Anything we do is a process. The more we acknowledge our processes and start the journey of managing and improving them, the lower the risk in overall operations.
The first step in managing processes is to understand all their components and a simple tool that could be used is SIPOC (suppliers, inputs, process, outpus customers). Continue reading
In the process of gaining approval for and initiating projects, many companies create a major risk of failure by committing to a scope, schedule and budget prematurely. This often comes about because project sponsors are disinclined or disincentivized to navigate the internal funding process more than once so they take a rough project definition and attach a heavily padded estimate to it. Continue reading
Any business has to have intrinsic mechanisms and approaches in its processes and culture to sustain an ever increasing amount of changes caused by internal or external factors. Of course, ideally would be to have a standard process to reach the decision for changes, segmented for the various organizational levels and functions and depending of how much of the business is affected. Continue reading
THE MORE RISK THINGS CHANGE, THE MORE THEY REMAIN THE SAME
Over the past decade or so, the topic of risk analysis has become an increasingly important subject. Recently and belatedly, the ISO 9001 committee decided to sprinkle throughout the standard requirements for risk analysis that will be part of the 2015 revision.
Risk analysis need not be a difficult subject to address and yet, a Google™ search of “risk analysis” will yield over 344 millions results! Even if only a tenth of a percent of these results is of interest, anyone interested in the subject may well need several lifetimes to read them all. Worse yet, should you be able to complete this Herculean task, you may still not know what to do or how much to do. Continue reading