摘要 :
The state-of-the art of Risk Management Process (RMP) mostly relied on two main phases,(a): Risk Assessment (RA) and (b): Risk Response (RR) Most of these studies have had a significance emphasis on the RA but we can find a li...
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The state-of-the art of Risk Management Process (RMP) mostly relied on two main phases,(a): Risk Assessment (RA) and (b): Risk Response (RR) Most of these studies have had a significance emphasis on the RA but we can find a limited study on the subject of the RR. So,the main objective of this research study is to emphasize on the indispensable shift of our perspectives at the present time to a more "Equilibrant" RMP,both for RA and RR. Based on this view,this paper proposes a two-polar generic RMP framework for projects and introduces some new elements. It can be concluded that a two-polar perspective proposed in this research study can be used for risk management projects in most effective and productive manner in real world's problems.
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摘要 :
The state-of-the art of Risk Management Process (RMP) mostly relied on two main phases,(a): Risk Assessment (RA) and (b): Risk Response (RR) Most of these studies have had a significance emphasis on the RA but we can find a li...
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The state-of-the art of Risk Management Process (RMP) mostly relied on two main phases,(a): Risk Assessment (RA) and (b): Risk Response (RR) Most of these studies have had a significance emphasis on the RA but we can find a limited study on the subject of the RR. So,the main objective of this research study is to emphasize on the indispensable shift of our perspectives at the present time to a more "Equilibrant" RMP,both for RA and RR. Based on this view,this paper proposes a two-polar generic RMP framework for projects and introduces some new elements. It can be concluded that a two-polar perspective proposed in this research study can be used for risk management projects in most effective and productive manner in real world's problems.
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Software development projects complexities have climbed up drastically over the last few decades. This increase in complexity has been accompanied by high failure rates in software projects. This is mainly due to the poorly-applie...
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Software development projects complexities have climbed up drastically over the last few decades. This increase in complexity has been accompanied by high failure rates in software projects. This is mainly due to the poorly-applied risk management process while developing software projects. A recent research revealed that most software development organizations practice the development process and the risk management process as two separate isolated processes, and the integration between them is still in its infancy. In this research we believe that if risk management is integrated into the software development process, this will positively reflect on the development process, greatly affect projects outcomes, and remarkably increase the success rate. In order to achieve this integration, in this paper we propose a preventive risk management model that integrates risk management into the software development process.
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Marshall Space Center (MSFC) of the National Aeronautics and Space Administra ion (NASA) is currently implementing the Continuous Risk Management (CRM) Program, a systematic and comprehensive process developed recently by the Carn...
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Marshall Space Center (MSFC) of the National Aeronautics and Space Administra ion (NASA) is currently implementing the Continuous Risk Management (CRM) Program, a systematic and comprehensive process developed recently by the Carnegie Mellon University (ref.l, 2). NASA has adopted the Risk Management (RM) approach for implementation at MSFC. There is, however, insufficient guidance on how to integrate these risk analysis tools in the Continuous Risk Management (CRM) Process. As a result, often the responsible person makes arbitrary decisions in applying these analytical tools during the process. But how these safety and risk assessment tools are applied makes a significant difference in :he efficacy of the risk management function. The CRM directives do not provide explicit instructions to he analyst for such critical decisions as: what events are to be included in the analysis and to what level of details the analysis should be continued This study aimed to develop guidelines for the three most frequently used risk assessment tools: Failure Mode and Effect Analysis (FMEA), Fault Tree Analysis (FTA), and Probability Risk Assessment (PRA) in the context of the CRM. Specific directions have been c eveloped for the application of each tool in each stage of the CRM process: (a) risk identification, (b) risk analysis, (c) risk tracking, and (d) risk control.
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摘要 :
Marshall Space Center (MSFC) of the National Aeronautics and Space Administra ion (NASA) is currently implementing the Continuous Risk Management (CRM) Program, a systematic and comprehensive process developed recently by the Carn...
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Marshall Space Center (MSFC) of the National Aeronautics and Space Administra ion (NASA) is currently implementing the Continuous Risk Management (CRM) Program, a systematic and comprehensive process developed recently by the Carnegie Mellon University (ref.l, 2). NASA has adopted the Risk Management (RM) approach for implementation at MSFC. There is, however, insufficient guidance on how to integrate these risk analysis tools in the Continuous Risk Management (CRM) Process. As a result, often the responsible person makes arbitrary decisions in applying these analytical tools during the process. But how these safety and risk assessment tools are applied makes a significant difference in :he efficacy of the risk management function. The CRM directives do not provide explicit instructions to he analyst for such critical decisions as: what events are to be included in the analysis and to what level of details the analysis should be continued This study aimed to develop guidelines for the three most frequently used risk assessment tools: Failure Mode and Effect Analysis (FMEA), Fault Tree Analysis (FTA), and Probability Risk Assessment (PRA) in the context of the CRM. Specific directions have been c eveloped for the application of each tool in each stage of the CRM process: (a) risk identification, (b) risk analysis, (c) risk tracking, and (d) risk control.
