40" />Using the <a id="mfa13" href="http://rs6.net/tn.jsp?et=1102612071581&amp;s=1&amp;e=001w-JZP4BAiJivwW8cAhC0J17XM0-XtozWyWBsgMunUXpVkqzppOf9NqkZVeMSwqLoKfF8epsO-bbAevm6kVaMik8Y0qCmpovkcHdhDjrpF-oEzX4TX7hY1K7g0XTIsTTy" target="_blank">ABCD QBC approach</a>, the timescale risk can be accurately quantified in a similar way to the cost risk. The main difference here is that the timescale "Bricks" will be the activities that lie along the critical path (ie the longest route through the project plan). Be aware that at the deal stage the critical path may not be obvious and there may be multiple potential critical paths that are possible due to the statistical nature of the model. The solution here is to model all potential critical paths to see which is actually the longest - there should not be too many!<br id="mf41" /> <br id="mf42" />The initial timescale assessment should be done as early in the proposal stage as is practical (ie as soon as outline plans are available - the model can be updated and run again relatively easily if the plans change). This will yield a probability distribution that will allow you to read off the percentage probability of achieving any given target date. It is not unusual to discover, at this stage, that the target date has a relatively low probability of being achieved. Increasing the probability is a matter of managing (or showing how to manage) the underlying assumptions. As in the cost analysis above, you can legitimately "discount" the delays that would be due to the client and third parties. You can then show a profile that shows a high probability of delivery <span id="mf43">if </span>the client and third parties meet their commitments. It may also be appropriate to show different scenarios based on whether these risks are managed effectively or not.<br id="mf44" /> <br id="mf45" />Sometimes the initial assessment shows that the target date has a "0%" chance of being achieved. This means that the delivery target is impossible with the current approach and will require a differently structured plan i.e. more activities will need to be planned in parallel.<br id="mf46" /> <br id="mf47" />It is important to note that the estimates you are putting into this assessment are all yours as there is unlikely to be any client (or third party) input at the proposal stage. This should not be a problem as it demonstrates a high degree of understanding and transparency and may open up a productive dialogue with the client. The analysis also shows the client how the timescale risk can be systematically reduced by managing the identified assumptions. It should be made clear that the analysis will be re-done, jointly, following contract reward.<br id="mf48" /> <br id="mf49" />As in the cost analysis, the assumptions will uncover opportunities as well as risks so you may even be able to identify how you could deliver early. The competition is unlikely to have thought of that one!<br id="mf50" /> <br id="mf51" /><strong id="mf52">Shadowing the competition''s risks</strong><br id="mf53" />It is very common for clients to ask suppliers to identify the risks as part of the proposal. Very often this results in suppliers providing a highly sanitised risk register that only expose the risks that the supplier is comfortable to discuss. Intelligent clients realise what is going on and may penalise suppliers for not being open or not understanding their business issues.<br id="mf54" /> <br id="mf55" />Further, you may be aware of risks that you are well positioned to manage but you suspect that the competition is not. It is then difficult for you to highlight these risks, using traditional risk management methods, without coming over as overtly negative.<br id="mf56" /> <br id="mf57" />Using <a id="mfa14" href="http://rs6.net/tn.jsp?et=1102612071581&amp;s=1&amp;e=001w-JZP4BAiJidUmVyXl7stQ_vA7OVIbu6aIwSY7lYhIG_nw6V0A5tEEhM4yGLm10-Fx92bBgTKu90vpMfR66-ySb_bc73IjAVj8iAjJbEdcuQQpDHRKVhsbCuSCtIVUJ9" target="_blank">ABCD Assumption Analysis</a>, shadowing the competition''s risks becomes a lot easier to do as you are focussing on the positive assumptions rather than the negative risks.<br id="mf58" /> <br id="mf59" />All the assumptions that must happen in order to deliver the clients objectives should be listed. The assumptions should be rated honestly from your perspective and any which are "at risk" should have substantive mitigation plans. For assumptions that you are confident that you have edge over the competition, stress your strengths clearly and leave it at that!<br id="mf60" /> <br id="mf61" />You will probably create a checklist against which the competitions'' risks will be compared and inevitably there will be "gaps" that will seed doubt in the client''s mind that the competition is either not being completely honest or do not understand the problems that the proposal is supposed to address. Either way, you win.<br id="mf62" /> <br id="mf63" /> <br id="mf64" />There is obviously additional cost in using the techniques described here but the ROI should be very high. Firstly, you would only use the approaches on your most strategically important deals and secondly, remember the difference in return between coming first and second![/vc_column_text][/vc_column][/vc_row]', 'Risk as a Competitive Differentiator', '', 'inherit', 'open', 'open', '', '13184-revision-v1', '', '', '2015-09-11 13:42:00', '2015-09-11 13:42:00', '', 13184, 'http://92.60.127.152/~derisk/13184-revision-v1/', 0, 'revision', '', 0),
(13186, 1, '2009-06-10 13:44:06', '2009-06-10 13:44:06', 'Keith Baxter is an internationally renowned expert in enterprise risk management. Keith is the Managing Director of De-RISK Ltd and the blog is an insight into how his mind works.', 'About', '', 'publish', 'open', 'open', '', 'about', '', '', '2015-09-11 13:44:55', '2015-09-11 13:44:55', '', 0, 'http://92.60.127.152/~derisk/?p=13186', 0, 'post', '', 0),
(13187, 1, '2015-09-11 13:44:55', '2015-09-11 13:44:55', 'Keith Baxter is an internationally renowned expert in enterprise risk management. Keith is the Managing Director of De-RISK Ltd and the blog is an insight into how his mind works.', 'About', '', 'inherit', 'open', 'open', '', '13186-revision-v1', '', '', '2015-09-11 13:44:55', '2015-09-11 13:44:55', '', 13186, 'http://92.60.127.152/~derisk/13186-revision-v1/', 0, 'revision', '', 0),
(13188, 1, '2009-05-23 13:46:24', '2009-05-23 13:46:24', '[vc_row][vc_column width="1/1"][vc_column_text]\r\n<p id="mf22">What role does risk management have to play in a recession? After all it was a failure of risk management that created this situation in the first place, wasn''t it? Well partly - there were a lot of bad decisions made on the back of good risk analysis and there were undoubtedly lots of "good" decisions made on the back of poor risk analysis, but that''s another story...........</p>\r\n<p id="mf23"> "We are where we are" as the saying goes. And where we are, for most companies, is a place of brutal cost-cutting in order to survive. So why would we spend time and money on improving our risk management processes at such a time?</p>\r\n<p id="mf24">Effective risk management can help us survive the downturn and provide a springboard to take advantage of the recovery, when it comes. And the ROI can be extremely compelling.</p>\r\n<p id="mf25">The key things that we need to do as businesses in these difficult times are:</p>\r\n\r\n<ul>\r\n	<li>Reduce costs: Many cost cutting exercises are done without effective analysis. The most sophisticated processes are done with spreadsheets and guesswork to produce a GIGO situation. By using a proven cost risk analysis process such as Quality Based Costing (QBC), you can accurately assess the cost risks to your business processes and projects. This will allow you to maximise efficiencies by ensuring that all key risks are managed and opportunities are taken. You will also be able to predict accurately the potential % confidence of meeting your budget targets and see the route to increasing that confidence level by managing quantified assumptions.</li>\r\n	<li>Retain clients: In a down-turn the last thing we want is to lose a key client. The easiest way of doing that is to not deliver on your promises. So for example, when you are delivering a strategically important project for a client, you must do everything that you can to deliver the key objectives on time, or at least manage expectations appropriately. Using timescale risk analysis you can virtually guarantee delivery on time (or even early!) by systematically working through the QBC assumptions and progressively increasing your confidence in meeting the milestones.</li>\r\n</ul>\r\nAnd when the green shoots do appear in your business sector, the most important thing is to:\r\n<ul>\r\n	<li>Win new business: Risk is a touchy subject in sales situations. But good sales professionals know that risk can be a massive competitive differentiator if handled well. This will be the subject of a future De-RISK Bulletin but in summary the approach is to:\r\n<ul id="mf32">\r\n	<li id="mf33">Assess your cost risk so that you can propose the most competitive price</li>\r\n	<li>Assess the timescale risks so that you convince the client that you will deliver</li>\r\n	<li>Shadow the competition by showing that their risks are not inherent in your offering</li>\r\n</ul>\r\n</li>\r\n</ul>\r\n<p id="mf36">The last of these is almost impossible to do with traditional risk management processes, due to the fact that you would have to be overtly negative about the competition. Shadowing risk is easy to do using <a id="mfa14" href="http://rs6.net/tn.jsp?et=1102583722842&amp;s=1&amp;e=00157-ysiA3Qiim7ytFRfbnPyTJz1g-kcffbyfMoTi1b1OzATRSBuIwhwWZNJYVQMe7IX2iAgReztlRYsQkkWruYKYhg44oVmY18g8utT_s4mt1SFMlztGYnGhjx-kWyQ9j" target="_blank">ABCD</a> as you can simply talk positively about the key assumptions and (where appropriate) why you are so confident about the assumptions that the competition will undoubtedly see as risks. If the competition do not identify the risks that you are shadowing with your confident assumptions, the client will be alerted and be wondering why the risk has not been highlighted, so you win both ways!</p>\r\n<p id="mf37">So the bottom line is that there has never been a better time to invest in risk management than in the middle of a recession. In recent De-RISK engagements, the business cases have indicated massive ROI''s (eg: a £15k QBC assessment leading to the identification and management of £1m of previously unidentified risk and opportunity). Doing risk management effectively really can be a no-brainer, not despite the recession, but because of it !</p>\r\n[/vc_column_text][/vc_column][/vc_row]', 'De-risking the Downturn', '', 'publish', 'open', 'open', '', 'de-risking-the-downturn', '', '', '2015-09-11 13:50:17', '2015-09-11 13:50:17', '', 0, 'http://92.60.127.152/~derisk/?p=13188', 0, 'post', '', 0),
(13189, 1, '2015-09-11 13:50:17', '2015-09-11 13:50:17', '[vc_row][vc_column width="1/1"][vc_column_text]\r\n<p id="mf22">What role does risk management have to play in a recession? After all it was a failure of risk management that created this situation in the first place, wasn''t it? Well partly - there were a lot of bad decisions made on the back of good risk analysis and there were undoubtedly lots of "good" decisions made on the back of poor risk analysis, but that''s another story...........</p>\r\n<p id="mf23"> "We are where we are" as the saying goes. And where we are, for most companies, is a place of brutal cost-cutting in order to survive. So why would we spend time and money on improving our risk management processes at such a time?</p>\r\n<p id="mf24">Effective risk management can help us survive the downturn and provide a springboard to take advantage of the recovery, when it comes. And the ROI can be extremely compelling.</p>\r\n<p id="mf25">The key things that we need to do as businesses in these difficult times are:</p>\r\n\r\n<ul>\r\n	<li>Reduce costs: Many cost cutting exercises are done without effective analysis. The most sophisticated processes are done with spreadsheets and guesswork to produce a GIGO situation. By using a proven cost risk analysis process such as Quality Based Costing (QBC), you can accurately assess the cost risks to your business processes and projects. This will allow you to maximise efficiencies by ensuring that all key risks are managed and opportunities are taken. You will also be able to predict accurately the potential % confidence of meeting your budget targets and see the route to increasing that confidence level by managing quantified assumptions.</li>\r\n	<li>Retain clients: In a down-turn the last thing we want is to lose a key client. The easiest way of doing that is to not deliver on your promises. So for example, when you are delivering a strategically important project for a client, you must do everything that you can to deliver the key objectives on time, or at least manage expectations appropriately. Using timescale risk analysis you can virtually guarantee delivery on time (or even early!) by systematically working through the QBC assumptions and progressively increasing your confidence in meeting the milestones.</li>\r\n</ul>\r\nAnd when the green shoots do appear in your business sector, the most important thing is to:\r\n<ul>\r\n	<li>Win new business: Risk is a touchy subject in sales situations. But good sales professionals know that risk can be a massive competitive differentiator if handled well. This will be the subject of a future De-RISK Bulletin but in summary the approach is to:\r\n<ul id="mf32">\r\n	<li id="mf33">Assess your cost risk so that you can propose the most competitive price</li>\r\n	<li>Assess the timescale risks so that you convince the client that you will deliver</li>\r\n	<li>Shadow the competition by showing that their risks are not inherent in your offering</li>\r\n</ul>\r\n</li>\r\n</ul>\r\n<p id="mf36">The last of these is almost impossible to do with traditional risk management processes, due to the fact that you would have to be overtly negative about the competition. Shadowing risk is easy to do using <a id="mfa14" href="http://rs6.net/tn.jsp?et=1102583722842&amp;s=1&amp;e=00157-ysiA3Qiim7ytFRfbnPyTJz1g-kcffbyfMoTi1b1OzATRSBuIwhwWZNJYVQMe7IX2iAgReztlRYsQkkWruYKYhg44oVmY18g8utT_s4mt1SFMlztGYnGhjx-kWyQ9j" target="_blank">ABCD</a> as you can simply talk positively about the key assumptions and (where appropriate) why you are so confident about the assumptions that the competition will undoubtedly see as risks. If the competition do not identify the risks that you are shadowing with your confident assumptions, the client will be alerted and be wondering why the risk has not been highlighted, so you win both ways!</p>\r\n<p id="mf37">So the bottom line is that there has never been a better time to invest in risk management than in the middle of a recession. In recent De-RISK engagements, the business cases have indicated massive ROI''s (eg: a £15k QBC assessment leading to the identification and management of £1m of previously unidentified risk and opportunity). Doing risk management effectively really can be a no-brainer, not despite the recession, but because of it !</p>\r\n[/vc_column_text][/vc_column][/vc_row]', 'De-risking the Downturn', '', 'inherit', 'open', 'open', '', '13188-revision-v1', '', '', '2015-09-11 13:50:17', '2015-09-11 13:50:17', '', 13188, 'http://92.60.127.152/~derisk/13188-revision-v1/', 0, 'revision', '', 0),
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(13199, 1, '2015-09-15 07:34:05', '2015-09-15 07:34:05', '[vc_row row_type="row" type="grid" text_align="left" padding_top="46" padding_bottom="4" border_color="#eaeaea" anchor="services"][vc_column width="1/3"][icon_text box_type="normal" box_border="no" icon="fa-line-chart" icon_type="normal" icon_size="fa-2x" icon_position="left" title="Why you need us?" text="You are in charge of a large, complex programme or project, the delivery of which is strategically crucial to your organisation. It may be the delivery milestones that worry you or the likelihood that the benefits to the business will ultimately be realised." link="http://92.60.127.152/~derisk/about-derisk-2/" target="_self" link_text="Read more" custom_icon_size="28" icon_color="#333333" icon_background_color="#f6f6f6" title_tag="h4"][vc_separator type="transparent" position="center" up="20" down="0"][/vc_column][vc_column width="1/3"][icon_text box_type="normal" box_border="no" icon="fa-paper-plane" icon_type="normal" icon_size="fa-lg" icon_position="left" title="How are we different?" text="Traditional approaches to risk management tend to be ineffective at worst or overly bureaucratic at best. Many techniques do little more than “tick-boxes” and provide little insight into the real risks that the programme will face," link="http://92.60.127.152/~derisk/about-derisk-2/" target="_self" link_text="Read More" custom_icon_size="28" icon_color="#333333" icon_background_color="#f6f6f6" title_tag="h4"][vc_separator type="transparent" position="center" up="20" down="0"][/vc_column][vc_column width="1/3"][icon_text box_type="normal" box_border="no" icon="fa-comments" icon_type="normal" icon_size="fa-2x" icon_position="left" title="Latest insight" text="The deciding factor on how much formality is appropriate should be based on the size and complexity of the project or programme. In ABCD we have the Criticality/Complexity Diagram (CCD) that can be used to explain this." link="http://92.60.127.152/~derisk/contact/" target="_self" link_text="Read More" custom_icon_size="28" icon_color="#333333" icon_background_color="#f6f6f6" title_tag="h4"][vc_separator type="transparent" position="center" up="20" down="0"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="51" padding_bottom="0" border_color="#eaeaea" background_color="#fbfbfb" anchor="products"][vc_column width="1/1"][vc_column_text]\r\n<h2 style="text-align: center;">An overview from M.D Keith Baxter</h2>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="0"][vc_column_text]\r\n<h5 style="text-align: center;"><span style="color: #777777;">Video coming soon</span></h5>\r\n[/vc_column_text][layerslider_vc id="6"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="51" padding_bottom="80" border_color="#ffffff" background_color="#ffffff" anchor="products"][vc_column width="1/1"][vc_column_text]\r\n<h2 style="text-align: center;">The latest company &amp; industry news from our blog</h2>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="0"][vc_column_text]\r\n<h5 style="text-align: center;"><span style="color: #777777;">Success comes through de-risking your ventures.</span></h5>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="10px" down="10px"][latest_post type="boxes" number_of_colums="3" order_by="title" order="ASC" display_category="1" display_time="1" display_comments="0" display_like="0" display_share="0" text_length="150"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" video="show_video" video_webm="http://92.60.127.152/~derisk/wp-content/uploads/2014/02/strata-video-section.webm" padding_bottom="70" padding_top="68" video_overlay="show_video_overlay" video_mp4="http://92.60.127.152/~derisk/wp-content/uploads/2014/02/strata-video-section.mp4" video_ogv="http://92.60.127.152/~derisk/wp-content/uploads/2014/02/strata-video-section.ogg" video_image="11921"][vc_column width="1/1"][vc_row_inner row_type="row" type="full_width" text_align="center" css_animation="element_from_bottom" transition_delay="0.2"][vc_column_inner width="1/1"][custom_font font_family="Roboto" font_size="25" line_height="55" font_style="normal" text_align="center" font_weight="300" text_decoration="none" text_shadow="yes" padding="0" margin="0" color="#ffffff"]\r\n<p class="p1">We would love to discuss your organisations next strategic project</p>\r\n[/custom_font][custom_font font_family="Roboto" font_size="45" line_height="55" font_style="normal" text_align="center" font_weight="300" text_decoration="none" text_shadow="yes" padding="0" margin="0" color="#ffffff"]We GUARANTEE you will find a brief discussion highly valuable[/custom_font][/vc_column_inner][/vc_row_inner][vc_separator type="transparent" position="center" up="3" down="0"][vc_row_inner row_type="row" type="full_width" text_align="center" css_animation="element_from_bottom" transition_delay="0.6" padding_top="12"][vc_column_inner width="1/1"][button icon_size="fa-lg" target="_self" font_weight="500" text="Request a call-back" link="http://92.60.127.152/~derisk/contact/" color="#ffffff" top_gradient_color="#ea9312" bottom_gradient_color="#ea9312" border_color="#ea9312"][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="56" border_color="#ebebeb" padding_bottom="60" anchor="clients"][vc_column width="1/1"][qode_carousel carousel="home-carousel-2" control_style="light"][/vc_column][/vc_row]', 'Home', '', 'inherit', 'open', 'open', '', '8904-revision-v1', '', '', '2015-09-15 07:34:05', '2015-09-15 07:34:05', '', 8904, 'http://92.60.127.152/~derisk/8904-revision-v1/', 0, 'revision', '', 0),
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(13209, 1, '2015-09-17 13:31:23', '2015-09-17 13:31:23', '[vc_row][vc_column][vc_column_text]The client was a major outsourcing organisation that had just been selected to run a multi-year global outsourcing deal that was the largest ever won. The Transition and Transformation programme was crucial to realizing the benefits of the deal and would also cost millions in penalty payments if key milestones were missed.\r\n\r\n&nbsp;\r\n\r\nWhen De-RISK was engaged in May 14, Transition SCD (Service Commencement Date) was set for 1 Dec 14. De-RISK undertook a QBC analysis that showed a 0% chance of hitting 1 Dec, and the most likely date for SCD would be May/Jun 15. SCD actually took place on 1 May 15.\r\n\r\n&nbsp;\r\n\r\nSimilarly, the first key milestone in Transformation was TP live. In May 14, this had been set for 31 Jan 15. The De-RISK QBC analysis suggested May 15 was much more likely. In Sept 14, the analysis was updated due to scope changes and now it suggested that Nov 15-Jan 16 was now the most likely delivery window. The assumptions, captured (rigorously) as part of the analysis, were managed through via the normal ABCD governance procedures and Risk review Boards and resulted in pulling the delivery date back to Nov 15.\r\n\r\n&nbsp;\r\n\r\nIn each case the dates were changed collaboratively with the client’s client and, in the case of SCD, before the contract was signed. This led to the smoothest account start-up that anyone could remember.\r\n\r\n&nbsp;\r\n\r\n[blockquote text=''<em>At last we have something scientific on which to base our decisions -Transformation Director</em>'' text_color='''' width=''100'' line_height=''undefined'' background_color='''' border_color='''' show_quote_icon=''no'' quote_icon_color=''''][/vc_column_text][/vc_column][/vc_row]', 'Global Financial Institution Outsourcing', '', 'publish', 'closed', 'closed', '', 'global-financial-institution-outsourcing', '', '', '2015-09-18 15:23:31', '2015-09-18 15:23:31', '', 0, 'http://92.60.127.152/~derisk/?post_type=portfolio_page&#038;p=13209', 0, 'portfolio_page', '', 0),
