Risk Management Workshop
description
Transcript of Risk Management Workshop
Risk Management Workshop
John Watt and Paul Popescu
A case study
The Challenge….
• Pre 2012 – The Athletes Village, to build the following: • Circa 350,000m2 residential (3,600 dwellings)• 3 storey town house, 8 - 12 storey apartments• 1,800 Students all age Academy• 20+ hectares public realm• Home to 16,000+ athletes during the games
From this….
To this by:2012..
• The development of London 2012 Olympic Games in East London is a project twice the size of Heathrow’s new Terminal 5 to be delivered in half the time.
• The biggest construction site in Europe creating thousands of new jobs with a peak site workforce of 9,000.
• Transforming previously contaminated land into 110ha of new open space in a benchmark 21st century urban environment and 4,000 new homes.
• More than 30 new bridges, 20km of roads and 8kmTens of kilometres of new utilities networks providing electricity, heat, water, sewerage and gas to the legacy communities
Development of 2012 Olympic Park.
Risk Architecture, Strategy and Protocols
A structured approach to Enterprise Risk Management (ERM) and the requirements of ISO 31000(IRM, AIRMIC and ALARM)
AV Governance Model Reporting Structure
Verified information for LL R&C Functional Reports e.g.:• Risk• H&S• Sustainability• Financial/Commercial• ICT• HR/Recruitment• Comms
Project RiskRegister
ProjectProgramme
Project H&S /Sustainability Report
Project Com/FinReport
Project Support Functions Report
(e.g. QA, Resources, etc)
Internal PCG (OPERATIONS+CONTRACT)
Project Report
Program Report
PCG Report
PCG Report (Verified)
Village OPSBoard
(Fortnightly)
Village Program
Board(Fortnightly)
Program Interfaces
Update
Program IssuesUpdate
Program RiskRegister
LL R&CCorporate
BLLCorporate
Program Support Functions Report(e.g. Community, M&S, Comms etc)
Project ReviewProject ReviewProject ReviewProject Reviews
Program Board (OPERATIONS)
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Verified information for BLL Functional Reports e.g.:• Risk• H&S ( Webcare)• Sustainability• Financial/Commercial• ICT• HR/Recruitment• Comms
Contract Report (Funding, Legal, etc)
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ProgramConsolidation
Verified information for LL R&C Functional Reports e.g.:• Risk• H&S• Sustainability• Financial/Commercial• ICT• HR/Recruitment• Comms
Project RiskRegister
ProjectProgramme
Project H&S /Sustainability Report
Project Com/FinReport
Project Support Functions Report
(e.g. QA, Resources, etc)
Internal PCG (OPERATIONS+CONTRACT)
Project Report
Program Report
PCG Report
PCG Report (Verified)
Village OPSBoard
(Fortnightly)
Village Program
Board(Fortnightly)
Program Interfaces
Update
Program IssuesUpdate
Program RiskRegister
LL R&CCorporate
BLLCorporate
Program Support Functions Report(e.g. Community, M&S, Comms etc)
Project ReviewProject ReviewProject ReviewProject ReviewsProject ReviewProject ReviewProject ReviewProject Reviews
Program Board (OPERATIONS)
On
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Village PCG
Verified information for BLL Functional Reports e.g.:• Risk• H&S ( Webcare)• Sustainability• Financial/Commercial• ICT• HR/Recruitment• Comms
Contract Report (Funding, Legal, etc)
Pro
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ProgramConsolidation
Athlete’s Village Definition of Risk
• “A risk is an uncertain event or set of circumstances that, should it or they occur would have an effect on the achievement of one or more of the project’s objectives…
• Either positively (an opportunity)• Or a negatively (a threat)”•
Things that will or have happened are not risks, they are problems or issues. They are included in the existing statements of work and not in the risk register.
• • At any time during a venture we take stock of our
situation. We normally look at progress and the targets that we face in the future. However, this does not give us a complete picture of our future.
