#257 – THE FIRST THING YOU NEED TO DO IN ANY RISK CONVERSATION – ANDREW SHEVES

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You say either and I say either
You say neither and I say neither
Either, either, neither, neither
Let’s call the whole thing off

“Let’s call the whole thing off” George and Ira Gershwin

Before you start any discussion, it’s good to have an idea of what you are going to be talking about, but this is vitally important when you are talking about risk. Continue reading

#257 – CURING THE INCURABLE – ALLEN TAYLOR

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Many diseases, including very serious ones, are caused or made more likely by mutations in a person’s DNA. For most of such diseases, multiple mutations must be present for the corresponding disease to manifest. However, there are serious diseases that are due to a mutation in a single gene. These diseases are the low hanging fruit of stem cell therapy. In such cases, the correction of a single mutation could prevent a life of suffering and early death. The first two pieces of low hanging fruit have just been harvested. Continue reading

#256 – DEVELOPMENTAL RISKS OF FUTURE COMMERCIAL AVIATION – STEVE MILLER

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Commercial aviation is undergoing constant technological change which, although apparent to the aviation community, is little noticed or understood by the flying public. These changes are driving the industry inexorably toward increasing automation for reasons of both safety and cost reduction, the ultimate long term goal being to produce the “totally autonomous” aircraft. Continue reading

#256 – USING ISO 19011 FOR ROBUST AUDITS OF DRINKING WATER – ANNETTE DAVISON & SARAH LODER

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ISO 19011 sets the standard for auditing of management systems. When conducting an audit, ISO 19011 sets out 6 principles for an effective and reliable audit with sound outcomes:

  • Integrity: the requirement to act in a professional manner
  • Fair presentation: the obligation that an auditor has to report truthfully and accurately (including as stated in ASAE 3150 to maintain professional scepticism).
  • Due professional care: the application of diligence and judgement when undertaking audits. Continue reading

#256 – KNOWN RISKS ARE THE MAJOR CAUSES WHY PROJECTS FAIL – JOHN AYERS

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Studies have shown that most project failures are due to poor management of known risks. The known risks are:

  • Scope
  • Schedule
  • Cost
  • Quality

Scope

The contract statement of work (SOW) defines the project scope. The challenge to the project manager is to perform to the scope but not more and not less. Sometimes the scope is not fully defined or mis-understood creating a serious risk situation which may not be known until late in project. The project manager is responsible to ensure that the scope is clear to the project team, so everyone is on the same page. Continue reading