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(13212, 1, '2015-09-16 05:31:35', '2015-09-16 05:31:35', 'The client was tasked to electrify a complete stretch of line whilst making use of advanced technologies, such as robotics, that had never been tried before. The timescales were very aggressive and had slipped several times before De-RISK involvement.\r\n\r\n&nbsp;\r\n\r\nThe first major milestone was to get the Test-Track live and the target date was 1 Sep 15. The QBC analysis showed that there was a 0% chance of hitting 1 Sep 15 and it was more likely to be Nov 15, which was deemed as totally unacceptable.\r\n\r\n&nbsp;\r\n\r\nDe-RISK attempts to get the governance in place met with resistance based on the fact that the organization were already doing (tactical, bottom-up) risk management and failed to understand that this was strategic and top-down and therefore of high value to senior management. This led to the end of De-RISK’s involvement in the programme which subsequently missed the Test Track live milestone by several months and led to an almost complete removal of the senior management team.\r\n\r\n&nbsp;\r\n\r\nThe new management team re-approached De-RISK to re-evaluate and manage the strategic risk profile.\r\n\r\n&nbsp;\r\n\r\n[blockquote text=''<em><span class="s1">The organisation made a big mistake by not following through on this analysis – we won’t make the same mistake again - Programme Director</span></em>'' text_color='''' width=''100'' line_height=''undefined'' background_color='''' border_color='''' show_quote_icon=''no'' quote_icon_color='''']', 'Railway infrastructure upgrade programme', '', 'publish', 'closed', 'closed', '', 'railway-infrastructure-upgrade-programme', '', '', '2015-09-18 15:27:24', '2015-09-18 15:27:24', '', 0, 'http://92.60.127.152/~derisk/?post_type=portfolio_page&#038;p=13212', 0, 'portfolio_page', '', 0),
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(13236, 1, '2015-09-18 15:22:34', '2015-09-18 15:22:34', '[vc_row][vc_column][vc_column_text]The client was a major outsourcing organisation that had just been selected to run a multi-year global outsourcing deal that was the largest ever won. The Transition and Transformation programme was crucial to realizing the benefits of the deal and would also cost millions in penalty payments if key milestones were missed.\n\n&nbsp;\n\nWhen De-RISK was engaged in May 14, Transition SCD (Service Commencement Date) was set for 1 Dec 14. De-RISK undertook a QBC analysis that showed a 0% chance of hitting 1 Dec, and the most likely date for SCD would be May/Jun 15. SCD actually took place on 1 May 15.\n\n&nbsp;\n\nSimilarly, the first key milestone in Transformation was TP live. In May 14, this had been set for 31 Jan 15. The De-RISK QBC analysis suggested May 15 was much more likely. In Sept 14, the analysis was updated due to scope changes and now it suggested that Nov 15-Jan 16 was now the most likely delivery window. The assumptions, captured (rigorously) as part of the analysis, were managed through via the normal ABCD governance procedures and Risk review Boards and resulted in pulling the delivery date back to Nov 15.\n\n&nbsp;\n\nIn each case the dates were changed collaboratively with the client’s client and, in the case of SCD, before the contract was signed. This led to the smoothest account start-up that anyone could remember.\n\n&nbsp;\n\n[blockquote text=''<em>The one thing we would do differently is to do a QBC analysis earlier" - Programme Manager</em>'' text_color='''' width=''100'' line_height=''undefined'' background_color='''' border_color='''' show_quote_icon=''no'' quote_icon_color=''''][/vc_column_text][/vc_column][/vc_row]', 'Global Financial Institution Outsourcing', '', 'inherit', 'open', 'open', '', '13209-autosave-v1', '', '', '2015-09-18 15:22:34', '2015-09-18 15:22:34', '', 13209, 'http://92.60.127.152/~derisk/13209-autosave-v1/', 0, 'revision', '', 0),
(13237, 1, '2015-09-18 16:36:00', '2015-09-18 16:36:00', '[vc_row row_type="row" type="grid" text_align="left" border_color="#eaeaea" padding_bottom="60" padding_top="60"][vc_column width="1/4"][vc_single_image image="12652" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][/vc_column][vc_column width="3/4"][vc_column_text]\r\n<h3>A unique approach</h3>\r\n[/vc_column_text][vc_column_text]Large-scale programmes fail due to inadequate risk management. De-Risk ABCD is probably the most effective Programme Risk Management methodology available in the world today. However, without an appropriate toolset to support the large scale multi-site programmes that are common place in this day and age, the methodology will struggle to deliver its promised benefits. Very often excellent new processes with inadequate tools are introduced into an organisation but then fail to embed over time and hence fade away.[/vc_column_text][vc_separator type="transparent" position="center" up="29" down="29"][/vc_column][/vc_row][vc_row row_type="row" type="full_width" text_align="center" background_color="#fbfbfb" padding_top="60" border_color="#eaeaea" css=".vc_custom_1433515265818{background-color: #fbfbfb !important;}"][vc_column width="1/1"][vc_column_text]\r\n<h2 style="text-align: center;">Assure Web-based Programme Risk Management Toolset</h2>\r\n[/vc_column_text][vc_separator type="transparent" position="center"][vc_column_text]\r\n<h5 style="text-align: center;"><span style="color: #777777;">Assure has been designed to operate on the SofTools E-learning and performance support platform.</span></h5>\r\n[/vc_column_text][vc_separator type="transparent" position="center"][layerslider_vc id="10"][/vc_column][vc_column][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_bottom="60" padding_top="60"][vc_column width="1/2"][vc_column_text]\r\n<h3><strong id="mf26">Total Support Environment</strong></h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="29" down="29"][vc_column_text]Assure has been designed to operate on the SofTools E-learning and performance support platform. It therefore supports far more than just ABCD functionality by providing integrated learning support and also Knowledge Management to facilitate process improvement.\r\n\r\nAssure has been designed to operate on the SofTools E-learning and performance support platform. It therefore supports far more than just ABCD functionality by providing integrated learning support and also Knowledge Management to facilitate process improvement.[/vc_column_text][/vc_column][vc_column width="1/2"][vc_column_text]\r\n<h3><strong id="mf34">Full ABCD Process/Functionality</strong></h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="29" down="29"][vc_column_text]Using simple browser based forms, the user can capture and share all risk-related data in real-time over as wide a network as is necessary. Conversely, administrators have complete control over data security at all levels from individual assumptions and risks through to reports and functionality.\r\n\r\nUsing simple browser based forms, the user can capture and share all risk-related data in real-time over as wide a network as is necessary. Conversely, administrators have complete control over data security at all levels from individual assumptions and risks through to reports and functionality.[/vc_column_text][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left"][vc_column width="1/3"][image_with_text image="12951" title="Key function 1"]Assure is also a true Programme Risk Management tool theoretically unlimited levels of projects can be supported in terms of hierarchy of risks and auto-escalation between levels.<br id="mf42" /><br id="mf43" />The tool is extremely flexible so that it can satisfy both corporate needs for standardisation and local needs for custom reports.[/image_with_text][/vc_column][vc_column width="1/3"][image_with_text title="Key function 2" image="12953"]Assure is also a true Programme Risk Management tool theoretically unlimited levels of projects can be supported in terms of hierarchy of risks and auto-escalation between levels.<br id="mf42" /><br id="mf43" />The tool is extremely flexible so that it can satisfy both corporate needs for standardisation and local needs for custom reports.[/image_with_text][/vc_column][vc_column width="1/3"][image_with_text title="Key function 3" image="12953"]Assure is also a true Programme Risk Management tool theoretically unlimited levels of projects can be supported in terms of hierarchy of risks and auto-escalation between levels.<br id="mf42" /><br id="mf43" />The tool is extremely flexible so that it can satisfy both corporate needs for standardisation and local needs for custom reports.[/image_with_text][/vc_column][/vc_row][vc_row][vc_column width="1/1"][vc_empty_space height="32px"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_bottom="60"][vc_column width="1/1"][action type="normal" show_button="yes" button_text="Yes please" button_link="http://92.60.127.152/~derisk/contact/"]\r\n<h2 style="color: ##00aeef;">Would you like to know more about risk management?</h2>\r\nWe are confident that just an initial call will provide enough information to create a new outlook regarding the impact of risk management on your business.[/action][/vc_column][/vc_row]', 'De-Risk analysis & administration tools', '', 'inherit', 'open', 'open', '', '12930-revision-v1', '', '', '2015-09-18 16:36:00', '2015-09-18 16:36:00', '', 12930, 'http://92.60.127.152/~derisk/12930-revision-v1/', 0, 'revision', '', 0),
(13238, 1, '2015-09-18 16:37:57', '2015-09-18 16:37:57', '<p>[vc_row row_type="row" type="grid" text_align="left" border_color="#eaeaea" padding_bottom="60" padding_top="60"][vc_column width="1/4"][vc_single_image image="12652" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][/vc_column][vc_column width="3/4"][vc_column_text]</p>\r\n<h3>A unique approach</h3>\r\n<p>[/vc_column_text][vc_column_text]Large-scale programmes fail due to inadequate risk management. De-Risk ABCD is probably the most effective Programme Risk Management methodology available in the world today. However, without an appropriate toolset to support the large scale multi-site programmes that are common place in this day and age, the methodology will struggle to deliver its promised benefits. Very often excellent new processes with inadequate tools are introduced into an organisation but then fail to embed over time and hence fade away.[/vc_column_text][vc_separator type="transparent" position="center" up="29" down="29"][/vc_column][/vc_row][vc_row row_type="row" type="full_width" text_align="center" background_color="#fbfbfb" padding_top="60" border_color="#eaeaea" css=".vc_custom_1433515265818{background-color: #fbfbfb !important;}"][vc_column width="1/1"][vc_column_text]</p>\r\n<h2 style="text-align: center;">Assure Web-based Programme Risk Management Toolset</h2>\r\n<p>[/vc_column_text][vc_separator type="transparent" position="center"][vc_column_text]</p>\r\n<h5 style="text-align: center;"><span style="color: #777777;">Assure has been designed to operate on the SofTools E-learning and performance support platform.</span></h5>\r\n<p>[/vc_column_text][vc_separator type="transparent" position="center"][layerslider_vc id="10"][/vc_column][vc_column][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_bottom="60" padding_top="60"][vc_column width="1/2"][vc_column_text]</p>\r\n<h3><strong id="mf26">Total Support Environment</strong></h3>\r\n<p>[/vc_column_text][vc_separator type="transparent" position="center" up="29" down="29"][vc_column_text]Assure has been designed to operate on the SofTools E-learning and performance support platform. It therefore supports far more than just ABCD functionality by providing integrated learning support and also Knowledge Management to facilitate process improvement.</p>\r\n<p>Assure has been designed to operate on the SofTools E-learning and performance support platform. It therefore supports far more than just ABCD functionality by providing integrated learning support and also Knowledge Management to facilitate process improvement.[/vc_column_text][/vc_column][vc_column width="1/2"][vc_column_text]</p>\r\n<h3><strong id="mf34">Full ABCD Process/Functionality</strong></h3>\r\n<p>[/vc_column_text][vc_separator type="transparent" position="center" up="29" down="29"][vc_column_text]Using simple browser based forms, the user can capture and share all risk-related data in real-time over as wide a network as is necessary. Conversely, administrators have complete control over data security at all levels from individual assumptions and risks through to reports and functionality.</p>\r\n<p>Using simple browser based forms, the user can capture and share all risk-related data in real-time over as wide a network as is necessary. Conversely, administrators have complete control over data security at all levels from individual assumptions and risks through to reports and functionality.[/vc_column_text][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left"][vc_column width="1/3"][image_with_text image="12951" title="Key function 1"]Assure is also a true Programme Risk Management tool theoretically unlimited levels of projects can be supported in terms of hierarchy of risks and auto-escalation between levels.<br id="mf42" /><br id="mf43" />The tool is extremely flexible so that it can satisfy both corporate needs for standardisation and local needs for custom reports.[/image_with_text][/vc_column][vc_column width="1/3"][image_with_text title="Key function 2" image="12953"]Assure is also a true Programme Risk Management tool theoretically unlimited levels of projects can be supported in terms of hierarchy of risks and auto-escalation between levels.<br id="mf42" /><br id="mf43" />The tool is extremely flexible so that it can satisfy both corporate needs for standardisation and local needs for custom reports.[/image_with_text][/vc_column][vc_column width="1/3"][image_with_text title="Key function 3" image="12953"]Assure is also a true Programme Risk Management tool theoretically unlimited levels of projects can be supported in terms of hierarchy of risks and auto-escalation between levels.<br id="mf42" /><br id="mf43" />The tool is extremely flexible so that it can satisfy both corporate needs for standardisation and local needs for custom reports.[/image_with_text][/vc_column][/vc_row][vc_row][vc_column width="1/1"][vc_empty_space height="32px"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_bottom="60"][vc_column width="1/1"][action type="normal" show_button="yes" button_text="Yes please" button_link="http://92.60.127.152/~derisk/contact/"]</p>\r\n<h2 style="color: ##00aeef;">Would you like to know more about risk management?</h2>\r\n<p>We are confident that just an initial call will provide enough information to create a new outlook regarding the impact of risk management on your business.[/action][/vc_column][/vc_row]</p>\r\n', 'De-Risk analysis & administration tools', '', 'inherit', 'open', 'open', '', '12930-revision-v1', '', '', '2015-09-18 16:37:57', '2015-09-18 16:37:57', '', 12930, 'http://92.60.127.152/~derisk/12930-revision-v1/', 0, 'revision', '', 0),
(13239, 1, '2015-09-18 17:53:12', '2015-09-18 17:53:12', '', 'infograpic', '', 'inherit', 'open', 'open', '', 'infograpic', '', '', '2015-09-18 17:53:28', '2015-09-18 17:53:28', '', 12811, 'http://92.60.127.152/~derisk/wp-content/uploads/2015/04/infograpic.jpg', 0, 'attachment', 'image/jpeg', 0),
(13240, 1, '2015-09-18 17:53:53', '2015-09-18 17:53:53', '[vc_row row_type="row" type="full_width" text_align="left" padding_bottom="60"][vc_column width="1/2"][vc_column_text]\r\n<h2><strong>So why is risk management so important?</strong></h2>\r\n[/vc_column_text][vc_column_text]\r\n\r\nIn this complex world, business is often done at sub-optimal levels. Complexity inevitably leads to risks and when these risks are realised as problems they will cost you time, money, reputation, future business and maybe even your job.\r\n\r\nMountaineers know how to manage risk. They don''t climb beyond their abilities without taking all the necessary safety measures, like a rope for example. So why do businesses often try to undertake new ventures, using new technology, on a scale never attempted before without a rope?\r\n\r\n&nbsp;\r\n\r\nRisk is inherent in every venture but it is inevitably high when you are pushing the limits. Risk is also entrepreneurial. If you don''t take enough risks in business you will not reap the rewards. However, if you do not manage those same risks effectively, the rewards will not materialise. Success comes through de-risking your ventures in a pro-active, ongoing way.\r\n\r\nBe sure to take a look at some of our case studies to see the level of positive impact risk management can have.[/vc_column_text][vc_separator type="transparent" position="center"][/vc_column][vc_column width="1/2"][vc_single_image image="13239" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][/vc_column][/vc_row][vc_row][vc_column width="1/1"][vc_tabs style="boxed"][vc_tab title="So how can you save money?" tab_id="7e6cf7d6-24bb-1"][vc_row_inner][vc_column_inner width="1/4"][vc_single_image image="9392" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][/vc_column_inner][vc_column_inner width="3/4"][vc_column_text]\r\n<h4>Complex businesses are inherently inefficient</h4>\r\n[/vc_column_text][vc_separator type="transparent" position="center"][vc_column_text]\r\n<ul>\r\n	<li>Less than 20% of all significant projects meet their original timescales, budget and/or objectives.</li>\r\n	<li>Millions of pounds are lost through inefficient business processes that are easily fixable if you know where to look</li>\r\n	<li>Companies are literally going out of business as they watch their strategy crumble before their eyes and markets shift direction</li>\r\n</ul>\r\n&nbsp;\r\n\r\nAll of the above are complicated, if not caused by dysfunctional relationships between management and their teams and are avoidable for an investment of just a tiny fraction of their potential impact.\r\n\r\nFor example, take a project of 30 people with an average daily resource cost of $400. For every day that project is delayed the budget will take a hit of $12,000. For every week of delay the cost goes up to $60,000 and a month will cost an extra $240,000.\r\n\r\nThis does not take account of lost benefits, customer dissatisfaction and loss of reputation which may cost future business, and projects of this size are often many months late.\r\n\r\n&nbsp;\r\n\r\nThe final real figure could amount to losses of many millions.\r\n\r\nWe de-risk your business by combining the latest high-value management consulting techniques with NLP (Neuro-Linguistic Programming). This powerful toolset has already delivered massive benefits to a wide cross-section of clients across the world.[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_tab][vc_tab title="Results guaranteed" tab_id="4df72cd3-0a1d-3"][vc_row_inner][vc_column_inner width="3/4"][vc_column_text]\r\n<h4>Delivering on clear objectives</h4>\r\n[/vc_column_text][vc_separator type="transparent" position="center"][vc_column_text]Clearly we cannot guarantee that you meet all your objectives - too many factors will be beyond our control. What we can guarantee is to meet an agreed set of objectives - and if we don''t deliver, you pay nothing. For example, you could specify our objectives in many ways, for example:\r\n\r\n&nbsp;\r\n<ul>\r\n	<li>Identifying critical risks that had been unidentified up to now</li>\r\n	<li>Setting up an effective Risk Management Governance process</li>\r\n	<li>Stopping the business committing to unachievable objectives</li>\r\n	<li>Ensuring that the strategy is sound in the current business environment</li>\r\n	<li>Acquiring a new competency in risk management for the future</li>\r\n	<li></li>\r\n</ul>\r\n...and ultimately you are liable to actually meet your declared objectives, on time and within budget.\r\n\r\n&nbsp;\r\n\r\nIn other words, you have nothing to lose by engaging us and everything to gain.\r\n\r\nAnd we don''t hang around! For example a cost or timescale QBC assessment could be completed in 2-3 days. Our mission is to add the maximum amount of value in the shortest time frame, transfer the essential knowledge and capabilities to your people and then move on. However, we are always available for ongoing coaching and support - both face-to-face and online.[/vc_column_text][/vc_column_inner][vc_column_inner width="1/4"][vc_single_image image="9392" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][/vc_column_inner][/vc_row_inner][/vc_tab][/vc_tabs][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="60" padding_bottom="60"][vc_column width="1/1"][action type="normal" show_button="yes" button_text="Yes please" button_link="http://92.60.127.152/~derisk/contact/"]\r\n<h2 style="color: ##00aeef;">Would you like to know more about risk management?</h2>\r\nWe are confident that just an initial call will provide enough information to create a new outlook regarding the impact of risk management on your business.