RISK MANAGEMENT
Risk
is defined inISO 31000as
the effect of uncertainty on objectives
(whether positive or negative).
Risk management
can therefore be considered the identification, assessment, and prioritization of risksfollowed by coordinated and economical application of resources to
minimize, monitor, and control the probability and/or impact of unfortunate events
or tomaximize the realization of opportunities. Risks can come from uncertainty in financialmarkets, project failures, legal liabilities, credit risk, accidents, natural causes and disasters aswell as deliberate attacks from an adversary. Several risk management standards have beendeveloped including theProject Management Institute, the National Institute of Science and
Technology,actuarial societies, and ISO standards.
Methods, definitions and goals varywidely according to whether the risk management method is in the context of projectmanagement, security,engineering, industrial processes, financial portfolios, actuarialassessments, or public health and safety.The strategies to manage risk include transferring the risk to another party, avoiding the risk,reducing the negative effect of the risk, and accepting some or all of the consequences of a particular risk.Certain aspects of many of the risk management standards have come under criticism for having no measurable improvement on risk even though the confidence in estimates anddecisions increase.
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6.1 Bow Tie diagramsPRE: SAQIB ALI
RISK MANAGEMENT
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This section provides an introduction to the principles of risk management. The vocabulary of risk management is defined in ISO Guide 73, "Risk management. Vocabulary."
In ideal risk management, a prioritization process is followed whereby the risks with thegreatest loss and the greatest probabilityof occurring are handled first, and risks with lower probability of occurrence and lower loss are handled in descending order. In practice the process can be very difficult, and balancing between risks with a high probability of occurrence but lower loss versus a risk with high loss but lower probability of occurrence canoften be mishandled.Intangible risk management identifies a new type of a risk that has a 100% probability of occurring but is ignored by the organization due to a lack of identification ability. For example, when deficient knowledge is applied to a situation, aknowledgerisk materializes.Relationship risk appears when ineffective collaboration occurs. Process-engagement risk may be an issue when ineffective operational procedures are applied. These risks directlyreduce the productivity of knowledge workers, decrease cost effectiveness, profitability,service, quality, reputation, brand value, and earnings quality. Intangible risk managementallows risk management to create immediate value from the identification and reduction of risks that reduce productivity.Risk management also faces difficulties allocating resources. This is the idea of opportunitycost. Resources spent on risk management could have been spent on more profitableactivities. Again, ideal risk management minimizes spending and minimizes the negativeeffects of risks.
For the most part, these methods consist of the following elements, performed, more or less,in the following order.1.identify, characterize, and assess threats2.assess the vulnerability of critical assets to specific threats3.determine the risk (i.e. the expected consequences of specific types of attacks onspecific assets)4.identify ways to reduce those risks5.prioritize risk reduction measures based on a strategy
PRE: SAQIB ALI
RISK MANAGEMENTThe International Organization for Standardizationidentifies the following principles of risk
management:
Risk management should:
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create value.
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be an integral part of organizational processes.
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be part of decision making.
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explicitly address uncertainty.
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be systematic and structured.
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be based on the best available information.
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be tailored.
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take into account human factors.
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be transparent and inclusive.
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be dynamic, iterative and responsive to change.
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be capable of continual improvement and enhancement.
According to the standard ISO 31000 "Risk management -- Principles and guidelines on
implementation,"
Establishing the context involves:1.
Identification
of risk in a selected domain of interest2.
Planning
the remainder of the process.3.
Mapping out
the following:
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the social scope of risk management
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the identity and objectives of stakeholders
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the basis upon which risks will be evaluated, constraints.4.
Defining a framework
for the activity and an agenda for identification.5.
Developing an analysis
of risks involved in the process.6.
Mitigation
of risks using available technological, human and organizationalresources.
After establishing the context, the next step in the process of managing risk is to identify potential risks. Risks are about events that, when triggered, cause problems. Hence, risk identification can start with the source of problems, or with the problem itself.
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Source analysis
[
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Risk sources may be internal or external to the system thatis the target of risk management.Examples of risk sources are: stakeholders of a project, employees of a company or theweather over an airport.PRE: SAQIB ALI
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