2949775134

Ostrava 8.-9. zan 2010

5. mezinarodnf konference Rizeni a modelovanf finanćnfch rizik VŚB-TU Ostrava, Ekonomicka fakulta, katedra Financf

Nominał Group Technique	•    Encourages and allows all participants to contribute •    Allows for different levels of competence in common language •    To a large extent, autodocumenting •    Provides ideał base for affinity diagramming (grouping by risk categories for use in the Risk Breakdown Structure and Root Cause Analysis)	• Can lead to frustration in dominant members who feel it is moving slowly	•    Good briefing of all participant in the technique •    Strict facilitation
Post-project reviews/Lessons learned/Historical Information	•    Leverages previous experience •    Prevents making the same mistakes or missing the same opportunities twice •    Enhances the Organizational Process Assets	•    Limited to those risks that have occurred previously •    Information is frequently incomplete: details of past risks may not include details of successful resolution; ineffective strategies are rarely documented •    Creative generation of ideas	•    Weil structured project lessons learned database •    Participation of previous project team members (ideally including the project manager)
Prompt Lists	•    Ensures coverage of all types of risk •    Stimulates creativity	• Topie can be too high level	• Choice of list relevant to the project and its environment
Questionnaire	• Encourages broad thinking to the identify risks	•    Success depends on the quality of the questions •    Limited to the topics covered by the questions •    Can be a simple reformatting of a checklist	•    Clear and unambiguous questions •    Detailed briefing of respondents
Risk Breakdown structure (RBS)	•    Offers a framework for other risk identification techniąues such as brainstorming •    Ensures coverage of all types of risk •    Test for blind spots or omissions	• Nonę	• Requires a comprehensive RBS, often tailored to the project
Root-Cause Analysis	•    Allows identification of additional, dependent risks •    Allows the organization to identify risks that may be related because of their common root causes •    Basis for development of pre-emptive and comprehensive responses •    Can serve to reduce apparent complexity	•    Most risk management techniques are organized by individual risk. This organization is not conducive to identifying the root causes •    Can oversimplify and hide existence of other potential causes •    There may be no valid strategy available for addressing the root cause once it has been identified	•    Ability to identify if a risk is an outeome of a morę fundamental cause •    Willingness by management to accept and address the root cause rather than adopting partial workarounds