[/action][/vc_column][/vc_row]', 'Why Risk Management', '', 'inherit', 'open', 'open', '', '12811-revision-v1', '', '', '2015-09-18 17:53:53', '2015-09-18 17:53:53', '', 12811, 'http://92.60.127.152/~derisk/12811-revision-v1/', 0, 'revision', '', 0);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(13241, 1, '2015-09-18 17:58:34', '2015-09-18 17:58:34', '[vc_row][vc_column][vc_column_text]call[/vc_column_text][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="85" padding_bottom="0" border_color="#eaeaea"][vc_column width="1/1"][vc_row_inner][vc_column_inner width="1/3"][icon_text box_type="icon_in_a_box" box_border="yes" icon="fa-search-plus" icon_type="circle" icon_size="fa-4x" icon_position="top" title="Clearly identify your risks" title_tag="h4" text="Learn new techniques that will allow you to identify your risks and express them clearly and efficiently." box_border_color="#eaeaea" icon_color="#333333" icon_background_color="#ffffff" box_background_color="#fbfbfb" custom_icon_size="40" icon_border_color="#eaeaea"][vc_separator type="transparent" position="center" up="60" down="0"][/vc_column_inner][vc_column_inner width="1/3"][icon_text box_type="icon_in_a_box" box_border="yes" icon="fa-eye" icon_type="circle" icon_size="fa-4x" icon_position="top" title="Visualise risk priorities" title_tag="h4" text="Introduce simple but effective visual risk profiling graphics that engage senior management." box_border_color="#eaeaea" icon_color="#333333" icon_background_color="#ffffff" box_background_color="#fbfbfb" custom_icon_size="40" icon_border_color="#eaeaea"][vc_separator type="transparent" position="center" up="60" down="0"][/vc_column_inner][vc_column_inner width="1/3"][icon_text box_type="icon_in_a_box" box_border="yes" icon="fa-money" icon_type="circle" icon_size="fa-4x" icon_position="top" title="Quantify financial impact" title_tag="h4" text="Discover how to quantify risks sufficiently to model uncertainty appropriately." box_border_color="#eaeaea" icon_color="#333333" icon_background_color="#ffffff" box_background_color="#fbfbfb" custom_icon_size="40" icon_border_color="#eaeaea"][vc_separator type="transparent" position="center" up="60" down="0"][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="36" anchor="tabs"][vc_column width="1/1"][vc_column_text]\r\n<h2 style="text-align: center;">3 key training objectives</h2>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="0"][vc_column_text]\r\n<h5 style="text-align: center;"><span style="color: #777777;">These elements set the foundation for risk management</span></h5>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="10" down="28"][vc_tabs interval="0" style="horizontal"][vc_tab title="Understanding the risk" tab_id="1389784488-1-821432221903844"][vc_row_inner][vc_column_inner width="1/2"][vc_column_text]\r\n<h3>Knowledge is key</h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="2"][vc_column_text]Despite utilising the latest Project Management techniques, most large, complex projects and programmes still do not meet their planned objectives either failing to deliver what was promised, sliding their timeframes or exceeding their budget or all three. Project Management techniques and tools are an essential part of delivering change but they are focused on measuring where the project has been and, at best, where it is now.[/vc_column_text][vc_separator type="transparent" position="center" up="15"][button icon_size="fa-lg" target="_self" font_weight="500" text="View More" link="#"][/vc_column_inner][vc_column_inner width="1/2"][vc_separator type="transparent" position="center" up="20"][vc_single_image image="12903" img_link_target="_self" qode_css_animation="element_from_right" img_size="full" border_color="grey" img_link_large=""][/vc_column_inner][/vc_row_inner][/vc_tab][vc_tab title="Risk management" tab_id="1390490659702-1-01432221903844"][vc_row_inner][vc_column_inner width="1/2"][vc_separator type="transparent" position="center" up="20"][vc_single_image image="12905" img_link_target="_self" qode_css_animation="element_from_left" img_size="full" border_color="grey" img_link_large=""][/vc_column_inner][vc_column_inner width="1/2"][vc_column_text]\r\n<h3>The latest approaches</h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="2"][vc_column_text]This training course looks at the latest approaches to managing risk that have proved highly successful in delivering many diverse and challenging projects including the world''s largest bank merger integration programme and the largest IT driven change programme in Europe.[/vc_column_text][vc_separator type="transparent" position="center" up="15"][button icon_size="fa-lg" target="_self" font_weight="500" text="View More" link="#"][/vc_column_inner][/vc_row_inner][/vc_tab][vc_tab title="Support" tab_id="1390490686274-2-51432221903844"][vc_row_inner][vc_column_inner width="1/2"][vc_column_text]\r\n<h3>Beyond training</h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="2"][vc_column_text]Lorem ipsum dolor sit amet, feugiat delicata liberavisse id cum, no quo maiorum intellegebat, liber regione eu sit. Mea cu case ludus integre, vide viderer eleifend ex mea. His at soluta regione diceret ebat, liber regione eu sit. His at soluta regione diceret ebat, liber regione eu sit. Mea cu case ludus integre, Lorem ipsum dolor sit amet, feugiat delicata liberavisse ispum listeringis.[/vc_column_text][vc_separator type="transparent" position="center" up="15"][button icon_size="fa-lg" target="_self" font_weight="500" text="View More" link="#"][/vc_column_inner][vc_column_inner width="1/2"][vc_separator type="transparent" position="center" up="20"][vc_single_image image="12906" img_link_target="_self" qode_css_animation="element_from_right" img_size="full" border_color="grey" img_link_large=""][/vc_column_inner][/vc_row_inner][/vc_tab][/vc_tabs][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" border_color="#eaeaea" padding_top="55" padding_bottom="0"][vc_column width="1/1"][vc_separator type="transparent" position="center" up="2" down="0"][vc_column_text]\r\n<h4><span class="toolbar_color_custom" style="color: #00aeef;">Who should attend and what will you learn?</span></h4>\r\n<p class="line-fit-content"><strong>Who should attend?</strong></p>\r\nProject and programme managers and anyone with a major stake in significant procurement projects, including IT, change, construction and outsourcing. The course assumes a basic level of project management experience but previous risk management experience is not required.\r\n\r\n&nbsp;\r\n<p class="line-fit-content"><strong>What will you learn?</strong></p>\r\nBy the end of the programme delegates will :\r\n<ul>\r\n	<li class="line-arrow">Understand project and programme risk management and the value it can bring</li>\r\n	<li class="line-arrow">Have an integrated methodology for the identification, prioritisation and mitigation of programme risks (ie ABCD)</li>\r\n</ul>\r\nThe course will be structured to be approximately one-third presentation, one-third practical exercises and one-third highly interactive group sessions. The course material will include a complete slide-pack and a copy of "Fast Track to Success - Risk Management" by Keith Baxter.\r\n\r\n&nbsp;\r\n<p class="line-fit-content"><strong>Benefits to the organisation</strong></p>\r\nOrganisations will benefit by their employees being able to deliver major projects and programmes on time, within budget and with greater certainty that business objectives will be met. In addition you will be confident that you are fully complying with the recommendations of ISO 31000, AS/NZS 4360 or any other local or audit driven risk management initiatives.\r\n\r\n&nbsp;\r\n\r\n<b>Risk Tools</b>\r\n\r\nThe Assure web-based tool will be used throughout the training course and will be available free of any licensing arrangements for 2 months following the course[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="12"][vc_separator type="transparent" position="center" up="10" down="12"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="65" padding_bottom="0" anchor="lists" border_color="#eaeaea"][vc_column width="1/1"][vc_column_text]\r\n<h2 style="text-align: center;">Key learning points</h2>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="0"][vc_column_text]\r\n<h5 style="text-align: center;">The course will teach you how to...</h5>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="30"][vc_row_inner][vc_column_inner width="1/2"][icon_list_item icon="fa-check-square-o" title="Clearly define the nature of project risk" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Understand the psychology of risk and risk management" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="See why and how traditional project management approaches fail" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Identify project risks in a specific and actionable way" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Manage risks (future problems) rather than issues (today''s problems)" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Link project objectives and plans to risks" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Use project assumptions as the key to identifying risks easily" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Analyse project assumptions for risk" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Use the communication of assumptions as the primary way of reducing risk" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][vc_separator type="transparent" position="center" up="60" down="0"][/vc_column_inner][vc_column_inner width="1/2"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Accurately prioritise risks for action and present visual risk profile summaries" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Ensure that actions are taken and followed through" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Spot when risk management approaches are not working effectively" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Understand the psychology behind risk and what makes people uncomfortable" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Spot when risk management approaches are not working effectively" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Extend risk management from a single project to a multi-project environment" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Quantify timescale and cost risk using ABCD Quality Based Costing (QBC)" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Use QBC Monte Carlo analysis to model cost and timescale uncertainty" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Establish the confidence levels in the project and how to improve them" title_color="#0a0a0a" title_size="13"][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row row_type="row" type="full_width" text_align="center" css=".vc_custom_1433511466746{padding-top: 150px !important;padding-bottom: 150px !important;background-image: url(http://92.60.127.152/~derisk/wp-content/uploads/2014/02/trainbann.jpg?id=12921) !important;}" background_image="12921" padding_top="150" padding_bottom="150"][vc_column width="1/1"][vc_row_inner row_type="row" use_as_box="" type="grid" text_align="center"][vc_column_inner width="1/1"][vc_custom_heading text="It''s time to empower your organisation" font_container="tag:h2|font_size:25px|text_align:center|color:%23ffffff" google_fonts="font_family:Arimo%3Aregular%2Citalic%2C700%2C700italic|font_style:400%20regular%3A400%3Anormal"][vc_separator type="transparent" position="center" up="20px" down="20px"][vc_column_text]\r\n<p style="color: #fff; font-size: 18px;">By evaluating your orgnaisations risks you will be in a position to quantify the outcomes of  projects</p>\r\n[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="50"][vc_column width="1/1"][testimonials type="standard" content_in_grid="0" category="training" number="2" author_image="yes" background_color="#ffffff"][/vc_column][/vc_row][vc_column width="1/1"][/vc_column]', 'Risk management training', '', 'inherit', 'open', 'open', '', '10215-revision-v1', '', '', '2015-09-18 17:58:34', '2015-09-18 17:58:34', '', 10215, 'http://92.60.127.152/~derisk/10215-revision-v1/', 0, 'revision', '', 0),
(13242, 1, '2015-09-21 05:36:23', '2015-09-21 05:36:23', '[vc_row][vc_column][vc_column_text]call[/vc_column_text][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="85" padding_bottom="0" border_color="#eaeaea"][vc_column width="1/1"][vc_row_inner][vc_column_inner width="1/3"][icon_text box_type="icon_in_a_box" box_border="yes" icon="fa-search-plus" icon_type="circle" icon_size="fa-4x" icon_position="top" title="Clearly identify your risks" title_tag="h4" text="Learn new techniques that will allow you to identify your risks and express them clearly and efficiently." box_border_color="#eaeaea" icon_color="#333333" icon_background_color="#ffffff" box_background_color="#fbfbfb" custom_icon_size="40" icon_border_color="#eaeaea"][vc_separator type="transparent" position="center" up="60" down="0"][/vc_column_inner][vc_column_inner width="1/3"][icon_text box_type="icon_in_a_box" box_border="yes" icon="fa-eye" icon_type="circle" icon_size="fa-4x" icon_position="top" title="Visualise risk priorities" title_tag="h4" text="Introduce simple but effective visual risk profiling graphics that engage senior management." box_border_color="#eaeaea" icon_color="#333333" icon_background_color="#ffffff" box_background_color="#fbfbfb" custom_icon_size="40" icon_border_color="#eaeaea"][vc_separator type="transparent" position="center" up="60" down="0"][/vc_column_inner][vc_column_inner width="1/3"][icon_text box_type="icon_in_a_box" box_border="yes" icon="fa-money" icon_type="circle" icon_size="fa-4x" icon_position="top" title="Quantify financial impact" title_tag="h4" text="Discover how to quantify risks sufficiently to model uncertainty appropriately." box_border_color="#eaeaea" icon_color="#333333" icon_background_color="#ffffff" box_background_color="#fbfbfb" custom_icon_size="40" icon_border_color="#eaeaea"][vc_separator type="transparent" position="center" up="60" down="0"][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="36" anchor="tabs"][vc_column width="1/1"][vc_column_text]\r\n<h2 style="text-align: center;">De-Risk Training</h2>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="0"][vc_column_text]\r\n<h5 style="text-align: center;"><span style="color: #777777;">A different way of training</span></h5>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="10" down="28"][vc_tabs interval="0" style="horizontal"][vc_tab title="Understanding the risk" tab_id="1389784488-1-821432221903844"][vc_row_inner][vc_column_inner width="1/2"][vc_column_text]\r\n<h3>Knowledge is key</h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="2"][vc_column_text]Despite utilising the latest Project Management techniques, most large, complex projects and programmes still do not meet their planned objectives either failing to deliver what was promised, sliding their timeframes or exceeding their budget or all three. Project Management techniques and tools are an essential part of delivering change but they are focused on measuring where the project has been and, at best, where it is now.[/vc_column_text][vc_separator type="transparent" position="center" up="15"][button icon_size="fa-lg" target="_self" font_weight="500" text="View More" link="#"][/vc_column_inner][vc_column_inner width="1/2"][vc_separator type="transparent" position="center" up="20"][vc_single_image image="12903" img_link_target="_self" qode_css_animation="element_from_right" img_size="full" border_color="grey" img_link_large=""][/vc_column_inner][/vc_row_inner][/vc_tab][vc_tab title="Risk management" tab_id="1390490659702-1-01432221903844"][vc_row_inner][vc_column_inner width="1/2"][vc_separator type="transparent" position="center" up="20"][vc_single_image image="12905" img_link_target="_self" qode_css_animation="element_from_left" img_size="full" border_color="grey" img_link_large=""][/vc_column_inner][vc_column_inner width="1/2"][vc_column_text]\r\n<h3>The latest approaches</h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="2"][vc_column_text]This training course looks at the latest approaches to managing risk that have proved highly successful in delivering many diverse and challenging projects including the world''s largest bank merger integration programme and the largest IT driven change programme in Europe.[/vc_column_text][vc_separator type="transparent" position="center" up="15"][button icon_size="fa-lg" target="_self" font_weight="500" text="View More" link="#"][/vc_column_inner][/vc_row_inner][/vc_tab][vc_tab title="Support" tab_id="1390490686274-2-51432221903844"][vc_row_inner][vc_column_inner width="1/2"][vc_column_text]\r\n<h3>Beyond training</h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="2"][vc_column_text]Lorem ipsum dolor sit amet, feugiat delicata liberavisse id cum, no quo maiorum intellegebat, liber regione eu sit. Mea cu case ludus integre, vide viderer eleifend ex mea. His at soluta regione diceret ebat, liber regione eu sit. His at soluta regione diceret ebat, liber regione eu sit. Mea cu case ludus integre, Lorem ipsum dolor sit amet, feugiat delicata liberavisse ispum listeringis.[/vc_column_text][vc_separator type="transparent" position="center" up="15"][button icon_size="fa-lg" target="_self" font_weight="500" text="View More" link="#"][/vc_column_inner][vc_column_inner width="1/2"][vc_separator type="transparent" position="center" up="20"][vc_single_image image="12906" img_link_target="_self" qode_css_animation="element_from_right" img_size="full" border_color="grey" img_link_large=""][/vc_column_inner][/vc_row_inner][/vc_tab][/vc_tabs][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" border_color="#eaeaea" padding_top="55" padding_bottom="0"][vc_column width="1/1"][vc_separator type="transparent" position="center" up="2" down="0"][vc_column_text]\r\n<h4><span class="toolbar_color_custom" style="color: #00aeef;">Who should attend and what will you learn?</span></h4>\r\n<p class="line-fit-content"><strong>Who should attend?</strong></p>\r\nProject and programme managers and anyone with a major stake in significant procurement projects, including IT, change, construction and outsourcing. The course assumes a basic level of project management experience but previous risk management experience is not required.\r\n\r\n&nbsp;\r\n<p class="line-fit-content"><strong>What will you learn?</strong></p>\r\nBy the end of the programme delegates will :\r\n<ul>\r\n	<li class="line-arrow">Understand project and programme risk management and the value it can bring</li>\r\n	<li class="line-arrow">Have an integrated methodology for the identification, prioritisation and mitigation of programme risks (ie ABCD)</li>\r\n</ul>\r\nThe course will be structured to be approximately one-third presentation, one-third practical exercises and one-third highly interactive group sessions. The course material will include a complete slide-pack and a copy of "Fast Track to Success - Risk Management" by Keith Baxter.\r\n\r\n&nbsp;\r\n<p class="line-fit-content"><strong>Benefits to the organisation</strong></p>\r\nOrganisations will benefit by their employees being able to deliver major projects and programmes on time, within budget and with greater certainty that business objectives will be met. In addition you will be confident that you are fully complying with the recommendations of ISO 31000, AS/NZS 4360 or any other local or audit driven risk management initiatives.\r\n\r\n&nbsp;\r\n\r\n<b>Risk Tools</b>\r\n\r\nThe Assure web-based tool will be used throughout the training course and will be available free of any licensing arrangements for 2 months following the course[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="12"][vc_separator type="transparent" position="center" up="10" down="12"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="65" padding_bottom="0" anchor="lists" border_color="#eaeaea"][vc_column width="1/1"][vc_column_text]\r\n<h2 style="text-align: center;">Key learning points</h2>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="0"][vc_column_text]\r\n<h5 style="text-align: center;">The course will teach you how to...</h5>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="30"][vc_row_inner][vc_column_inner width="1/2"][icon_list_item icon="fa-check-square-o" title="Clearly define the nature of project risk" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Understand the psychology of risk and risk management" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="See why and how traditional project management approaches fail" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Identify project risks in a specific and actionable way" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Manage risks (future problems) rather than issues (today''s problems)" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Link project objectives and plans to risks" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Use project assumptions as the key to identifying risks easily" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Analyse project assumptions for risk" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Use the communication of assumptions as the primary way of reducing risk" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][vc_separator type="transparent" position="center" up="60" down="0"][/vc_column_inner][vc_column_inner width="1/2"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Accurately prioritise risks for action and present visual risk profile summaries" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Ensure that actions are taken and followed through" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Spot when risk management approaches are not working effectively" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Understand the psychology behind risk and what makes people uncomfortable" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Spot when risk management approaches are not working effectively" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Extend risk management from a single project to a multi-project environment" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Quantify timescale and cost risk using ABCD Quality Based Costing (QBC)" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Use QBC Monte Carlo analysis to model cost and timescale uncertainty" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Establish the confidence levels in the project and how to improve them" title_color="#0a0a0a" title_size="13"][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row row_type="row" type="full_width" text_align="center" css=".vc_custom_1433511466746{padding-top: 150px !important;padding-bottom: 150px !important;background-image: url(http://92.60.127.152/~derisk/wp-content/uploads/2014/02/trainbann.jpg?id=12921) !important;}" background_image="12921" padding_top="150" padding_bottom="150"][vc_column width="1/1"][vc_row_inner row_type="row" use_as_box="" type="grid" text_align="center"][vc_column_inner width="1/1"][vc_custom_heading text="It''s time to empower your organisation" font_container="tag:h2|font_size:25px|text_align:center|color:%23ffffff" google_fonts="font_family:Arimo%3Aregular%2Citalic%2C700%2C700italic|font_style:400%20regular%3A400%3Anormal"][vc_separator type="transparent" position="center" up="20px" down="20px"][vc_column_text]\r\n<p style="color: #fff; font-size: 18px;">By evaluating your orgnaisations risks you will be in a position to quantify the outcomes of  projects</p>\r\n[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="50"][vc_column width="1/1"][testimonials type="standard" content_in_grid="0" category="training" number="2" author_image="yes" background_color="#ffffff"][/vc_column][/vc_row][vc_column width="1/1"][/vc_column]', 'Risk management training', '', 'inherit', 'open', 'open', '', '10215-revision-v1', '', '', '2015-09-21 05:36:23', '2015-09-21 05:36:23', '', 10215, 'http://92.60.127.152/~derisk/10215-revision-v1/', 0, 'revision', '', 0),
