#202 – COMMUNICATION FAILURE: WHAT TO DO? – MALCOLM PEART

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Picture1“Communication failure” is an often cited reason for project failure or cancellation.  All too often it is only recognised after the fact even though ‘poor communication’ will almost inevitably have been included on the risk register.

Communication is the transfer (and receipt) of the right data, information and knowledge to the right party(s), at the right time, in the right place, and in the right medium.  Information provides the power to make the decisions that are needed to make a project successful and resolve and overcome difficulties. Continue reading

#202 – FINDING OPPORTUNITIES WITH SWIFT – BOB POJASEK

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AAIAAQDGAAwAAQAAAAAAAAuRAAAAJGJmZGQ0Njg0LWFlNDUtNDcyZC04MTVhLWJkNmM1Zjg1MGZmOQ-150x150Why are we still using risk management tools (e.g. ISO 31010) to focus only on the threats to an organization?  I was pleasantly surprised when reading the description of the “Structured “What-if” Technique” where I found the following strength and limitations information:  “SWIFT can be used to identify opportunities for improvement of processes and systems and generally can be used to identify actions that lead to and enhance their probabilities of success.” Continue reading

#202 – MAPPING LAYERED PROCESS AUDITS TO LEAN MANUFACTURING PRINCIPLES –

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Picture1Roughly 7 in 10 manufacturershave implemented Lean manufacturing principles in their organizations, with 5S, Six Sigma and Kaizen representing the most popular strategies today.

One tool that supports these specific approaches and Lean manufacturing principles more generally is a layered process audit (LPA) program. LPAs draw auditors from all management layers and departments to verify mission-critical processes on a daily basis. Continue reading

#202 – THE DETAIL NECESSARY IN A RISK MANAGEMENT PLAN – FRED SCHENKELBERG

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ABC-Fred-150x150A risk management plan has to meet your organizations needs as the organization identifies, manages, and mitigates potential and actual risks. The ISO 31000 framework does not detail how an organization should plan or what elements are required for an effective plan.

This short article outlines a few details that may comprise a starting point as you build a risk management plan within your organization. Or, the suggestions here may help you review and improve your existing plan. Continue reading

#202 – CALIFORNIA HIGH-RISK AUDITS – JAMES KLINE PH.D.

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aIMG_4231-150x150In January 2005, the California Legislature authorized the state auditor to conduct audits of state agencies to determine those that are at risk.  The rationale for the authorization was that identification and mitigation of these risk would improve government efficiency and effectiveness. This piece looks at key aspects of the 2013 and 2018 high risk audits results and how the process of mitigating risk can link to broader risk management efforts. Continue reading