Menrisk Kel 2

7/27/2019 Menrisk Kel 2

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RISK MANAGEMENT

K 3 V A

Surabaya Shipbuilding State Polytechnic


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Member

Wynnie Zadah 6511040006Bimantara Adi Withaka 6511040013Sarah Rosalina 6511040016Rizanti Camellia 6511040021Febriyanti Dwi R. 6511040023

Rezky Mula Putri 6510040022


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SECOND GROUP

Establish The Context & Identify Risks


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Risk Management Process - Overview


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Establish The Context


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Establish the external, internal and risk management context in which the rest of the

process will take place. Criteria against which

risk will be evaluated should be establishedand the structure of the analysis defined.


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External ContextThis step defines the external environment. It also definesthe relationship between the organization and its externalenvironment. This may, for example, include:

The business, social, regulatory, cultural, competitive,financial and political environment;The organizations strengths, weaknesses,opportunities and threats;

External stakeholders; andKey business drivers. It is particularly important totake into account the perceptions and values of external stakeholders and establish policies for

communication with these parties.


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Internal ContextKey areas include:

Culture;

Internal stakeholders;Structure;Capabilities in terms of resources such as people,systems, processes, capital;Goals and objectives and the strategies that are in

place to achieve them.


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Establish The Context Internal ContextEstablishing the internal context is important because:

risk management takes place in the context of the goalsand objectives of the organization;

the major risk for most organizations is that they fail toachieve their strategic, business or project objectives,or are perceived to have failed by stakeholders;the organizational policy and goals and interests helpdefine the organizations risk policy; and specific objectives and criteria of a project or activitymust be considered in the light of objectives of theorganization as a whole.


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Risk Management ContextSetting the scope and boundaries of an application of risk management involves

Defining the organization, process, project or activity and establishing its goals and objectives;Specifying the nature of the decisions that have to

be made;

Defining the extent of the project activity or function in terms of time and location;Identifying any scoping or framing studies neededand their scope, objectives and the resources

required;


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Risk Management Contextdefining the depth and breadth of the risk management activities to be carried out, includingspecific inclusions and exclusions.

Specific issues that may also be discussed include thefollowing:

The roles and responsibilities of various parts of the

organization participating in the risk management process.Relationships between the project or activity andother projects or parts of the organization.


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Risk CriteriaThe criteria should reflect the context defined above.These often depend on an organization's internal

policies, goals and objectives and the interests of stakeholders. Criteria may be affected by the perceptions of stakeholders and by legal or regulatoryrequirements. The risk criteria must correspond to the

type of risks and the way in which risk levels areexpressed.


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Risk CriteriaDefine the structure for the rest of the process.This involves subdividing the activity, process, projector change into a set of elements or steps in order to

provide a logical framework that helps ensuresignificant risks are not overlooked. The structurechosen depends on the nature of the risks and the scope

of the project, process or activity.


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Identify Risks

What, Where, and When it can happen?The aim is to generate a comprehensive list of sourcesof risks and events that might have an impact on the

achievement of each of the objectives identified in thecontext.

Why and How it can happen?It is necessary to consider possible causes and scenarios.There are many ways an event can occur. It is importantthat no significant causes are omitted.


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Identify Risks

Tools and TechniquesApproaches used to identify risks include checklists,

judgement based on experience and records, flow

charts, brainstorming, systems analysis, scenarioanalysis and systems engineering techniques. Thesetools and techniques are discussed in more detail in HB436. The approach used will depend on the nature of theactivities under review, types of risk, the organizationalcontext and the purpose of the risk management study.


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Thank You

Documents

Menrisk Kel 2