(13243, 1, '2015-09-21 05:37:40', '2015-09-21 05:37:40', '[vc_row][vc_column][vc_column_text]call[/vc_column_text][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="85" padding_bottom="0" border_color="#eaeaea"][vc_column width="1/1"][vc_row_inner][vc_column_inner width="1/3"][icon_text box_type="icon_in_a_box" box_border="yes" icon="fa-search-plus" icon_type="circle" icon_size="fa-4x" icon_position="top" title="Clearly identify your risks" title_tag="h4" text="Learn new techniques that will allow you to identify your risks and express them clearly and efficiently." box_border_color="#eaeaea" icon_color="#333333" icon_background_color="#ffffff" box_background_color="#fbfbfb" custom_icon_size="40" icon_border_color="#eaeaea"][vc_separator type="transparent" position="center" up="60" down="0"][/vc_column_inner][vc_column_inner width="1/3"][icon_text box_type="icon_in_a_box" box_border="yes" icon="fa-eye" icon_type="circle" icon_size="fa-4x" icon_position="top" title="Visualise risk priorities" title_tag="h4" text="Introduce simple but effective visual risk profiling graphics that engage senior management." box_border_color="#eaeaea" icon_color="#333333" icon_background_color="#ffffff" box_background_color="#fbfbfb" custom_icon_size="40" icon_border_color="#eaeaea"][vc_separator type="transparent" position="center" up="60" down="0"][/vc_column_inner][vc_column_inner width="1/3"][icon_text box_type="icon_in_a_box" box_border="yes" icon="fa-money" icon_type="circle" icon_size="fa-4x" icon_position="top" title="Quantify financial impact" title_tag="h4" text="Discover how to quantify risks sufficiently to model uncertainty appropriately." box_border_color="#eaeaea" icon_color="#333333" icon_background_color="#ffffff" box_background_color="#fbfbfb" custom_icon_size="40" icon_border_color="#eaeaea"][vc_separator type="transparent" position="center" up="60" down="0"][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="36" anchor="tabs"][vc_column width="1/1"][vc_column_text]\r\n<h2 style="text-align: center;">De-Risk Training</h2>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="0"][vc_column_text]\r\n<h5 style="text-align: center;"><span style="color: #777777;">A different way of training</span></h5>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="10" down="28"][vc_tabs interval="0" style="horizontal"][vc_tab title="The Problem" tab_id="1389784488-1-821432221903844"][vc_row_inner][vc_column_inner width="1/2"][vc_column_text]\r\n<h3>Knowledge is key</h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="2"][vc_column_text]Despite utilising the latest Project Management techniques, most large, complex projects and programmes still do not meet their planned objectives either failing to deliver what was promised, sliding their timeframes or exceeding their budget or all three. Project Management techniques and tools are an essential part of delivering change but they are focused on measuring where the project has been and, at best, where it is now.[/vc_column_text][vc_separator type="transparent" position="center" up="15"][button icon_size="fa-lg" target="_self" font_weight="500" text="View More" link="#"][/vc_column_inner][vc_column_inner width="1/2"][vc_separator type="transparent" position="center" up="20"][vc_single_image image="12903" img_link_target="_self" qode_css_animation="element_from_right" img_size="full" border_color="grey" img_link_large=""][/vc_column_inner][/vc_row_inner][/vc_tab][vc_tab title="The Solution" tab_id="1390490659702-1-01432221903844"][vc_row_inner][vc_column_inner width="1/2"][vc_separator type="transparent" position="center" up="20"][vc_single_image image="12905" img_link_target="_self" qode_css_animation="element_from_left" img_size="full" border_color="grey" img_link_large=""][/vc_column_inner][vc_column_inner width="1/2"][vc_column_text]\r\n<h3>The latest approaches</h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="2"][vc_column_text]This training course looks at the latest approaches to managing risk that have proved highly successful in delivering many diverse and challenging projects including the world''s largest bank merger integration programme and the largest IT driven change programme in Europe.[/vc_column_text][vc_separator type="transparent" position="center" up="15"][button icon_size="fa-lg" target="_self" font_weight="500" text="View More" link="#"][/vc_column_inner][/vc_row_inner][/vc_tab][vc_tab title="Benefits" tab_id="1390490686274-2-51432221903844"][vc_row_inner][vc_column_inner width="1/2"][vc_column_text]\r\n<h3>Beyond training</h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="2"][vc_column_text]Lorem ipsum dolor sit amet, feugiat delicata liberavisse id cum, no quo maiorum intellegebat, liber regione eu sit. Mea cu case ludus integre, vide viderer eleifend ex mea. His at soluta regione diceret ebat, liber regione eu sit. His at soluta regione diceret ebat, liber regione eu sit. Mea cu case ludus integre, Lorem ipsum dolor sit amet, feugiat delicata liberavisse ispum listeringis.[/vc_column_text][vc_separator type="transparent" position="center" up="15"][button icon_size="fa-lg" target="_self" font_weight="500" text="View More" link="#"][/vc_column_inner][vc_column_inner width="1/2"][vc_separator type="transparent" position="center" up="20"][vc_single_image image="12906" img_link_target="_self" qode_css_animation="element_from_right" img_size="full" border_color="grey" img_link_large=""][/vc_column_inner][/vc_row_inner][/vc_tab][/vc_tabs][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" border_color="#eaeaea" padding_top="55" padding_bottom="0"][vc_column width="1/1"][vc_separator type="transparent" position="center" up="2" down="0"][vc_column_text]\r\n<h4><span class="toolbar_color_custom" style="color: #00aeef;">Who should attend and what will you learn?</span></h4>\r\n<p class="line-fit-content"><strong>Who should attend?</strong></p>\r\nProject and programme managers and anyone with a major stake in significant procurement projects, including IT, change, construction and outsourcing. The course assumes a basic level of project management experience but previous risk management experience is not required.\r\n\r\n&nbsp;\r\n<p class="line-fit-content"><strong>What will you learn?</strong></p>\r\nBy the end of the programme delegates will :\r\n<ul>\r\n	<li class="line-arrow">Understand project and programme risk management and the value it can bring</li>\r\n	<li class="line-arrow">Have an integrated methodology for the identification, prioritisation and mitigation of programme risks (ie ABCD)</li>\r\n</ul>\r\nThe course will be structured to be approximately one-third presentation, one-third practical exercises and one-third highly interactive group sessions. The course material will include a complete slide-pack and a copy of "Fast Track to Success - Risk Management" by Keith Baxter.\r\n\r\n&nbsp;\r\n<p class="line-fit-content"><strong>Benefits to the organisation</strong></p>\r\nOrganisations will benefit by their employees being able to deliver major projects and programmes on time, within budget and with greater certainty that business objectives will be met. In addition you will be confident that you are fully complying with the recommendations of ISO 31000, AS/NZS 4360 or any other local or audit driven risk management initiatives.\r\n\r\n&nbsp;\r\n\r\n<b>Risk Tools</b>\r\n\r\nThe Assure web-based tool will be used throughout the training course and will be available free of any licensing arrangements for 2 months following the course[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="12"][vc_separator type="transparent" position="center" up="10" down="12"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="65" padding_bottom="0" anchor="lists" border_color="#eaeaea"][vc_column width="1/1"][vc_column_text]\r\n<h2 style="text-align: center;">Key learning points</h2>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="0"][vc_column_text]\r\n<h5 style="text-align: center;">The course will teach you how to...</h5>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="30"][vc_row_inner][vc_column_inner width="1/2"][icon_list_item icon="fa-check-square-o" title="Clearly define the nature of project risk" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Understand the psychology of risk and risk management" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="See why and how traditional project management approaches fail" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Identify project risks in a specific and actionable way" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Manage risks (future problems) rather than issues (today''s problems)" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Link project objectives and plans to risks" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Use project assumptions as the key to identifying risks easily" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Analyse project assumptions for risk" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][icon_list_item icon="fa-check-square-o" title="Use the communication of assumptions as the primary way of reducing risk" icon_background_color="#ffffff" icon_type="circle" title_size="13" title_color="#333333"][vc_separator type="transparent" position="center" up="60" down="0"][/vc_column_inner][vc_column_inner width="1/2"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Accurately prioritise risks for action and present visual risk profile summaries" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Ensure that actions are taken and followed through" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Spot when risk management approaches are not working effectively" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Understand the psychology behind risk and what makes people uncomfortable" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Spot when risk management approaches are not working effectively" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Extend risk management from a single project to a multi-project environment" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Quantify timescale and cost risk using ABCD Quality Based Costing (QBC)" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Use QBC Monte Carlo analysis to model cost and timescale uncertainty" title_color="#0a0a0a" title_size="13"][icon_list_item icon="fa-check-square-o" icon_type="circle" title="Establish the confidence levels in the project and how to improve them" title_color="#0a0a0a" title_size="13"][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row row_type="row" type="full_width" text_align="center" css=".vc_custom_1433511466746{padding-top: 150px !important;padding-bottom: 150px !important;background-image: url(http://92.60.127.152/~derisk/wp-content/uploads/2014/02/trainbann.jpg?id=12921) !important;}" background_image="12921" padding_top="150" padding_bottom="150"][vc_column width="1/1"][vc_row_inner row_type="row" use_as_box="" type="grid" text_align="center"][vc_column_inner width="1/1"][vc_custom_heading text="It''s time to empower your organisation" font_container="tag:h2|font_size:25px|text_align:center|color:%23ffffff" google_fonts="font_family:Arimo%3Aregular%2Citalic%2C700%2C700italic|font_style:400%20regular%3A400%3Anormal"][vc_separator type="transparent" position="center" up="20px" down="20px"][vc_column_text]\r\n<p style="color: #fff; font-size: 18px;">By evaluating your orgnaisations risks you will be in a position to quantify the outcomes of  projects</p>\r\n[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="50"][vc_column width="1/1"][testimonials type="standard" content_in_grid="0" category="training" number="2" author_image="yes" background_color="#ffffff"][/vc_column][/vc_row][vc_column width="1/1"][/vc_column]', 'Risk management training', '', 'inherit', 'open', 'open', '', '10215-revision-v1', '', '', '2015-09-21 05:37:40', '2015-09-21 05:37:40', '', 10215, 'http://92.60.127.152/~derisk/10215-revision-v1/', 0, 'revision', '', 0);


INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(13257, 1, '2015-09-21 06:10:42', '2015-09-21 06:10:42', '[vc_row row_type="row" type="grid" text_align="left" padding_top="46" padding_bottom="4" border_color="#eaeaea" anchor="services"][vc_column width="1/3"][icon_text box_type="normal" box_border="no" icon="fa-line-chart" icon_type="normal" icon_size="fa-2x" icon_position="left" title="Why you need us?" text="You are in charge of a large, complex programme or project, the delivery of which is strategically crucial to your organisation. It may be the delivery milestones that worry you or the likelihood that the benefits to the business will ultimately be realised." link="http://www.de-risk.com/about-derisk" target="_self" link_text="Read more" custom_icon_size="28" icon_color="#333333" icon_background_color="#f6f6f6" title_tag="h4"][vc_separator type="transparent" position="center" up="20" down="0"][/vc_column][vc_column width="1/3"][icon_text box_type="normal" box_border="no" icon="fa-paper-plane" icon_type="normal" icon_size="fa-lg" icon_position="left" title="ABCD Risk Management" text="Assumption Based Communication Dynamics (ABCD) is essentially a formal methodology that enables the capture of differing knowledge and viewpoints from stakeholders, in a form that facilitates communication of issues, " link="http://www.de-risk.com/abcd-risk-management/ " target="_self" link_text="Read More" custom_icon_size="28" icon_color="#333333" icon_background_color="#f6f6f6" title_tag="h4"][vc_separator type="transparent" position="center" up="20" down="0"][/vc_column][vc_column width="1/3"][icon_text box_type="normal" box_border="no" icon="fa-comments" icon_type="normal" icon_size="fa-2x" icon_position="left" title="Quality Based Costing" text="Applying risk management to an ongoing programme to ``rescue it`` is quite a common occurrence. But the problem is that the programme has already gone wrong" link="http://www.de-risk.com/quality-based-costing/" target="_self" link_text="Read More" custom_icon_size="28" icon_color="#333333" icon_background_color="#f6f6f6" title_tag="h4"][vc_separator type="transparent" position="center" up="20" down="0"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="51" padding_bottom="0" border_color="#eaeaea" background_color="#fbfbfb" anchor="products"][vc_column width="1/1"][vc_column_text]\r\n<h2 style="text-align: center;">An overview from M.D Keith Baxter</h2>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="0"][vc_column_text]\r\n<h5 style="text-align: center;"><span style="color: #777777;">Video coming soon</span></h5>\r\n[/vc_column_text][layerslider_vc id="6"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="51" padding_bottom="80" border_color="#ffffff" background_color="#ffffff" anchor="products"][vc_column width="1/1"][vc_column_text]\r\n<h2 style="text-align: center;">The latest company &amp; industry news from our blog</h2>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="0"][vc_column_text]\r\n<h5 style="text-align: center;"><span style="color: #777777;">Success comes through de-risking your ventures.</span></h5>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="10px" down="10px"][latest_post type="boxes" number_of_colums="3" order_by="title" order="ASC" display_category="1" display_time="1" display_comments="0" display_like="0" display_share="0" text_length="150"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" video="show_video" video_webm="http://92.60.127.152/~derisk/wp-content/uploads/2014/02/strata-video-section.webm" padding_bottom="70" padding_top="68" video_overlay="show_video_overlay" video_mp4="http://92.60.127.152/~derisk/wp-content/uploads/2014/02/strata-video-section.mp4" video_ogv="http://92.60.127.152/~derisk/wp-content/uploads/2014/02/strata-video-section.ogg" video_image="11921"][vc_column width="1/1"][vc_row_inner row_type="row" type="full_width" text_align="center" css_animation="element_from_bottom" transition_delay="0.2"][vc_column_inner width="1/1"][custom_font font_family="Roboto" font_size="25" line_height="55" font_style="normal" text_align="center" font_weight="300" text_decoration="none" text_shadow="yes" padding="0" margin="0" color="#ffffff"]\r\n<p class="p1">We would love to discuss your organisations next strategic project</p>\r\n[/custom_font][custom_font font_family="Roboto" font_size="45" line_height="55" font_style="normal" text_align="center" font_weight="300" text_decoration="none" text_shadow="yes" padding="0" margin="0" color="#ffffff"]We GUARANTEE you will find a brief discussion highly valuable[/custom_font][/vc_column_inner][/vc_row_inner][vc_separator type="transparent" position="center" up="3" down="0"][vc_row_inner row_type="row" type="full_width" text_align="center" css_animation="element_from_bottom" transition_delay="0.6" padding_top="12"][vc_column_inner width="1/1"][button icon_size="fa-lg" target="_self" font_weight="500" text="Request a call-back" link="http://www.de-risk.com/contact/" color="#ffffff" top_gradient_color="#ea9312" bottom_gradient_color="#ea9312" border_color="#ea9312"][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="56" border_color="#ebebeb" padding_bottom="60" anchor="clients"][vc_column width="1/1"][qode_carousel carousel="home-carousel-2" control_style="light"][/vc_column][/vc_row]', 'Home', '', 'inherit', 'open', 'open', '', '8904-revision-v1', '', '', '2015-09-21 06:10:42', '2015-09-21 06:10:42', '', 8904, 'http://92.60.127.152/~derisk/8904-revision-v1/', 0, 'revision', '', 0),
(13258, 1, '2015-09-21 06:15:52', '2015-09-21 06:15:52', '[vc_row row_type="row" type="full_width" text_align="left" padding_bottom="60"][vc_column width="1/2"][vc_column_text]\r\n<h2><strong>So why is risk management so important?</strong></h2>\r\n[/vc_column_text][vc_column_text]\r\n\r\nIn this complex world, business is often done at sub-optimal levels. Complexity inevitably leads to risks and when these risks are realised as problems they will cost you time, money, reputation, future business and maybe even your job.\r\n\r\nMountaineers know how to manage risk. They don''t climb beyond their abilities without taking all the necessary safety measures, like a rope for example. So why do businesses often try to undertake new ventures, using new technology, on a scale never attempted before without a rope?\r\n\r\n&nbsp;\r\n\r\nRisk is inherent in every venture but it is inevitably high when you are pushing the limits. Risk is also entrepreneurial. If you don''t take enough risks in business you will not reap the rewards. However, if you do not manage those same risks effectively, the rewards will not materialise. Success comes through de-risking your ventures in a pro-active, ongoing way.\r\n\r\nBe sure to take a look at some of our case studies to see the level of positive impact risk management can have.[/vc_column_text][vc_separator type="transparent" position="center"][/vc_column][vc_column width="1/2"][vc_single_image image="13239" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][/vc_column][/vc_row][vc_row][vc_column width="1/1"][vc_tabs style="boxed"][vc_tab title="So how can you save money?" tab_id="7e6cf7d6-24bb-1"][vc_row_inner][vc_column_inner width="1/4"][vc_single_image image="9392" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][/vc_column_inner][vc_column_inner width="3/4"][vc_column_text]\r\n<h4>Complex businesses are inherently inefficient</h4>\r\n[/vc_column_text][vc_separator type="transparent" position="center"][vc_column_text]\r\n<ul>\r\n	<li>Less than 20% of all significant projects meet their original timescales, budget and/or objectives.</li>\r\n	<li>Millions of pounds are lost through inefficient business processes that are easily fixable if you know where to look</li>\r\n	<li>Companies are literally going out of business as they watch their strategy crumble before their eyes and markets shift direction</li>\r\n</ul>\r\n&nbsp;\r\n\r\nAll of the above are complicated, if not caused by dysfunctional relationships between management and their teams and are avoidable for an investment of just a tiny fraction of their potential impact.\r\n\r\nFor example, take a project of 30 people with an average daily resource cost of $400. For every day that project is delayed the budget will take a hit of $12,000. For every week of delay the cost goes up to $60,000 and a month will cost an extra $240,000.\r\n\r\nThis does not take account of lost benefits, customer dissatisfaction and loss of reputation which may cost future business, and projects of this size are often many months late.\r\n\r\n&nbsp;\r\n\r\nThe final real figure could amount to losses of many millions.\r\n\r\nWe de-risk your business by combining the latest high-value management consulting techniques with NLP (Neuro-Linguistic Programming). This powerful toolset has already delivered massive benefits to a wide cross-section of clients across the world.[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_tab][vc_tab title="Results guaranteed" tab_id="4df72cd3-0a1d-3"][vc_row_inner][vc_column_inner width="3/4"][vc_column_text]\r\n<h4>Delivering on clear objectives</h4>\r\n[/vc_column_text][vc_separator type="transparent" position="center"][vc_column_text]Clearly we cannot guarantee that you meet all your objectives - too many factors will be beyond our control. What we can guarantee is to meet an agreed set of objectives - and if we don''t deliver, you pay nothing. For example, you could specify our objectives in many ways, for example:\r\n\r\n&nbsp;\r\n<ul>\r\n	<li>Identifying critical risks that had been unidentified up to now</li>\r\n	<li>Setting up an effective Risk Management Governance process</li>\r\n	<li>Stopping the business committing to unachievable objectives</li>\r\n	<li>Ensuring that the strategy is sound in the current business environment</li>\r\n	<li>Acquiring a new competency in risk management for the future</li>\r\n	<li></li>\r\n</ul>\r\n...and ultimately you are liable to actually meet your declared objectives, on time and within budget.\r\n\r\n&nbsp;\r\n\r\nIn other words, you have nothing to lose by engaging us and everything to gain.\r\n\r\nAnd we don''t hang around! For example a cost or timescale QBC assessment could be completed in 2-3 days. Our mission is to add the maximum amount of value in the shortest time frame, transfer the essential knowledge and capabilities to your people and then move on. However, we are always available for ongoing coaching and support - both face-to-face and online.[/vc_column_text][/vc_column_inner][vc_column_inner width="1/4"][vc_single_image image="9392" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][/vc_column_inner][/vc_row_inner][/vc_tab][/vc_tabs][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="60" padding_bottom="60"][vc_column width="1/1"][action type="normal" show_button="yes" button_text="Yes please" button_link="http://www.de-risk.com/contact/"]\r\n<h2 style="color: ##00aeef;">Would you like to know more about risk management?</h2>\r\nWe are confident that just an initial call will provide enough information to create a new outlook regarding the impact of risk management on your business.[/action][/vc_column][/vc_row]', 'Why Risk Management', '', 'inherit', 'open', 'open', '', '12811-revision-v1', '', '', '2015-09-21 06:15:52', '2015-09-21 06:15:52', '', 12811, 'http://92.60.127.152/~derisk/12811-revision-v1/', 0, 'revision', '', 0),
