ASIS Training #4 - Gestion des risques et innovation sociale

Notes de l'éditeur

1. We are looking at a scenario funnel. Risk management deals with making decisions under uncertainty from alternatives that we believe are possible. The scenario funnel includes all futures that we consider realistically possible. In the middle we see a trend line - what we will achieve under normal circumstances - and deviations up and down, positive deviations and negative deviations from expectations, risks and opportunities. Risk (opportunity) management intervenes when undesirable deviations occur, or rather before they do, by providing measures. Good risk management is proactive not reactive.
2. We are looking at a scenario funnel. Risk management deals with making decisions under uncertainty from alternatives that we believe are possible. The scenario funnel includes all futures that we consider realistically possible. In the middle we see a trend line - what we will achieve under normal circumstances - and deviations up and down, positive deviations and negative deviations from expectations, risks and opportunities. Risk (opportunity) management intervenes when undesirable deviations occur, or rather before they do, by providing measures. Good risk management is proactive not reactive.
3. More than a decade ago, the Committee of Sponsoring Organizations of the Treadway Commission (COSO) published the "Internal Control - Overarching Framework" with the aim of helping companies and other organizations to assess and improve their internal control systems. This framework has since been translated into rules, regulations and directives. Thousands of companies are already using it to focus all activities on achieving defined objectives. But it is only one example among many. There are dozens of attempts to systematize risk management.
4. Risk agent is a cross-cutting matter and therefore has many goals. It is essential that risk management should support the achievement of goals. Whether process goals, project goals, organizational goals or social goals. From this it follows, however, that the goals are also known. This sounds banal, but it is not always so. It is not always so clear which goals are actually pursued or should be pursued at all. In addition, there are often several that do not necessarily complement each other well and sometimes even compete or contradict each other. But first to some basic terms….
5. As complex as risk management is (and sometimes is presented), a typical risk management process is based on a few steps: identify, assess, treat and monitor risks.
6. As complex as risk management is (and sometimes is presented), a typical risk management process is based on a few steps: identify, assess, treat and monitor risks.
7. It is important to understand that the process of risk management is never really finished (at least not while the project is running, the organisation is in place or - on a meta-level - human society is concerned with its future). The environment is dynamic, so so are the risks. Risks are never static, they are influenced by many more or less dynamically changing factors and therefore change in the probability of their occurrence and/or impact (note:probability and impact are the classic description variables of the term "risk“). Risk management must therefore be a cyclical process.
8. It is not only that risks change constantly, but that they also occur in different forms in every phase of a project, process, etc. Of course, this also applies to the area of social innovation. Since risks are unlimited, but the available resources are limited, it is important to recognize the neuralgic points
9. Presented here is an example to illustrate how weaknesses in a certain process phase create a risk that may have serious effects (conversely, special strengths can generate opportunities of course)
10. In order to deal with risks adequately, it is important to understand them. Understanding means recognizing which causes can lead to which consequences with which probability. To do so there is a number of methods available - from easy to handle to extremely complex. Which method is the most suitable depends - as so often – not only on the object but also the available resources.
11. Creation of Checklists is a very simple and easy to use method based on experience and historical data. In order to generate useful results it is essential to be careful when creating the lists. Here is a small overview of the typical content of a checklist in connection with projects (https://www.brighthubpm.com/risk-management/55271-creating-a-risk-management-checklist/#risk-management-tools): “Scope of Work - The first part of your risk checklist should include questions and answers such as: Has the work been done before or is it something new? In essence, has an area in the work been identified in prior projects as a risk? If a task is a new task within the project, what risks may occur? Project Resources - The second part of the checklist should deal with your resources. Do you have the right number of resources? Do your resources have the experience they need or do they have to be trained? How experienced are they and do they work well together? Again, if a resource risk is a potential problem, it should be identified on your checklist. Project Timeline - The third part of your risk management checklist should identify items like scheduling conflicts and if they are flexible. Will you and your team have enough time to complete all the tasks within the project? If any items are identified as a risk, list them here. Project Cost - This fourth part should identify risks that have to do with project costs and project overrun costs. If you feel a project may overrun its budget, list this as a risk on your checklist. Outside Sources - What outside sources are involved in the project that may cause a risk? They are the fifth part of your checklist. If you feel an outside source can’t deliver on time or has other issues that are considered to be a risk, put them on your checklist. Deliverables - Can you deliver the project? That means not just the goals of the project, but the project itself. A goal may be to analyze tools to change a process and the project may be to change a certain process. If you feel the project has risk in its deliverables, identify this as a risk.” The specific content of a checklist naturally depends on the area of application.
12. When creating checklists it is advisable to draw on the experience of employees and other suitable persons with process experience -especially if no reliable data is available . It makes sense to group topics and then identify the risks and possible treatments through brainstorming. Speaking of brainstorming: as with the creation of checklists in general, the trick is in the details. You will only get useful results if you follow a few rules. For example: do not rate ideas during brainstorming. It is not (yet) about ideal solutions or about having the smartest idea. At this stage all ideas are important, they will be screened later. Deviating from the topic, fantasizing, freely associating is explicitly desired in brainstorming - maybe at first glance unsuitable suggestions lead to the right idea.