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This paper briefly describe what is risk and risk management. It then explains the major categories of risk drivers and proposes a 3-model framework to assess these risks. Depending on the need, these 3 models could be used indepe...
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This paper briefly describe what is risk and risk management. It then explains the major categories of risk drivers and proposes a 3-model framework to assess these risks. Depending on the need, these 3 models could be used independent for different projects or concurrently within the same project.
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One of the challenges in implementing an effective enterprise risk management system is establishing a common set of processes, tools, and standard terminology. The risk management system recently implemented at Gemini Observatory...
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One of the challenges in implementing an effective enterprise risk management system is establishing a common set of processes, tools, and standard terminology. The risk management system recently implemented at Gemini Observatory operates at four connected levels: project, program, division, and observatory, using a common set of processes, tools, templates and standard terminology. The risk management process flow begins with the leader of the corresponding level writing a risk management plan outlining the process for the size and type of the project, roles and responsibilities, budgeting, timing, risk tolerances, and reporting for that specific level. Within the actual managing of risks, the leader of each level performs risk identification, risk assessment, internal risk controls evaluation, mitigation planning, contingency planning, risk monitoring (includes mitigation and contingency plan execution as needed), and risk closure in collaboration with appropriate staff. Risk categories used for project, program, and division risks are subcategories of the Observatory risk categories of strategic, operational, financial, and compliance. The same risk register template is used for all levels modified only for the specific categories required for each level. The risk register displays a risk score based on impact and likelihood ratings on a five by five matrix. All risk registers require that internal controls be evaluated for reducing risk, that mitigation and contingency plans are created, and costs are estimated. Finally, staff are trained in risk management through a set of training modules designed for the system. This paper describes in detail the risk management system implemented at Gemini Observatory and discusses the first four months of use.
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摘要 :
One of the challenges in implementing an effective enterprise risk management system is establishing a common set of processes, tools, and standard terminology. The risk management system recently implemented at Gemini Observatory...
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One of the challenges in implementing an effective enterprise risk management system is establishing a common set of processes, tools, and standard terminology. The risk management system recently implemented at Gemini Observatory operates at four connected levels: project, program, division, and observatory, using a common set of processes, tools, templates and standard terminology. The risk management process flow begins with the leader of the corresponding level writing a risk management plan outlining the process for the size and type of the project, roles and responsibilities, budgeting, timing, risk tolerances, and reporting for that specific level. Within the actual managing of risks, the leader of each level performs risk identification, risk assessment, internal risk controls evaluation, mitigation planning, contingency planning, risk monitoring (includes mitigation and contingency plan execution as needed), and risk closure in collaboration with appropriate staff. Risk categories used for project, program, and division risks are subcategories of the Observatory risk categories of strategic, operational, financial, and compliance. The same risk register template is used for all levels modified only for the specific categories required for each level. The risk register displays a risk score based on impact and likelihood ratings on a five by five matrix. All risk registers require that internal controls be evaluated for reducing risk, that mitigation and contingency plans are created, and costs are estimated. Finally, staff are trained in risk management through a set of training modules designed for the system. This paper describes in detail the risk management system implemented at Gemini Observatory and discusses the first four months of use.
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Effective communication between the system safety engineer and the Project Manager is an essential characteristic of good risk management in a robust system safety program. However, these two disciplines utilize similar terms with...
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Effective communication between the system safety engineer and the Project Manager is an essential characteristic of good risk management in a robust system safety program. However, these two disciplines utilize similar terms with disparate meanings than can lead to sub-optimal technical or programmatic outcomes. MIL-STD-882E defines risk as “A combination of the severity of the mishap and the probability that the mishap will occur.” The Project Management Book of Knowledge (PMBOK) Guide, 6th Edition, defines individual project risk as “an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.” It is incumbent upon the system safety professional to clearly communicate safety-related issues, hazards, risks, and concerns using language most likely to be understood by the Project Manager to ensure he or she has the requisite information to make a sound programmatic decision. This paper explores discrepancies between project risk management and safety risk management standard processes that hinder clear communication and can drastically impact program performance. We present methods to consider that will improve understanding between the system safety professional and the Project Manager and two framework approaches for integrating safety and project risks.
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Risk issues of one kind or another seem to assail us with ever-increasing frequency. Often the debates on the issues are befuddled by lack of clarity of information and bedeviled by apparently irreconcilable contested position. Th...
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Risk issues of one kind or another seem to assail us with ever-increasing frequency. Often the debates on the issues are befuddled by lack of clarity of information and bedeviled by apparently irreconcilable contested position. There are then great difficulties in seeking a rational debate ― rational in the sense of being based on a consensus on the evidence that matters and on the implication for a course of action that will engender support. In this climate, the role of risk research becomes paramount. This is not just in the derivation of better information with research on the behavioral response of people ― their acceptance or otherwise of the way of risk issues are handled and of the information as presented to them and how they adjust their actions in its light.
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