(13259, 1, '2015-09-21 06:16:43', '2015-09-21 06:16:43', '[vc_row row_type="row" type="full_width" text_align="left" padding_bottom="60"][vc_column width="1/1"][vc_column_text el_class="h3"]\r\n<h3>What is Enterprise Risk Management?</h3>\r\n<p id="mf21">You can deliver on time, to budget and meet all your declared objectives, but if your overall strategy is proved incorrect, the business venture will be deemed a failure.</p>\r\n<p id="mf22">Having the wrong strategy is like making terrific progress down a path only to find that it''s the wrong path. So what is the right path?</p>\r\n<p id="mf23">The right path can only be defined against the changing world with its changing priorities, preferences and tastes. This means that your strategy will require regular testing against the dynamics of the marketplace.</p>\r\n&nbsp;\r\n<p id="mf24"> <strong id="mf25">What are the benefits of applying ERM?</strong></p>\r\n<p id="mf26" class="line-fit-content"><strong id="mf27"></strong>The key benefits that should be realised from applying effective ERM are improving both short term and long term profitability and performance by:</p>\r\n\r\n<ul id="mf28">\r\n	<li id="mf29" class="line-arrow"><span id="mf30" class="line-arrow">Avoiding costly mistakes by capturing and managing risks to key projects and operational processes</span></li>\r\n	<li id="mf31" class="line-arrow">Validating strategy by checking that all key stakeholders are on the same page with strategic priorities</li>\r\n	<li id="mf32" class="line-arrow">Improved operational effectiveness through the adoption of a systematic and structured approach</li>\r\n	<li id="mf33" class="line-arrow">Building relationships by increasing confidence of stakeholders/clients</li>\r\n	<li id="mf34" class="line-arrow">Preserving reputation by avoiding corporate disasters and associated publicity</li>\r\n	<li id="mf35" class="line-arrow-last">Anticipating market trends by ensuring that key market assumptions remain valid</li>\r\n</ul>\r\n<h3> <strong id="mf25">What are the challenges?</strong></h3>\r\n<p id="mf39">Few organisations have implemented ERM effectively why is this?</p>\r\n\r\n<ul id="mf40">\r\n	<li id="mf41" class="line-arrow">Quantification is difficult/impossible some risks (eg financial, contractual) are easy to quantify whilst others are virtually impossible (eg quality, reputational). Therefore when organisations attempt to quantify the total risk to the business they tend mix good quality data with poor quality data and therefore dilute the value of the conclusions.</li>\r\n	<li id="mf42" class="line-arrow">Prioritising enterprise risks is difficult when it comes to comparing risks from different parts of the organisation, it can be like comparing apples with oranges. This is because objectives are often not clear or prioritised across the enterprise.</li>\r\n	<li id="mf43" class="line-arrow">Risk processes are not consistent across teams leading to differing focus, analysis, prioritisation and management approaches. Again this makes it impossible to build a consistent picture of risks across the enterprise</li>\r\n	<li id="mf44" class="line-arrow">Risk tools are not supported by effective process very often, software tools are the first attempt by an organisation to provide some consistency. If these are not backed up by an effective risk process, the effect can be one of GIGO - Garbage In Garbage Out as poor quality data is captured, analysed and then held up as a high quality result</li>\r\n</ul>\r\n&nbsp;\r\n\r\nERM - The Quantitative Model\r\n\r\nIt will never be possible to achieve high quality quantification across all types of business risk. However, where it is necessary to calculate total risk exposure, a simple model that will allow quantified risks to be combined is shown below.\r\n\r\n<a href="http://92.60.127.152/~derisk/wp-content/uploads/2015/08/1.jpg"><img class=" size-full wp-image-13089 aligncenter" src="http://92.60.127.152/~derisk/wp-content/uploads/2015/08/1.jpg" alt="Quantitative model" width="309" height="282" /></a>\r\n\r\n&nbsp;\r\n<p id="mf52">Risks that can be readily quantified include all types of financial risks eg credit risk, interest rate risk, market risk etc. Indeed, this is the extent of "enterprise" risk management for many organisations. Even in these areas of risk, there can be enormous uncertainty surrounding the data. However, it is important to remember that<strong id="mf54"> you don''t need to quantify risk in order to manage it</strong> - but you do need to measure risks in order to prioritise appropriately and this can be done qualitatively.</p>\r\n<p id="mf58" class="line-fit-content"><strong id="mf59">ERM – the Qualitative Model</strong></p>\r\n<p id="mf60">This is a simplification of the Total RM framework with the financial risk element removed. This is not to suggest that financial risk should be ignored - far from it -but it is meant to imply that that financial risks should continue to be identified, quantified and managed using established processes and tools. All other risks should be evaluated qualitatively and only quantified on an exception basis i.e. where this can be justified by the quality of the available data and there is a clear need to have a quantified result.</p>\r\n<p id="mf61">The elements of the ERM model are:</p>\r\n<p id="mf62"><strong id="mf63">Strategic Risk Management</strong> – There is no point delivering products and projects on time and budget if the market no longer wants them. Thus it is imperative to identify strategic assumptions and risks as the highest priority. The prerequisite of identifying strategic risk is that the strategy of the business is captured and communicated around all senior stakeholders.</p>\r\n<p id="mf64"><strong id="mf65">Operational Risk Management</strong> – These are the risks to the ongoing processes in the business (eg the risk that a production line will stop). Often operational risks are relatively easy to identify as the processes are well established and staffed by experienced personnel. Many organisations include their projects under "Operational risk" but this is often not a good idea.</p>\r\n<p id="mf66"><strong id="mf67">Programme/Project Risk Management </strong>– These are the risks that a project will fail to deliver (eg a new product/over budget/late etc). Project risks are more difficult to identify than operational risks as projects are, by definition, trying to introduce something new to the organisation. Risks within major change programmes are the most difficult of all to identify/prioritise/manage due to the programme complexity which makes it difficult to "see the wood from the trees".</p>\r\n<p id="mf68"><strong id="mf69">Transformation Risk Management</strong> – Projects and programmes that result in significant change (such as new product development, mergers and acquisitions will "transform" the current business. This is often when the business is exposed to most risk as the pressures increase the risk to both the current operations and the projects trying to transform them. For organisational purposes, Transformation Risk is often treated as part of the Programme/Project Risk</p>\r\n<p id="mf70"><strong id="mf71">Contingency Planning</strong> – Strictly speaking, this is not "risk management" ie risk management is about stopping risks occurring (pro-active) whereas contingency planning relates to what to do if the risk impacts (re-active). However, this is an essential part of any ERM system as business continuity is paramount for any organisation.</p>\r\n<p id="mf72">The <strong id="mf73">ABCD risk management process </strong>can be used for all elements of the ERM process ie all risk assessment is based on capturing and analysing key assumptions.</p>\r\n<p id="mf74">The <strong id="mf75">ABCD Quality Based Costing</strong> technique can be used to make quantitative analysis as accurate as possible ie by weighting "good quality" data more than "poor quality" data.</p>\r\n<p id="mf76">The <strong id="mf77">Assure</strong> web-based toolset is the most effective way of embedding the ERM process into the business. Assure is the only toolset commercially available that has built-in prioritisation and escalation rules that ensure true enterprise risk management.</p>\r\n[/vc_column_text][vc_separator type="transparent" position="center"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="60" padding_bottom="60"][vc_column width="1/1"][action type="normal" show_button="yes" button_text="Yes please" button_link="http://92.60.127.152/~derisk/contact/"]\r\n<h2 style="color: ##00aeef;">Would you like to know more about risk management?</h2>\r\nWe are confident that just an initial call will provide enough information to create a new outlook regarding the impact of risk management on your business.[/action][/vc_column][/vc_row]', 'Enterprise Risk Management', '', 'inherit', 'open', 'open', '', '13082-revision-v1', '', '', '2015-09-21 06:16:43', '2015-09-21 06:16:43', '', 13082, 'http://92.60.127.152/~derisk/13082-revision-v1/', 0, 'revision', '', 0),
(13260, 1, '2015-09-21 06:17:04', '2015-09-21 06:17:04', '[vc_row row_type="row" type="full_width" text_align="left" padding_bottom="60"][vc_column width="1/1"][vc_column_text el_class="h3"]\r\n<h3>What is Enterprise Risk Management?</h3>\r\n<p id="mf21">You can deliver on time, to budget and meet all your declared objectives, but if your overall strategy is proved incorrect, the business venture will be deemed a failure.</p>\r\n<p id="mf22">Having the wrong strategy is like making terrific progress down a path only to find that it''s the wrong path. So what is the right path?</p>\r\n<p id="mf23">The right path can only be defined against the changing world with its changing priorities, preferences and tastes. This means that your strategy will require regular testing against the dynamics of the marketplace.</p>\r\n&nbsp;\r\n<p id="mf24"> <strong id="mf25">What are the benefits of applying ERM?</strong></p>\r\n<p id="mf26" class="line-fit-content"><strong id="mf27"></strong>The key benefits that should be realised from applying effective ERM are improving both short term and long term profitability and performance by:</p>\r\n\r\n<ul id="mf28">\r\n	<li id="mf29" class="line-arrow"><span id="mf30" class="line-arrow">Avoiding costly mistakes by capturing and managing risks to key projects and operational processes</span></li>\r\n	<li id="mf31" class="line-arrow">Validating strategy by checking that all key stakeholders are on the same page with strategic priorities</li>\r\n	<li id="mf32" class="line-arrow">Improved operational effectiveness through the adoption of a systematic and structured approach</li>\r\n	<li id="mf33" class="line-arrow">Building relationships by increasing confidence of stakeholders/clients</li>\r\n	<li id="mf34" class="line-arrow">Preserving reputation by avoiding corporate disasters and associated publicity</li>\r\n	<li id="mf35" class="line-arrow-last">Anticipating market trends by ensuring that key market assumptions remain valid</li>\r\n</ul>\r\n<h3> <strong id="mf25">What are the challenges?</strong></h3>\r\n<p id="mf39">Few organisations have implemented ERM effectively why is this?</p>\r\n\r\n<ul id="mf40">\r\n	<li id="mf41" class="line-arrow">Quantification is difficult/impossible some risks (eg financial, contractual) are easy to quantify whilst others are virtually impossible (eg quality, reputational). Therefore when organisations attempt to quantify the total risk to the business they tend mix good quality data with poor quality data and therefore dilute the value of the conclusions.</li>\r\n	<li id="mf42" class="line-arrow">Prioritising enterprise risks is difficult when it comes to comparing risks from different parts of the organisation, it can be like comparing apples with oranges. This is because objectives are often not clear or prioritised across the enterprise.</li>\r\n	<li id="mf43" class="line-arrow">Risk processes are not consistent across teams leading to differing focus, analysis, prioritisation and management approaches. Again this makes it impossible to build a consistent picture of risks across the enterprise</li>\r\n	<li id="mf44" class="line-arrow">Risk tools are not supported by effective process very often, software tools are the first attempt by an organisation to provide some consistency. If these are not backed up by an effective risk process, the effect can be one of GIGO - Garbage In Garbage Out as poor quality data is captured, analysed and then held up as a high quality result</li>\r\n</ul>\r\n&nbsp;\r\n\r\nERM - The Quantitative Model\r\n\r\nIt will never be possible to achieve high quality quantification across all types of business risk. However, where it is necessary to calculate total risk exposure, a simple model that will allow quantified risks to be combined is shown below.\r\n\r\n<a href="http://92.60.127.152/~derisk/wp-content/uploads/2015/08/1.jpg"><img class=" size-full wp-image-13089 aligncenter" src="http://92.60.127.152/~derisk/wp-content/uploads/2015/08/1.jpg" alt="Quantitative model" width="309" height="282" /></a>\r\n\r\n&nbsp;\r\n<p id="mf52">Risks that can be readily quantified include all types of financial risks eg credit risk, interest rate risk, market risk etc. Indeed, this is the extent of "enterprise" risk management for many organisations. Even in these areas of risk, there can be enormous uncertainty surrounding the data. However, it is important to remember that<strong id="mf54"> you don''t need to quantify risk in order to manage it</strong> - but you do need to measure risks in order to prioritise appropriately and this can be done qualitatively.</p>\r\n<p id="mf58" class="line-fit-content"><strong id="mf59">ERM – the Qualitative Model</strong></p>\r\n<p id="mf60">This is a simplification of the Total RM framework with the financial risk element removed. This is not to suggest that financial risk should be ignored - far from it -but it is meant to imply that that financial risks should continue to be identified, quantified and managed using established processes and tools. All other risks should be evaluated qualitatively and only quantified on an exception basis i.e. where this can be justified by the quality of the available data and there is a clear need to have a quantified result.</p>\r\n<p id="mf61">The elements of the ERM model are:</p>\r\n<p id="mf62"><strong id="mf63">Strategic Risk Management</strong> – There is no point delivering products and projects on time and budget if the market no longer wants them. Thus it is imperative to identify strategic assumptions and risks as the highest priority. The prerequisite of identifying strategic risk is that the strategy of the business is captured and communicated around all senior stakeholders.</p>\r\n<p id="mf64"><strong id="mf65">Operational Risk Management</strong> – These are the risks to the ongoing processes in the business (eg the risk that a production line will stop). Often operational risks are relatively easy to identify as the processes are well established and staffed by experienced personnel. Many organisations include their projects under "Operational risk" but this is often not a good idea.</p>\r\n<p id="mf66"><strong id="mf67">Programme/Project Risk Management </strong>– These are the risks that a project will fail to deliver (eg a new product/over budget/late etc). Project risks are more difficult to identify than operational risks as projects are, by definition, trying to introduce something new to the organisation. Risks within major change programmes are the most difficult of all to identify/prioritise/manage due to the programme complexity which makes it difficult to "see the wood from the trees".</p>\r\n<p id="mf68"><strong id="mf69">Transformation Risk Management</strong> – Projects and programmes that result in significant change (such as new product development, mergers and acquisitions will "transform" the current business. This is often when the business is exposed to most risk as the pressures increase the risk to both the current operations and the projects trying to transform them. For organisational purposes, Transformation Risk is often treated as part of the Programme/Project Risk</p>\r\n<p id="mf70"><strong id="mf71">Contingency Planning</strong> – Strictly speaking, this is not "risk management" ie risk management is about stopping risks occurring (pro-active) whereas contingency planning relates to what to do if the risk impacts (re-active). However, this is an essential part of any ERM system as business continuity is paramount for any organisation.</p>\r\n<p id="mf72">The <strong id="mf73">ABCD risk management process </strong>can be used for all elements of the ERM process ie all risk assessment is based on capturing and analysing key assumptions.</p>\r\n<p id="mf74">The <strong id="mf75">ABCD Quality Based Costing</strong> technique can be used to make quantitative analysis as accurate as possible ie by weighting "good quality" data more than "poor quality" data.</p>\r\n<p id="mf76">The <strong id="mf77">Assure</strong> web-based toolset is the most effective way of embedding the ERM process into the business. Assure is the only toolset commercially available that has built-in prioritisation and escalation rules that ensure true enterprise risk management.</p>\r\n[/vc_column_text][vc_separator type="transparent" position="center"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="60" padding_bottom="60"][vc_column width="1/1"][action type="normal" show_button="yes" button_text="Yes please" button_link="http://www.de-risk.com/contact/"]\r\n<h2 style="color: ##00aeef;">Would you like to know more about risk management?</h2>\r\nWe are confident that just an initial call will provide enough information to create a new outlook regarding the impact of risk management on your business.[/action][/vc_column][/vc_row]', 'Enterprise Risk Management', '', 'inherit', 'open', 'open', '', '13082-revision-v1', '', '', '2015-09-21 06:17:04', '2015-09-21 06:17:04', '', 13082, 'http://92.60.127.152/~derisk/13082-revision-v1/', 0, 'revision', '', 0),
