Category Archives: Projects@Risk™ – Malcolm Peart

#188 – STRATEGIC RISK REGISTER OF SASKATOON CANADA – JAMES KLINE PH.D.

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aIMG_4231-150x150Introduction

A Risk Register is a key product of the Enterprise Risk Management Methodology. The register provides information which allows them to prioritize the risk and to determine the action necessary to mitigate its impact.

This piece lists the major elements of a risk register. It also presents portions of the Strategic Risk Register for the City of Saskatoon Canada. The specific example comes from the inherent risk of Disengaged and Uninformed Citizens.  Saskatoon is used because it has one of the better formats encountered so far. Continue reading →

#188 – IMPLEMENTING ISO 14001 WITH MINIMAL DOCUMENTS – DEBRA HAY HAMPTON

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279b40e27d901e66a6c769505006a629Focus on What Adds Value

So many environmental management systems have an environmental management manual!  Why?  There isn’t a requirement in the standard for a manual.  It adds no value.  It wasn’t a requirement in the 2004 standard.  It isn’t a requirement in the 2015 standard.  Why do some organizations choose to have one? Continue reading →

#187 – GOOD COMMUNICATION – ILLUSIONAL, ACCIDENTAL, OR PREMEDITATED – MALCOLM PEART

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Picture1Firstly, what is ‘good communication’?  Many people have views, but my definition is “the effective and efficient transfer and receipt of information by the right people, at the right time, in the right medium, at the right place and in the right amount”.

The key word though is ‘efficient’.  A voluminous report to the right person on time covering everything may be effective but will the recipient be able to synthesise everything and make a decision; or would an email, letter, SMS, ‘phone call, or face-to-face meeting be the more efficient? Continue reading →

#185 – HOW A CULTURAL AUDIT CAN ASSIST RISK MANAGEMENT – JAMES KLINE PH.D.

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aIMG_4231-150x150Introduction

An organization’s culture is an important determinant of its success or failure. This is because an organization’s culture is the combined effect of the employees’ underlying assumptions, beliefs, attitudes and expectations. Each can affect performance and adaptability.  A cultural assessment can help determine areas that can inhibit mission accomplishment. This article lists the different techniques used in conducting a cultural audit and indicates how it can help guide corrective action. Continue reading →

#185 – PROJECT MANAGEMENT: A RISK TO PRODUCT DELIVERY – MALCOLM PEART

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Malcom-Peart-pixMost of us are aware of the old saw “the operation was successful, but the patient died!” which has been around since 1829 and used to describe medical, as well as military and business failures.  There are many reasons for failure but is ‘over-management’ one of them? Can too much ‘project management’ be applied to the point that the aim of the project, i.e. the product, is compromised? Continue reading →