(13261, 1, '2015-09-21 06:17:51', '2015-09-21 06:17:51', '[vc_row row_type="row" type="full_width" text_align="left" padding_bottom="60"][vc_column width="1/1"][vc_column_text el_class="h3"]\r\n<h3>Project Risk Management</h3>\r\n<p id="mf21"><span style="line-height: 1.5;">Most large complex projects and programmes fail to meet their planned objectives, either failing to deliver what was promised, sliding their timeframes or exceeding the budget or all three. Most organisations are undertaking one or more aggressive, must do programmes at any point in time. These programmes may fundamentally change the way the company conducts its business and failure to meet objectives on time may lead to a catastrophic loss of business. </span></p>\r\n<p id="mf24"><strong>What can be done?</strong></p>\r\n<p id="mf22">Large projects and programmes are often chaotic. Objectives are unclear and often evolve and plans and priorities are constantly changing. There is a temptation to accept this chaos as a necessary nature of the beast and effectively resort to crisis management. This is a very wasteful, painful and ultimately unsuccessful way to operate. To restore order, it is essential to get the basics of project management established by making sure that both objectives and plans are clear and communicated. The objectives may change but enormous benefit will be gained from having a clear direction set, even if it is only for a short term.<br id="mf23" /><br id="mf24" />Clear objective and plans are only the first step - they can, and will, go wrong if they are not pro-actively managed.</p>\r\n<p id="mf25">ABCD is fully scaleable - it can be used on everything from small projects to large scale programmes and full business enterprises. Most importantly, ABCD is a true enterprise risk management approach in that it handles all the hierarchies and escalation profiles that traditional methods normally fail to address and therefore ensures that management can "see the wood from the trees".</p>\r\n<p id="mf26"><img id="mf27" class=" aligncenter" src="http://www.de-risk.com/images/risky-assumption2.jpg" alt="1" width="366" height="267" /><br id="mf28" />Obviously, you cannot foresee and manage all risks. However, most projects fail due to lack of effective communication between the participants. In other words the projects are impacted by risks that were foreseen in the minds of key individuals, but were not communicated at the right time and therefore not managed by the project team. If a way could be found of unlocking the collective knowledge and viewpoints of all the key stakeholders around the project/programme, then a valuable insight into the true risks to the objectives would result. The ABCD risk management methodology provides this insight to the risks and the means to effectively mitigate them.</p>\r\n\r\n<h3> <strong id="mf25">What are the challenges?</strong></h3>\r\n<p id="mf39">Few organisations have implemented ERM effectively why is this?</p>\r\n\r\n<ul id="mf40">\r\n	<li id="mf41" class="line-arrow">Quantification is difficult/impossible some risks (eg financial, contractual) are easy to quantify whilst others are virtually impossible (eg quality, reputational). Therefore when organisations attempt to quantify the total risk to the business they tend mix good quality data with poor quality data and therefore dilute the value of the conclusions.</li>\r\n	<li id="mf42" class="line-arrow">Prioritising enterprise risks is difficult when it comes to comparing risks from different parts of the organisation, it can be like comparing apples with oranges. This is because objectives are often not clear or prioritised across the enterprise.</li>\r\n	<li id="mf43" class="line-arrow">Risk processes are not consistent across teams leading to differing focus, analysis, prioritisation and management approaches. Again this makes it impossible to build a consistent picture of risks across the enterprise</li>\r\n	<li id="mf44" class="line-arrow">Risk tools are not supported by effective process very often, software tools are the first attempt by an organisation to provide some consistency. If these are not backed up by an effective risk process, the effect can be one of GIGO - Garbage In Garbage Out as poor quality data is captured, analysed and then held up as a high quality result</li>\r\n</ul>\r\n&nbsp;\r\n\r\nERM - The Quantitative Model\r\n\r\nIt will never be possible to achieve high quality quantification across all types of business risk. However, where it is necessary to calculate total risk exposure, a simple model that will allow quantified risks to be combined is shown below.\r\n\r\n<a href="http://92.60.127.152/~derisk/wp-content/uploads/2015/08/1.jpg"><img class=" size-full wp-image-13089 aligncenter" src="http://92.60.127.152/~derisk/wp-content/uploads/2015/08/1.jpg" alt="Quantitative model" width="309" height="282" /></a>\r\n\r\n&nbsp;\r\n<p id="mf52">Risks that can be readily quantified include all types of financial risks eg credit risk, interest rate risk, market risk etc. Indeed, this is the extent of "enterprise" risk management for many organisations. Even in these areas of risk, there can be enormous uncertainty surrounding the data. However, it is important to remember that<strong id="mf54"> you don''t need to quantify risk in order to manage it</strong> - but you do need to measure risks in order to prioritise appropriately and this can be done qualitatively.</p>\r\n<p id="mf58" class="line-fit-content"><strong id="mf59">ERM – the Qualitative Model</strong></p>\r\n<p id="mf60">This is a simplification of the Total RM framework with the financial risk element removed. This is not to suggest that financial risk should be ignored - far from it -but it is meant to imply that that financial risks should continue to be identified, quantified and managed using established processes and tools. All other risks should be evaluated qualitatively and only quantified on an exception basis i.e. where this can be justified by the quality of the available data and there is a clear need to have a quantified result.</p>\r\n<p id="mf61">The elements of the ERM model are:</p>\r\n<p id="mf62"><strong id="mf63">Strategic Risk Management</strong> – There is no point delivering products and projects on time and budget if the market no longer wants them. Thus it is imperative to identify strategic assumptions and risks as the highest priority. The prerequisite of identifying strategic risk is that the strategy of the business is captured and communicated around all senior stakeholders.</p>\r\n<p id="mf64"><strong id="mf65">Operational Risk Management</strong> – These are the risks to the ongoing processes in the business (eg the risk that a production line will stop). Often operational risks are relatively easy to identify as the processes are well established and staffed by experienced personnel. Many organisations include their projects under "Operational risk" but this is often not a good idea.</p>\r\n<p id="mf66"><strong id="mf67">Programme/Project Risk Management </strong>– These are the risks that a project will fail to deliver (eg a new product/over budget/late etc). Project risks are more difficult to identify than operational risks as projects are, by definition, trying to introduce something new to the organisation. Risks within major change programmes are the most difficult of all to identify/prioritise/manage due to the programme complexity which makes it difficult to "see the wood from the trees".</p>\r\n<p id="mf68"><strong id="mf69">Transformation Risk Management</strong> – Projects and programmes that result in significant change (such as new product development, mergers and acquisitions will "transform" the current business. This is often when the business is exposed to most risk as the pressures increase the risk to both the current operations and the projects trying to transform them. For organisational purposes, Transformation Risk is often treated as part of the Programme/Project Risk</p>\r\n<p id="mf70"><strong id="mf71">Contingency Planning</strong> – Strictly speaking, this is not "risk management" ie risk management is about stopping risks occurring (pro-active) whereas contingency planning relates to what to do if the risk impacts (re-active). However, this is an essential part of any ERM system as business continuity is paramount for any organisation.</p>\r\n<p id="mf72">The <strong id="mf73">ABCD risk management process </strong>can be used for all elements of the ERM process ie all risk assessment is based on capturing and analysing key assumptions.</p>\r\n<p id="mf74">The <strong id="mf75">ABCD Quality Based Costing</strong> technique can be used to make quantitative analysis as accurate as possible ie by weighting "good quality" data more than "poor quality" data.</p>\r\n<p id="mf76">The <strong id="mf77">Assure</strong> web-based toolset is the most effective way of embedding the ERM process into the business. Assure is the only toolset commercially available that has built-in prioritisation and escalation rules that ensure true enterprise risk management.</p>\r\n[/vc_column_text][vc_separator type="transparent" position="center"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="60" padding_bottom="60"][vc_column width="1/1"][action type="normal" show_button="yes" button_text="Yes please" button_link="http://www.de-risk.com/contact/"]\r\n<h2 style="color: ##00aeef;">Would you like to know more about risk management?</h2>\r\nWe are confident that just an initial call will provide enough information to create a new outlook regarding the impact of risk management on your business.[/action][/vc_column][/vc_row]', 'Project Risk Management', '', 'inherit', 'open', 'open', '', '13091-revision-v1', '', '', '2015-09-21 06:17:51', '2015-09-21 06:17:51', '', 13091, 'http://92.60.127.152/~derisk/13091-revision-v1/', 0, 'revision', '', 0);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(13262, 1, '2015-09-21 06:18:42', '2015-09-21 06:18:42', '[vc_row row_type="row" type="full_width" text_align="left" padding_bottom="60"][vc_column width="1/1"][vc_column_text el_class="h3"]\r\n<h3>Operational Risk Management</h3>\r\n<p id="mf19">Inefficient business processes and supply chains will bleed away your investments. And when the processes break down they can waste catastrophic amounts of money and even your key customers.</p>\r\n<p id="mf20">Most organisations rely on having good people with a clear understanding of the business to ensure the smooth running of their processes. Problems occur when the processes or systems are new or complex, key members of the team leave the business or the specific competencies of the team are in doubt. In situations like this, the business can find itself lurching from one crisis to the next.</p>\r\n&nbsp;\r\n<p id="mf21"><strong id="mf22">Traditional "cures" </strong></p>\r\n<br id="mf23" />Businesses often respond to this situation by instigating some form of "Operational Risk Management" process. These may be simple or sometimes quite complex but they all tend to suffer from the same fundamental problem - they are reactive rather than proactive - i.e. they respond to problems rather than identifying and managing risks. In addition, these "traditional" risk processes also tend to fail due to:\r\n<ul id="mf24">\r\n	<li id="mf25" class="line-arrow-last">Generic risk statements that communicate very little</li>\r\n	<li id="mf26" class="line-arrow-last">Over-analysis - using unsubstantiated quantified data</li>\r\n	<li id="mf27" class="line-arrow-last">Under-analysis - using misleading HML type scales</li>\r\n	<li id="mf28" class="line-arrow-last">Distractions due to Inappropriate prioritisation so you "can''t see the wood from the trees"</li>\r\n	<li id="mf29" class="line-arrow-last">Inability to get anyone to actually do anything about the risks before they become issues</li>\r\n</ul>\r\n<p id="mf31"><img id="mf35" src="http://www.de-risk.com/images/importance.jpg" alt="" width="372" height="269" /><br id="mf36" /><br id="mf37" />The De-RISK ABCD risk management process is a "true" risk management process. It works by identifying. analysing and managing the underlying assumptions in any business process. The benefits in doing this are:</p>\r\n\r\n<ul id="mf38">\r\n	<li id="mf39" class="line-arrow-last">Assumptions focus people into thinking ahead and therefore potential problems are anticipated rather than <br id="mf40" />ignored</li>\r\n	<li id="mf41" class="line-arrow-last">Assumptions are at the root cause of any risk and are therefore easier to manage than symptoms or the fall-out from an impacted problem</li>\r\n	<li id="mf42" class="line-arrow-last">Uses meaningful analysis that provides true insight into how the team perceive the business processes</li>\r\n	<li id="mf43" class="line-arrow-last">Provides clear prioritisation at all levels in the business and clear escalation routes</li>\r\n	<li id="mf44" class="line-arrow-last">Ensures follow through on actions via simple but effective roles, governance structures and processes</li>\r\n</ul>\r\n<strong id="mf22">What can be done to improve this? </strong>\r\n\r\n&nbsp;\r\n<p id="mf46"><img id="mf47" src="http://www.de-risk.com/images/risky-assumption2.jpg" alt="1" width="366" height="267" /><br id="mf48" />At the most basic level, ABCD works because it is an intuitive process that takes a positive rather than negative view of the enterprise (i.e. what do you need to achieve - your assumptions, rather than what might go wrong - your risks). The psychological effect of this is that teams treat risk management as part of the job and not as a bureaucratic exercise.</p>\r\n&nbsp;\r\n<p id="mf24"> <strong id="mf25">What are the benefits of applying ERM?</strong></p>\r\n<p id="mf26" class="line-fit-content"><strong id="mf27"></strong>The key benefits that should be realised from applying effective ERM are improving both short term and long term profitability and performance by:</p>\r\n\r\n<ul id="mf28">\r\n	<li id="mf29" class="line-arrow"><span id="mf30" class="line-arrow">Avoiding costly mistakes by capturing and managing risks to key projects and operational processes</span></li>\r\n	<li id="mf31" class="line-arrow">Validating strategy by checking that all key stakeholders are on the same page with strategic priorities</li>\r\n	<li id="mf32" class="line-arrow">Improved operational effectiveness through the adoption of a systematic and structured approach</li>\r\n	<li id="mf33" class="line-arrow">Building relationships by increasing confidence of stakeholders/clients</li>\r\n	<li id="mf34" class="line-arrow">Preserving reputation by avoiding corporate disasters and associated publicity</li>\r\n	<li id="mf35" class="line-arrow-last">Anticipating market trends by ensuring that key market assumptions remain valid</li>\r\n</ul>\r\n<div id="mf36" class="page-title"></div>\r\n<h3> <strong id="mf25">What are the challenges?</strong></h3>\r\n<p id="mf39">Few organisations have implemented ERM effectively why is this?</p>\r\n\r\n<ul id="mf40">\r\n	<li id="mf41" class="line-arrow">Quantification is difficult/impossible some risks (eg financial, contractual) are easy to quantify whilst others are virtually impossible (eg quality, reputational). Therefore when organisations attempt to quantify the total risk to the business they tend mix good quality data with poor quality data and therefore dilute the value of the conclusions.</li>\r\n	<li id="mf42" class="line-arrow">Prioritising enterprise risks is difficult when it comes to comparing risks from different parts of the organisation, it can be like comparing apples with oranges. This is because objectives are often not clear or prioritised across the enterprise.</li>\r\n	<li id="mf43" class="line-arrow">Risk processes are not consistent across teams leading to differing focus, analysis, prioritisation and management approaches. Again this makes it impossible to build a consistent picture of risks across the enterprise</li>\r\n	<li id="mf44" class="line-arrow">Risk tools are not supported by effective process very often, software tools are the first attempt by an organisation to provide some consistency. If these are not backed up by an effective risk process, the effect can be one of GIGO - Garbage In Garbage Out as poor quality data is captured, analysed and then held up as a high quality result</li>\r\n</ul>\r\n&nbsp;\r\n\r\nERM - The Quantitative Model\r\n\r\nIt will never be possible to achieve high quality quantification across all types of business risk. However, where it is necessary to calculate total risk exposure, a simple model that will allow quantified risks to be combined is shown below.\r\n\r\n<a href="http://92.60.127.152/~derisk/wp-content/uploads/2015/08/1.jpg"><img class=" size-full wp-image-13089 aligncenter" src="http://92.60.127.152/~derisk/wp-content/uploads/2015/08/1.jpg" alt="Quantitative model" width="309" height="282" /></a>\r\n\r\n&nbsp;\r\n<p id="mf52">Risks that can be readily quantified include all types of financial risks eg credit risk, interest rate risk, market risk etc. Indeed, this is the extent of "enterprise" risk management for many organisations. Even in these areas of risk, there can be enormous uncertainty surrounding the data. However, it is important to remember that<strong id="mf54"> you don''t need to quantify risk in order to manage it</strong> - but you do need to measure risks in order to prioritise appropriately and this can be done qualitatively.</p>\r\n<p id="mf58" class="line-fit-content"><strong id="mf59">ERM – the Qualitative Model</strong></p>\r\n<p id="mf60">This is a simplification of the Total RM framework with the financial risk element removed. This is not to suggest that financial risk should be ignored - far from it -but it is meant to imply that that financial risks should continue to be identified, quantified and managed using established processes and tools. All other risks should be evaluated qualitatively and only quantified on an exception basis i.e. where this can be justified by the quality of the available data and there is a clear need to have a quantified result.</p>\r\n<p id="mf61">The elements of the ERM model are:</p>\r\n<p id="mf62"><strong id="mf63">Strategic Risk Management</strong> – There is no point delivering products and projects on time and budget if the market no longer wants them. Thus it is imperative to identify strategic assumptions and risks as the highest priority. The prerequisite of identifying strategic risk is that the strategy of the business is captured and communicated around all senior stakeholders.</p>\r\n<p id="mf64"><strong id="mf65">Operational Risk Management</strong> – These are the risks to the ongoing processes in the business (eg the risk that a production line will stop). Often operational risks are relatively easy to identify as the processes are well established and staffed by experienced personnel. Many organisations include their projects under "Operational risk" but this is often not a good idea.</p>\r\n<p id="mf66"><strong id="mf67">Programme/Project Risk Management </strong>– These are the risks that a project will fail to deliver (eg a new product/over budget/late etc). Project risks are more difficult to identify than operational risks as projects are, by definition, trying to introduce something new to the organisation. Risks within major change programmes are the most difficult of all to identify/prioritise/manage due to the programme complexity which makes it difficult to "see the wood from the trees".</p>\r\n<p id="mf68"><strong id="mf69">Transformation Risk Management</strong> – Projects and programmes that result in significant change (such as new product development, mergers and acquisitions will "transform" the current business. This is often when the business is exposed to most risk as the pressures increase the risk to both the current operations and the projects trying to transform them. For organisational purposes, Transformation Risk is often treated as part of the Programme/Project Risk</p>\r\n<p id="mf70"><strong id="mf71">Contingency Planning</strong> – Strictly speaking, this is not "risk management" ie risk management is about stopping risks occurring (pro-active) whereas contingency planning relates to what to do if the risk impacts (re-active). However, this is an essential part of any ERM system as business continuity is paramount for any organisation.</p>\r\n<p id="mf72">The <strong id="mf73">ABCD risk management process </strong>can be used for all elements of the ERM process ie all risk assessment is based on capturing and analysing key assumptions.</p>\r\n<p id="mf74">The <strong id="mf75">ABCD Quality Based Costing</strong> technique can be used to make quantitative analysis as accurate as possible ie by weighting "good quality" data more than "poor quality" data.</p>\r\n<p id="mf76">The <strong id="mf77">Assure</strong> web-based toolset is the most effective way of embedding the ERM process into the business. Assure is the only toolset commercially available that has built-in prioritisation and escalation rules that ensure true enterprise risk management.</p>\r\n[/vc_column_text][vc_separator type="transparent" position="center"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="60" padding_bottom="60"][vc_column width="1/1"][action type="normal" show_button="yes" button_text="Yes please" button_link="http://www.de-risk.com/contact/"]\r\n<h2 style="color: ##00aeef;">Would you like to know more about risk management?</h2>\r\nWe are confident that just an initial call will provide enough information to create a new outlook regarding the impact of risk management on your business.[/action][/vc_column][/vc_row]', 'Operational Risk Management', '', 'inherit', 'open', 'open', '', '13093-revision-v1', '', '', '2015-09-21 06:18:42', '2015-09-21 06:18:42', '', 13093, 'http://92.60.127.152/~derisk/13093-revision-v1/', 0, 'revision', '', 0),
(13263, 1, '2015-09-21 06:50:39', '2015-09-21 06:50:39', '[vc_row row_type="row" type="full_width" text_align="left" padding_bottom="60"][vc_column width="1/1"][vc_column_text el_class="h3"]\r\n<h3>Strategic Enterprise Risk Management</h3>\r\n<p id="mf19">You can deliver on time, to budget, and meet all your declared objectives. But if your overall strategy is proved incorrect, the business venture will be deemed a failure.</p>\r\n<p id="mf20">Having the wrong strategy is like making terrific progress down a path only to find that it''s the wrong path. So what is the right path?</p>\r\n<p id="mf21">The right path can only be defined against the changing world with its changing priorities, preferences and tastes. This means that your strategy will require regular testing against the dynamics of the marketplace.</p>\r\n<p id="mf22" class="line">How do we do this?</p>\r\n<p id="mf23">By combining the best industry insights with a rigorous, repeatable method, a powerful way of testing and regularly evaluating the strategy has been developed.</p>\r\n<p id="mf24">This works by identifying the key assumptions underpinning the strategy through a series of interviews or workshops with senior management and independent industry experts.</p>\r\n<p id="mf25">Areas covered would include:</p>\r\n&nbsp;\r\n<p id="mf26" class="line-fit-content"><strong id="mf27">Product specific eg</strong></p>\r\n\r\n<ul id="mf29">\r\n	<li id="mf30" class="line-arrow">Poor publicity/litigation</li>\r\n	<li id="mf31" class="line-arrow">Changing customer tastes</li>\r\n	<li id="mf32" class="line-arrow">Micro-economic effects</li>\r\n	<li id="mf33" class="line-arrow">New entrants</li>\r\n	<li id="mf34" class="line-arrow">Substitute products</li>\r\n	<li id="mf35" class="line-arrow-last">New product developments</li>\r\n</ul>\r\n&nbsp;\r\n<p id="mf36" class="line-fit-content"><strong id="mf37">Product specific eg</strong></p>\r\n\r\n<ul id="mf38">\r\n	<li id="mf39" class="line-arrow">Economic changes</li>\r\n	<li id="mf40" class="line-arrow">Mismatch to customer requirements</li>\r\n	<li id="mf41" class="line-arrow-last">Legislative changes</li>\r\n</ul>\r\n&nbsp;\r\n<p id="mf42" class="line-fit-content"><strong id="mf43">Portfolio specific eg</strong></p>\r\n\r\n<ul id="mf45">\r\n	<li id="mf46" class="line-arrow">Lack of anticipated synergy</li>\r\n	<li id="mf47" class="line-arrow">Gaps</li>\r\n	<li id="mf48" class="line-arrow-last">Cannibalisation</li>\r\n</ul>\r\n<p id="mf50">From this initial analysis a number of discrete scenarios can be developed and the assumptions analysed in each case, using an ABCD based approach. The risks to each scenario can then be clearly seen; the strategy adjusted in order to reduce the risks or pro-active/contingency plans developed to manage the perceived risks</p>\r\n<p id="mf52"><br id="mf53" /><img id="mf54" src="http://www.de-risk.com/images/current-baseline.jpg" alt="" width="494" height="260" /></p>\r\n[/vc_column_text][vc_separator type="transparent" position="center"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_top="60" padding_bottom="60"][vc_column width="1/1"][action type="normal" show_button="yes" button_text="Yes please" button_link="http://www.de-risk.com/contact/"]\r\n<h2 style="color: ##00aeef;">Would you like to know more about risk management?</h2>\r\nWe are confident that just an initial call will provide enough information to create a new outlook regarding the impact of risk management on your business.[/action][/vc_column][/vc_row]', 'Strategic Risk Management', '', 'inherit', 'open', 'open', '', '13095-revision-v1', '', '', '2015-09-21 06:50:39', '2015-09-21 06:50:39', '', 13095, 'http://92.60.127.152/~derisk/13095-revision-v1/', 0, 'revision', '', 0),
(13264, 1, '2015-09-21 06:55:26', '2015-09-21 06:55:26', '[vc_row row_type="row" type="grid" text_align="left" border_color="#eaeaea" padding_top="0" padding_bottom="55"][vc_column width="1/2"][vc_separator type="transparent" position="center" up="29" down="30"][vc_single_image image="9601" img_link_target="_self" qode_css_animation="element_from_left" transition_delay="0.2" img_size="full"][/vc_column][vc_column width="1/2"][vc_separator type="transparent" position="center" up="29" down="30"][vc_column_text]\r\n<h3>A unique approach</h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="12"][vc_column_text]De-Risk is an organisation set up to de-risk your business. We offer a complementary range of services including management consulting, risk tools and risk management training to identify and mitigate the risks in all key aspects of your business:\r\n\r\n&nbsp;\r\n<ul>\r\n	<li>De-risk your projects - identify the things that could hold you back and deliver full benefits, on time and within your planned budget ie Project Risk management</li>\r\n	<li>De-risk your operations - identify where your business processes and supply chain are weak and inefficient and stop the failures before they happen ie Operational Risk Management</li>\r\n	<li>De-risk your strategy - identify where your business strategy is at risk and re-align for success in the ever changing marketplace ie Strategic Risk Management</li>\r\n</ul>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="10" down="12"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" border_color="#eaeaea" padding_top="0" padding_bottom="0" background_color="#fbfbfb"][vc_column width="1/2"][vc_separator type="transparent" position="center" up="29" down="30"][vc_column_text]\r\n<h3>Why you need us</h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="0" down="12"][vc_column_text]De-RISK brings together a pre-eminent team of experienced de-riskers. Together this team has extensive experience in:\r\n\r\n&nbsp;\r\n<ul>\r\n	<li>Large-scale change programmes (including complex IT projects)</li>\r\n	<li>Business Risk Management</li>\r\n	<li>Merger Integration</li>\r\n	<li>Strategy Development and Testing</li>\r\n	<li>Executive Coaching</li>\r\n	<li>Team Building and Conflict Resolution</li>\r\n	<li>Knowledge Management and Knowledge Engineering</li>\r\n	<li></li>\r\n</ul>\r\n...operating up to the highest Government and Board level across virtually all industries and on a Global basis.[/vc_column_text][vc_separator type="transparent" position="center" up="10" down="12"][vc_empty_space height="32px"][/vc_column][vc_column width="1/2"][vc_separator type="transparent" position="center" up="29" down="30"][vc_gallery type="flexslider_slide" interval="3" images="9602" onclick="link_image" custom_links_target="_self" column_number="2" img_size="550x225"][/vc_column][/vc_row][vc_row][vc_column width="1/1"][vc_empty_space height="32px"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left"][vc_column width="1/1"][testimonials type="standard" content_in_grid="0" author_image="yes"][action show_button="yes" button_target="_self" border_color="#eaeaea" button_text="Get in touch" button_link="http://www.de-risk.com/contact/" background_color="#fbfbfb" type="with_icon" button_text_color="#00aeef" button_top_gradient="#f9f9f9" button_bottom_gradient="#eeeeee" button_border_color="#eaeaea" icon="fa-phone-square" icon_size="fa-2x"]\r\n<h3>Would you like to discuss risk management?</h3>\r\n[/action][/vc_column][/vc_row][vc_row][vc_column width="1/1"][vc_empty_space height="32px"][/vc_column][/vc_row]', 'Highly experienced risk professionals working to a rigorous process', '', 'inherit', 'open', 'open', '', '9589-revision-v1', '', '', '2015-09-21 06:55:26', '2015-09-21 06:55:26', '', 9589, 'http://92.60.127.152/~derisk/9589-revision-v1/', 0, 'revision', '', 0),
(13265, 1, '2015-09-21 06:56:19', '2015-09-21 06:56:19', '[vc_row row_type="row" type="grid" text_align="left" border_color="#eaeaea" padding_bottom="60" padding_top="60"][vc_column width="1/4"][vc_single_image image="12652" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][/vc_column][vc_column width="3/4"][vc_column_text]\r\n<h3>A unique approach</h3>\r\n[/vc_column_text][vc_column_text]Large-scale programmes fail due to inadequate risk management. De-Risk ABCD is probably the most effective Programme Risk Management methodology available in the world today. However, without an appropriate toolset to support the large scale multi-site programmes that are common place in this day and age, the methodology will struggle to deliver its promised benefits. Very often excellent new processes with inadequate tools are introduced into an organisation but then fail to embed over time and hence fade away.[/vc_column_text][vc_separator type="transparent" position="center" up="29" down="29"][/vc_column][/vc_row][vc_row row_type="row" type="full_width" text_align="center" background_color="#fbfbfb" padding_top="60" border_color="#eaeaea" css=".vc_custom_1433515265818{background-color: #fbfbfb !important;}"][vc_column width="1/1"][vc_column_text]\r\n<h2 style="text-align: center;">Assure Web-based Programme Risk Management Toolset</h2>\r\n[/vc_column_text][vc_separator type="transparent" position="center"][vc_column_text]\r\n<h5 style="text-align: center;"><span style="color: #777777;">Assure has been designed to operate on the SofTools E-learning and performance support platform.</span></h5>\r\n[/vc_column_text][vc_separator type="transparent" position="center"][layerslider_vc id="10"][/vc_column][vc_column][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_bottom="60" padding_top="60"][vc_column width="1/2"][vc_column_text]\r\n<h3><strong id="mf26">Total Support Environment</strong></h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="29" down="29"][vc_column_text]Assure has been designed to operate on the SofTools E-learning and performance support platform. It therefore supports far more than just ABCD functionality by providing integrated learning support and also Knowledge Management to facilitate process improvement.\r\n\r\nAssure has been designed to operate on the SofTools E-learning and performance support platform. It therefore supports far more than just ABCD functionality by providing integrated learning support and also Knowledge Management to facilitate process improvement.[/vc_column_text][/vc_column][vc_column width="1/2"][vc_column_text]\r\n<h3><strong id="mf34">Full ABCD Process/Functionality</strong></h3>\r\n[/vc_column_text][vc_separator type="transparent" position="center" up="29" down="29"][vc_column_text]Using simple browser based forms, the user can capture and share all risk-related data in real-time over as wide a network as is necessary. Conversely, administrators have complete control over data security at all levels from individual assumptions and risks through to reports and functionality.\r\n\r\nUsing simple browser based forms, the user can capture and share all risk-related data in real-time over as wide a network as is necessary. Conversely, administrators have complete control over data security at all levels from individual assumptions and risks through to reports and functionality.[/vc_column_text][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left"][vc_column width="1/3"][image_with_text image="12951" title="Key function 1"]Assure is also a true Programme Risk Management tool theoretically unlimited levels of projects can be supported in terms of hierarchy of risks and auto-escalation between levels.<br id="mf42" /><br id="mf43" />The tool is extremely flexible so that it can satisfy both corporate needs for standardisation and local needs for custom reports.[/image_with_text][/vc_column][vc_column width="1/3"][image_with_text title="Key function 2" image="12953"]Assure is also a true Programme Risk Management tool theoretically unlimited levels of projects can be supported in terms of hierarchy of risks and auto-escalation between levels.<br id="mf42" /><br id="mf43" />The tool is extremely flexible so that it can satisfy both corporate needs for standardisation and local needs for custom reports.[/image_with_text][/vc_column][vc_column width="1/3"][image_with_text title="Key function 3" image="12953"]Assure is also a true Programme Risk Management tool theoretically unlimited levels of projects can be supported in terms of hierarchy of risks and auto-escalation between levels.<br id="mf42" /><br id="mf43" />The tool is extremely flexible so that it can satisfy both corporate needs for standardisation and local needs for custom reports.[/image_with_text][/vc_column][/vc_row][vc_row][vc_column width="1/1"][vc_empty_space height="32px"][/vc_column][/vc_row][vc_row row_type="row" type="grid" text_align="left" padding_bottom="60"][vc_column width="1/1"][action type="normal" show_button="yes" button_text="Yes please" button_link="http://www.de-risk.com/contact/"]\r\n<h2 style="color: ##00aeef;">Would you like to know more about risk management?</h2>\r\nWe are confident that just an initial call will provide enough information to create a new outlook regarding the impact of risk management on your business.[/action][/vc_column][/vc_row]', 'De-Risk analysis & administration tools', '', 'inherit', 'open', 'open', '', '12930-revision-v1', '', '', '2015-09-21 06:56:19', '2015-09-21 06:56:19', '', 12930, 'http://92.60.127.152/~derisk/12930-revision-v1/', 0, 'revision', '', 0),
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(13269, 1, '2015-09-21 07:52:16', '2015-09-21 07:52:16', '[vc_row][vc_column width="1/1"][vc_column_text]Ever heard that statement? Normally what they really mean is “I get it, but why does it have to be so formal?”\r\n\r\nThe deciding factor on how much formality is appropriate should be based on the size and complexity of the project or programme. In ABCD we have the Criticality/Complexity Diagram (CCD) that can be used to explain this. The CCD is also a useful mechanism for stopping fixation with the size of the project and making management take account of what is really making the project potentially risky ie the complexity.[/vc_column_text][vc_single_image image="13126" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][vc_column_text]On the CCD, the project is positioned, relative to other projects in the organization. If the position is agreed to be in the top right hand corner, formal risk management is justified. If the project is positioned outside the top RH corner, then simpler, less formal risk management approaches are appropriate. Simple eh? But lets look deeper at the psychology of what can happen here…\r\n\r\nGood project and programme managers often have strong personalities and the problem is that this can verge on arrogance. For example, the Programme Manager of a large-scale programme looks at the risk management process and concludes that it is a sound system but he/she can identify all the key risks themselves without the help of the process. To them the formal process is (mistakenly) just an unnecessary overhead.\r\n\r\nThe PM of a small to medium sized project should indeed be able to identify all the key risks without the need for a complex risk process. However, as soon as the scale of the enterprise gets larger, and in particular the number of stakeholders becomes significant, it becomes inevitable that key risks are going to be missed. This is going to happen simply because of the challenges in communicating all the relevant data will mean that things will get missed, miss-interpreted, or inappropriately prioritized (and by the way, did I mention “assumptions”? We discussed the psychology of traditional risk identification vs assumption-based in an earlier blog…. ).\r\n\r\nIn a large/complex programme, a formal, rigorous process like ABCD is not just justified, its essential. But again, arrogance can raise its ugly head and this time the PM insists that the “simple” risk management processes that they used effectively before on smaller projects will work perfectly adequately here “just scale them up a bit”…\r\n\r\nWell no they won’t....\r\n\r\nSimple risk management processes tend to come a cropper when applied to large-scale initiatives ie\r\n<ul>\r\n	<li>The scale of the programme means that so many risks are raised that the management can’t assess priorities appropriately and lose focus, or…</li>\r\n	<li>Inappropriate escalation between layers in the programme mean that very few risks get escalated and senior management incorrectly assume that all is well.</li>\r\n	<li>This situation is exacerbated by a manual escalation process that means that PMs do not escalate when they should do, but try and solve the risks themselves. If they fail, it could be fatal for the programme, and comes a big surprise to senior management.</li>\r\n	<li>This also causes an unhealthy shift from risk management to issue management – the subject of an earlier blog.</li>\r\n	<li>The team can also be inhibited from escalating risks by the knowledge that their “arrogant” programme manager will try and squash their concerns because they don’t conform with their view of the world.</li>\r\n</ul>\r\nSo the message is clear – when the project is critical and relatively complex, appropriately formal risk management processes are essential is you are going to identify all key risks.\r\n\r\nAnd if you are still not convinced, ask yourself this question – How many showstopper risks do you need to miss before one stops the show?\r\n\r\nAnd just in case you were wondering - how many times do people fail to "get it" after ABCD has been implemented? Just once in my experience, but that may be the subject of an interesting case study in a later blog...[/vc_column_text][/vc_column][/vc_row]', 'Risk management – I just don’t get it.', 'The term minimalism is also used to describe a trend in design and architecture where in the subject is reduced to its necessary elements. Minimalist design has been highly influenced by Japanese traditional design and architecture. In addition, the work of De Stijl artists is a major source of reference for this kind of work.', 'inherit', 'open', 'open', '', '40-revision-v1', '', '', '2015-09-21 07:52:16', '2015-09-21 07:52:16', '', 40, 'http://92.60.127.152/~derisk/40-revision-v1/', 0, 'revision', '', 0),
(13270, 1, '2015-09-21 07:55:54', '2015-09-21 07:55:54', '[vc_row][vc_column][vc_single_image image="13129" border_color="grey" img_link_large="" img_link_target="_self" alignment="center"][vc_column_text]<strong id="mf25"><em id="mf26">The "Fast-Track to Success: Risk Management" is now published and available on </em><a id="mfa12" title="Fast Track risk management" href="http://www.amazon.com/Fast-Track-Success-Risk-Management/dp/0273732862/ref=sr_1_1?s=gateway&amp;ie=UTF8&amp;qid=1285100490&amp;sr=8-1"><em id="mf27">Amazon.com </em></a><em id="mf28">and</em><a id="mfa13" title="Fast Track risk management" href="http://www.amazon.co.uk/Fast-Track-Success-Risk-Management/dp/0273732862/"><em id="mf29">Amazon.co.uk</em></a></strong>\n\nBusiness is all about managing risk and taking opportunities. However, this is normally approached in an informal way which leads to highly unpredictable results. Let’s look a number of common roles in business and how these can be improved by techniques within the ABCD risk management process.\n\n<strong id="mf36">Sales</strong>:\n\n<strong id="mf38">Typical situation</strong> – Sales executives are given a sales target based on a percentage increase from last year, irrespective of the economic climate. Sales are tracked, retrospectively, month by month and multiplied by 12 to see if target is likely to be met. At the end of the year, the optimism is shown for what it is with the targets being missed by a significant margin.\n\n<strong id="mf40">Using risk management</strong> – Quality Based Costing (QBC) can be used to reflect the true feelings of the Sales Executives in each target (i.e. “Brick”). Monte Carlo analysis then gives a predicted percentage chance of meeting the end of year target that truly reflects the chances of success. Moreover, the driving assumptions are laid bare to show where the sales executives need help to manage risks and take opportunities to deliver the upper end of the target. The inevitable result is that targets are more likely to be met or exceeded and bonuses are bigger.\n<p id="mf43"><strong id="mf44">Project Manager:</strong></p>\n<p id="mf45"><strong id="mf46">Typical situation</strong> – The PM inherits a “successful bid” that gives her insufficient budget to deliver ambitious objectives in virtually impossible timescales. The PM prepares a plan that meets the constraints but doesn’t really believe that it is achievable.  The project progresses until key milestones start to be missed and eventually a “big problem” results in down-scoping of the project to meet the timescales or additional budget being added or substantial delays being agreed in order to meet original objectives.</p>\n<p id="mf47"><strong id="mf48">Using risk management</strong> – The PM carries out an Assumption Analysis on the plans and identifies and communicates all assumptions that are at risk. This starts to manage expectations early but also gives stakeholders the maximum amount of time to proactively manage the risks so that the original objectives/budget/timescales can be met (assuming that they are achievable). Using QBC to undertake cost and timescale risk assessments will quantify the chances of success and show a “road map”, in the form of the assumptions that need to be managed to achieve the objectives. The result is that PMs deliver to their targets and impossible projects are stopped early.</p>\n<p id="mf51"><strong id="mf52">Operations Manager:</strong></p>\n<p id="mf53"><strong id="mf54">Typical situation</strong> – The Operations Manager is running ongoing processes that are perceived to be “low risk” i.e. they rarely go wrong, but “high risk” i.e. very high impact, if they do go wrong.  In reality they are low probability but high impact – not so much a “Black Swan” but more a black chick! Inevitably, ongoing operational processes depend upon the experience of the team to do risk management in an intuitive way, with little or no formal process. Therefore, when something goes wrong, it tends to be down to the failure of individuals to alert senior management of the danger and very often costs the Operations Manager their job.</p>\n<p id="mf55"><strong id="mf56">Using risk management</strong> – The combined knowledge of the operational team are captured in the form of a set of operational assumptions i.e. what are the key things that need to happen in order for the operations to run smoothly. These are built into a “scorecard” that is rated regularly by <em id="mf57">all</em> key personnel and therefore all concerns are flagged as early as possible and preventative maintenance is undertaken so that time between failures increases. The result is that the Operations Manager can point to the improved performance at their next pay review.</p>\n<p id="mf60"><strong id="mf61">Board member:</strong></p>\n<p id="mf62"><strong id="mf63">Typical situation</strong> - The organisational strategy is not captured or communicated. At best, it is poorly expressed and interpreted very differently by each Board member and senior management. This leads to leadership pulling in different directions creating risk which is not even realised until it’s too late and some major (i.e. strategic) catastrophe hits the organisation.</p>\n<p id="mf64"><strong id="mf65">Using risk management</strong> – The strategy is captured in a specific and measurable way and then decomposed down into its constituent assumptions. These strategic assumptions are then rated by the senior stakeholder group and the patterns are examined for risk due to concurrence or lack of consensus.   Major strategic risks are identified and captured by this approach, impossible strategies are revised and, at the very least, the Board and senior management get “on the same page”.</p>\n<p id="mf67">The bottom-line with most business roles is that for a very small investment in <em id="mf68">effective,</em> formal risk management, the benefits will be significant in terms of measurable, improved personal performance and therefore can contribute directly to your career advancement.</p>\n[/vc_column_text][/vc_column][/vc_row]', 'Fast Track your career using Risk Management', '', 'inherit', 'open', 'open', '', '13128-autosave-v1', '', '', '2015-09-21 07:55:54', '2015-09-21 07:55:54', '', 13128, 'http://92.60.127.152/~derisk/13128-autosave-v1/', 0, 'revision', '', 0),
(13271, 1, '2015-09-21 07:55:58', '2015-09-21 07:55:58', '[vc_row][vc_column][vc_single_image image="13129" border_color="grey" img_link_large="" img_link_target="_self" alignment="center"][vc_column_text]<strong id="mf25"><em id="mf26">The "Fast-Track to Success: Risk Management" is now published and available on </em><a id="mfa12" title="Fast Track risk management" href="http://www.amazon.com/Fast-Track-Success-Risk-Management/dp/0273732862/ref=sr_1_1?s=gateway&amp;ie=UTF8&amp;qid=1285100490&amp;sr=8-1"><em id="mf27">Amazon.com </em></a><em id="mf28">and</em><a id="mfa13" title="Fast Track risk management" href="http://www.amazon.co.uk/Fast-Track-Success-Risk-Management/dp/0273732862/"><em id="mf29">Amazon.co.uk</em></a></strong>\r\n\r\nBusiness is all about managing risk and taking opportunities. However, this is normally approached in an informal way which leads to highly unpredictable results. Let’s look a number of common roles in business and how these can be improved by techniques within the ABCD risk management process.\r\n\r\n<strong id="mf36">Sales</strong>:\r\n\r\n<strong id="mf38">Typical situation</strong> – Sales executives are given a sales target based on a percentage increase from last year, irrespective of the economic climate. Sales are tracked, retrospectively, month by month and multiplied by 12 to see if target is likely to be met. At the end of the year, the optimism is shown for what it is with the targets being missed by a significant margin.\r\n\r\n<strong id="mf40">Using risk management</strong> – Quality Based Costing (QBC) can be used to reflect the true feelings of the Sales Executives in each target (i.e. “Brick”). Monte Carlo analysis then gives a predicted percentage chance of meeting the end of year target that truly reflects the chances of success. Moreover, the driving assumptions are laid bare to show where the sales executives need help to manage risks and take opportunities to deliver the upper end of the target. The inevitable result is that targets are more likely to be met or exceeded and bonuses are bigger.\r\n<p id="mf43"><strong id="mf44">Project Manager:</strong></p>\r\n<p id="mf45"><strong id="mf46">Typical situation</strong> – The PM inherits a “successful bid” that gives her insufficient budget to deliver ambitious objectives in virtually impossible timescales. The PM prepares a plan that meets the constraints but doesn’t really believe that it is achievable.  The project progresses until key milestones start to be missed and eventually a “big problem” results in down-scoping of the project to meet the timescales or additional budget being added or substantial delays being agreed in order to meet original objectives.</p>\r\n<p id="mf47"><strong id="mf48">Using risk management</strong> – The PM carries out an Assumption Analysis on the plans and identifies and communicates all assumptions that are at risk. This starts to manage expectations early but also gives stakeholders the maximum amount of time to proactively manage the risks so that the original objectives/budget/timescales can be met (assuming that they are achievable). Using QBC to undertake cost and timescale risk assessments will quantify the chances of success and show a “road map”, in the form of the assumptions that need to be managed to achieve the objectives. The result is that PMs deliver to their targets and impossible projects are stopped early.</p>\r\n<p id="mf51"><strong id="mf52">Operations Manager:</strong></p>\r\n<p id="mf53"><strong id="mf54">Typical situation</strong> – The Operations Manager is running ongoing processes that are perceived to be “low risk” i.e. they rarely go wrong, but “high risk” i.e. very high impact, if they do go wrong.  In reality they are low probability but high impact – not so much a “Black Swan” but more a black chick! Inevitably, ongoing operational processes depend upon the experience of the team to do risk management in an intuitive way, with little or no formal process. Therefore, when something goes wrong, it tends to be down to the failure of individuals to alert senior management of the danger and very often costs the Operations Manager their job.</p>\r\n<p id="mf55"><strong id="mf56">Using risk management</strong> – The combined knowledge of the operational team are captured in the form of a set of operational assumptions i.e. what are the key things that need to happen in order for the operations to run smoothly. These are built into a “scorecard” that is rated regularly by <em id="mf57">all</em> key personnel and therefore all concerns are flagged as early as possible and preventative maintenance is undertaken so that time between failures increases. The result is that the Operations Manager can point to the improved performance at their next pay review.</p>\r\n<p id="mf60"><strong id="mf61">Board member:</strong></p>\r\n<p id="mf62"><strong id="mf63">Typical situation</strong> - The organisational strategy is not captured or communicated. At best, it is poorly expressed and interpreted very differently by each Board member and senior management. This leads to leadership pulling in different directions creating risk which is not even realised until it’s too late and some major (i.e. strategic) catastrophe hits the organisation.</p>\r\n<p id="mf64"><strong id="mf65">Using risk management</strong> – The strategy is captured in a specific and measurable way and then decomposed down into its constituent assumptions. These strategic assumptions are then rated by the senior stakeholder group and the patterns are examined for risk due to concurrence or lack of consensus.   Major strategic risks are identified and captured by this approach, impossible strategies are revised and, at the very least, the Board and senior management get “on the same page”.</p>\r\n<p id="mf67">The bottom-line with most business roles is that for a very small investment in <em id="mf68">effective,</em> formal risk management, the benefits will be significant in terms of measurable, improved personal performance and therefore can contribute directly to your career advancement.</p>\r\n[/vc_column_text][/vc_column][/vc_row]', 'Fast Track your career using Risk Management', '', 'inherit', 'open', 'open', '', '13128-revision-v1', '', '', '2015-09-21 07:55:58', '2015-09-21 07:55:58', '', 13128, 'http://92.60.127.152/~derisk/13128-revision-v1/', 0, 'revision', '', 0),
(13272, 1, '2015-09-21 08:02:00', '2015-09-21 08:02:00', '[vc_row][vc_column width="1/1"][vc_column_text]\n<p id="mf22">Issue management is a natural and essential part of project management. But if it is not set up correctly, it will compromise or even completely undermine your risk management.</p>\n<p id="mf23"><strong id="mf24">Defining issues and risks is not as easy as it looks</strong></p>\n<p id="mf25">On the surface, it’s quite clear: an issue is a problem today and a risk may become a problem in the future. In practice it’s not that simple and I have watched many organisations struggle with the question of “is it an issue or is it a risk?”</p>\n<p id="mf26">One reason for this confusion is that most risks will require actions and the first step is often urgent. Therefore “Risk Owners” tend to interpret any problems with getting the first step in the risk action plan as an “issue” and consequently raise a formal issue for virtually every risk with a risk plan. The result is effectively duplication of the same “concern” as both an issue and a risk and more data for the Project Manager to review leading to potential information overload.</p>\n[/vc_column_text][vc_single_image image="13133" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][vc_column_text]<strong id="mf31"><em id="mf32">Whilst dealing with the "issue" of crossing the snow-bridge, we had to consider the "risk" that we wouldn''t reach the summit and get down before dark.</em></strong>\n\n&nbsp;\n<p id="mf35"><strong id="mf36">When does a risk really become an issue?</strong></p>\n<p id="mf37">Again it’s not as simple as it seems. The definitive answer is  - “when you can no longer stop the risk impacting, it is an issue”. This means that it doesn’t actually have to impact to become an issue. But who can determine this? Let’s look an analogy.</p>\n<p id="mf38">A missile coming over the horizon should be managed as a <em id="mf39">risk</em> as we need to work out how to stop it impacting us. Once it has impacted, the resulting crater is an <em id="mf40">issue</em> and then we need to work out how to clear up the mess.</p>\n<p id="mf41">At some point, an observing soldier may view that the missile is now too close to do anything to avoid impact. The soldier therefore declares the threat to now be an issue. However, the soldier is not aware that his commanding officer has access to the latest in anti-missile technology that could be used to knock out the missile just before impact. If the soldier had communicated the threat as a risk, albeit a very urgent one, then the missile could have been destroyed before impact rather than just accepting that impact was inevitable.</p>\n<p id="mf42">This is of course very much a state of mind, but a very important one that is fully exploited in the ABCD risk management process</a>. ABCD forces people to capture and escalate risks in the form of assumptions even if the impact is close. It is surprising how much senior management can be motivated when things become Important and Urgent, as Stephen Covey once said...</p>\n<p id="mf43"><strong id="mf44">Get the balance right</strong></p>\n<p id="mf45">One of Stephen Covey’s insights from his excellent book, <a id="mfa12" title="7 habits" href="http://www.amazon.co.uk/Habits-Highly-Effective-People/dp/0684858398/ref=sr_1_1?ie=UTF8&amp;s=books&amp;qid=1281356730&amp;sr=8-1">“The 7 habits of highly effective people”</a> can be used to explain the balance required between issue and risk management. As Covey describes time management; everything we do can be categorised as Important and/or Urgent. We have to deal with the Important <span id="mf46">and</span>Urgent things first but after that we tend get drawn into the Urgent but Not Important stuff i.e. we allow ourselves to get distracted (interuptions, phone calls, emails etc). The effect of this is we don’t spend much time on the Important and Not Urgent stuff. As Covey puts it – we need to spend more time on the Important and Not Urgent tasks and we will then have to spend less time on fixing the Important and Urgent things.</p>\n<p id="mf47">Transposing this to project management; the Important and Urgent things are “Issues”. Whereas “risks” are clearly Important (if not fixed they will become issues) but are not urgent as they are in the future. Applying Covey’s logic again, <strong id="mf48">we need to spend more time on risk management and we will then need to spend less time on issue management</strong>.</p>\n[/vc_column_text][vc_single_image image="13134" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][vc_column_text]In practice this simply means getting the balance right and making sure that a focussed risk management process is not overwhelmed by the demands of issue management. In other words, if you have too many issues, then you are not spending enough time on risk management.[/vc_column_text][/vc_column][/vc_row]', 'Issue Management ruins Risk Management', '', 'inherit', 'open', 'open', '', '13132-autosave-v1', '', '', '2015-09-21 08:02:00', '2015-09-21 08:02:00', '', 13132, 'http://92.60.127.152/~derisk/13132-autosave-v1/', 0, 'revision', '', 0);
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(13273, 1, '2015-09-21 08:02:19', '2015-09-21 08:02:19', '[vc_row][vc_column width="1/1"][vc_column_text]\r\n<p id="mf22">Issue management is a natural and essential part of project management. But if it is not set up correctly, it will compromise or even completely undermine your risk management.</p>\r\n<p id="mf23"><strong id="mf24">Defining issues and risks is not as easy as it looks</strong></p>\r\n<p id="mf25">On the surface, it’s quite clear: an issue is a problem today and a risk may become a problem in the future. In practice it’s not that simple and I have watched many organisations struggle with the question of “is it an issue or is it a risk?”</p>\r\n<p id="mf26">One reason for this confusion is that most risks will require actions and the first step is often urgent. Therefore “Risk Owners” tend to interpret any problems with getting the first step in the risk action plan as an “issue” and consequently raise a formal issue for virtually every risk with a risk plan. The result is effectively duplication of the same “concern” as both an issue and a risk and more data for the Project Manager to review leading to potential information overload.</p>\r\n[/vc_column_text][vc_single_image image="13133" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][vc_column_text]<strong id="mf31"><em id="mf32">Whilst dealing with the "issue" of crossing the snow-bridge, we had to consider the "risk" that we wouldn''t reach the summit and get down before dark.</em></strong>\r\n\r\n&nbsp;\r\n<p id="mf35"><strong id="mf36">When does a risk really become an issue?</strong></p>\r\n<p id="mf37">Again it’s not as simple as it seems. The definitive answer is  - “when you can no longer stop the risk impacting, it is an issue”. This means that it doesn’t actually have to impact to become an issue. But who can determine this? Let’s look an analogy.</p>\r\n<p id="mf38">A missile coming over the horizon should be managed as a <em id="mf39">risk</em> as we need to work out how to stop it impacting us. Once it has impacted, the resulting crater is an <em id="mf40">issue</em> and then we need to work out how to clear up the mess.</p>\r\n<p id="mf41">At some point, an observing soldier may view that the missile is now too close to do anything to avoid impact. The soldier therefore declares the threat to now be an issue. However, the soldier is not aware that his commanding officer has access to the latest in anti-missile technology that could be used to knock out the missile just before impact. If the soldier had communicated the threat as a risk, albeit a very urgent one, then the missile could have been destroyed before impact rather than just accepting that impact was inevitable.</p>\r\n<p id="mf42">This is of course very much a state of mind, but a very important one that is fully exploited in the ABCD risk management process. ABCD forces people to capture and escalate risks in the form of assumptions even if the impact is close. It is surprising how much senior management can be motivated when things become Important and Urgent, as Stephen Covey once said...</p>\r\n<p id="mf43"><strong id="mf44">Get the balance right</strong></p>\r\n<p id="mf45">One of Stephen Covey’s insights from his excellent book, “The 7 habits of highly effective people” can be used to explain the balance required between issue and risk management. As Covey describes time management; everything we do can be categorised as Important and/or Urgent. We have to deal with the Important <span id="mf46">and</span>Urgent things first but after that we tend get drawn into the Urgent but Not Important stuff i.e. we allow ourselves to get distracted (interuptions, phone calls, emails etc). The effect of this is we don’t spend much time on the Important and Not Urgent stuff. As Covey puts it – we need to spend more time on the Important and Not Urgent tasks and we will then have to spend less time on fixing the Important and Urgent things.</p>\r\n<p id="mf47">Transposing this to project management; the Important and Urgent things are “Issues”. Whereas “risks” are clearly Important (if not fixed they will become issues) but are not urgent as they are in the future. Applying Covey’s logic again, <strong id="mf48">we need to spend more time on risk management and we will then need to spend less time on issue management</strong>.</p>\r\n[/vc_column_text][vc_single_image image="13134" border_color="grey" img_link_large="" img_link_target="_self" img_size="full"][vc_column_text]In practice this simply means getting the balance right and making sure that a focussed risk management process is not overwhelmed by the demands of issue management. In other words, if you have too many issues, then you are not spending enough time on risk management.[/vc_column_text][/vc_column][/vc_row]', 'Issue Management ruins Risk Management', '', 'inherit', 'open', 'open', '', '13132-revision-v1', '', '', '2015-09-21 08:02:19', '2015-09-21 08:02:19', '', 13132, 'http://92.60.127.152/~derisk/13132-revision-v1/', 0, 'revision', '', 0),
(13274, 1, '2015-09-21 08:06:39', '2015-09-21 08:06:39', '[vc_row][vc_column width="1/1"][blockquote text="It always starts the same way – “So what is it that you do, risk management? So you work for a bank?” Err no. “So you are in insurance?” No not quite. “Health and safety?” Definitely not!" show_quote_icon="no"][vc_column_text]So what exactly is “risk management” and where is it really valued -  it means so many things to so many people. To many it will mean financial risk management that forms the backbone of all banks (albeit a weak backbone as we saw when the financial crisis broke...). People will talk about Enterprise Risk Management without really expanding much beyond the financial aspects of risk. And if we get into H&amp;S then we lose the “business” context of risk to a great extent and probably credibility, whether justified or not.[/vc_column_text][vc_column_text]Rather than try and define all these different types of “risk management” (you have <a id="mfa12" href="http://en.wikipedia.org/wiki/Risk_management">Wikipedia</a> for that...), I was thinking about how risk management can bring the most “value” to your business. Value can be measured in many ways and perhaps the most obvious way to measure value in risk management is to look at the financial value of the risks identified. The problem with this approach is that it relies on estimates that may be no more than wild guesses. And when someone estimates the financial impact of a risk, where do they stop, at the immediate impact or the ultimate impact? For example, it could be claimed that every “showstopper” risk could be valued at the entire cost of a project or business process.\r\n\r\nThe way I am going to describe value here works very well for an “uncertain” subject like risk management. Demonstrable value from a risk management process would be gained from helping to identify risks that are not obvious and would not have been identified without its application.\r\n\r\nWhich then leads us to look at the different areas of risk that fall under the Enterprise risk umbrella and assess their relative “difficulty” and therefore the opportunity to demonstrate value by identifying new risks  i.e.:\r\n\r\n<strong id="mf32">Operational risk management</strong>: True operational risk looks at the ongoing, recurring processes in the business and <span id="mf33">not</span> the one-off projects. As such, the operational staff tend to be very familiar with the business processes – they do it every day – and therefore they can tell you the risks without the need for formal risk management. In situations like this, formal risk management tends to be seen as an administrative overhead as it doesn’t tend to identify “new” risks.\r\n\r\n<strong id="mf35">Strategic risk management</strong>: The risk to the business strategy is obviously a big deal – if the strategy fails, the entire business could fail. But when the strategy statement (assuming that there is one?) has been broken down into its constituent assumptions, there will be a reasonably small number to analyse. How they are rated may raise a surprise or two but completely new risks are unlikely.\r\n\r\n<strong id="mf37">Project risk management</strong>: Projects are one-off exercises, that is, you have never tried to achieve the specific objectives before or it would already be an ongoing business process. The sheer newness of a project will ensure that new risks are guaranteed and all will not be obvious from the start. The use of a formal risk management process is therefore entirely justified and will be valued.\r\n\r\n<strong id="mf39">Programme risk management</strong>: Programmes are made up from multiple projects that are interdependent. Therefore all that was said about project risk management above can be multiplied exponentially. A true programme risk management process like ABCD is required here to prioritise clearly and ensure that “you can see the wood for the trees”. Get this right and immense benefits will be realised in the form of risks that would never have been identified without the rigor and the perceived value will be very high.\r\n\r\nThe four types of risk management above have therefore been ranked in terms of perceived value from the lowest (operational) to the highest (programme). That is, you are more likely to identify new risks by using formal risk management processes in a programme than a project, or strategy or operations, in that order. And let’s be clear that we are talking about risks that require proactive management.  Black Swans introduce a whole new ball game, but that’s a different story...[/vc_column_text][vc_empty_space height="32px"][vc_gallery type="image_grid" interval="3" images="13137,13138" onclick="link_image" custom_links_target="_self" column_number="4"][vc_column_text]<strong id="mf44"><em id="mf45">ABS packs inflate via a rip-cord if you are caught in an avalanche - real risk management</em></strong>[/vc_column_text][/vc_column][/vc_row]', 'Where is the value in risk management?', 'The term minimalism is also used to describe a trend in design and architecture where in the subject is reduced to its necessary elements. Minimalist design has been highly influenced by Japanese traditional design and architecture. In addition, the work of De Stijl artists is a major source of reference for this kind of work.', 'inherit', 'open', 'open', '', '17-revision-v1', '', '', '2015-09-21 08:06:39', '2015-09-21 08:06:39', '', 17, 'http://92.60.127.152/~derisk/17-revision-v1/', 0, 'revision', '', 0);

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