Threats
OpportunitiesOpportunities
Risk management framework
A structured approach to Enterprise Risk Management (ERM) and the requirements of ISO 31000(IRM, AIRMIC and ALARM)
Risk management process - Theory
A structured approach to Enterprise Risk Management (ERM) and the requirements of ISO 31000 (IRM, AIRMIC and ALARM)
The risk management process at Athletes Village
Actions
Action Owners
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Fallback Plans
Trigger
RiskOwners
Monitor
ActionsActions
Action OwnersAction Owners
IdentificationIdentification
Assess(Pre-mitigation)
Strategy(Mitigation)Strategy(Mitigation)
Re-assess(Post-mitigation)
Re-assess(Post-mitigation)
Fallback PlansFallback Plans
TriggerTrigger
RiskOwners
RiskOwners
MonitorMonitor
It is a process of constant discovery, hence…
Risk Management Plan
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
IdentificationIdentification
Assess(Pre-mitigation)
Assess(Pre-mitigation)
Strategy(Mitigation)Strategy(Mitigation)
Re-assess(Post-mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Monitorand Report
Planning(Objectives/Context)
Planning(Objectives/Context)
Planning – The first stage!This Risk Management Plan is the first stage in the process and is the guideline document for running the process throughout the project lifecycle. It contains, or references, everything that a practitioner needs to know to effectively and efficiently play a part in managing risk.Throughout this Plan Threats and Opportunities are considered collectively under the title riskEach stage in the process will address its purpose, methodology, and outputs.In order to make the identification and management of risk more effective, the Predict! Risk Controller 4 risk management database together with Predict! Risk Analyser software has been mandated on the Athletes Village programme.
Identification
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
IdentificationIdentification
Assess(Pre-mitigation)
Assess(Pre-mitigation)
Strategy(Mitigation)Strategy(Mitigation)
Re-assess(Post-mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Monitorand Report
IdentificationIdentification
– Open your mind!Risks are all in your imagination and as such sometimes difficult to define. In order to identify the risks to a project, a combination of techniques including workshops, structured interviews and questionnaires will be used. Team workshops are very effective in risk identification but need to be attended by the key personnel on the project. The workshop will draw upon the Project Team’s expertise and experience to identify and assess potential risks.Generic RisksAs an aid to this, the first workshops were conducted to identify the generic risks to various levels of the project. The generic risk registers list scenarios that could be present on particular project areas and are intended as an aide memoire for all project personnel. When identifying specific project risk, the generic risks can be used as a basis for the specific description of a risk.
Generic Site Wide Risks held at this level
Generic Area Risks developed into Specific Plot Risks held at plot level
Generic Area Risks held at this level
Generic Site Wide Risks developed into Specific Area Risks held at Area level
Senior Risks held at this level or higher
There are three generic risk levels:Senior Risks – Business risks held and owned at upper management levelSite Wide Risks – Infrastructure and overarching risk held at Site levelArea Risks – Project risks held at Area level
The relationship between Generic and specific risk can be illustrated with reference to the project framework, or hierarchy used as the structure for the risk database.
Generic Risks
Risk Ownership
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
RiskOwners
RiskOwners
RiskOwners
IdentificationIdentificationIdentification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
IdentificationIdentification
Assess(Pre-mitigation)
Assess(Pre-mitigation)
Strategy(Mitigation)Strategy(Mitigation)
Re-assess(Post-mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Monitorand Report
RiskOwners
RiskOwners
RiskOwners
IdentificationIdentification
– Risks without owners will never be managed!Owners are people, NOT departments.Risk Owners are people have the responsibility for managing the risksRisk Owners need to have:•Understanding•Responsibility & Buy-in•Influence and control•Resources•Interest in the riskThey need to:•Be aware of the full consequences. •Drive the actionees
Pre-mitigation Assessment
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Assess(Pre-mitigation)
Assess(Pre-mitigation)
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
IdentificationIdentification
Assess(Pre-mitigation)
Assess(Pre-mitigation)
Strategy(Mitigation)Strategy(Mitigation)
Re-assess(Post-mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Monitorand Report
Assess(Pre-mitigation)
Assess(Pre-mitigation)
Think it through!The first assessment is the Pre-mitigation assessment. It is made on the basis of the existing situation or controls only. The pre-mitigation value of a risk used to priorities both the risk and its subsequent mitigation strategy. The pre- mitigation assessment of risk will be qualitative, i.e. will use a judgemental assessment of both Probability and Impact.
Probability Estimation
Very High Expected to occur >= 50%
High Probably will occur < 50%
Medium Could occur <25 %
Low Not expected to occur < 10%
Very Low Occurs very rarely <5 %
Pro
bab
ility
Impact Estimation
Impact Very Low Low Medium High Very HighInfrastructure
(Project)< £ 500 K< 4 weeks
< £ 750 K< 5 weeks
< £ 1.5 M< 6 weeks
< £ 2 M< 8 weeks
>= £ 2 M>= 8 weeks
Infrastructure (Top)
< £ 1.5 M< 3 weeks
< £ 2 M< 6 weeks
< £ 4 M< 8 weeks
< £ 6 M< 10 weeks
>= £ 6 M>= 10 weeks
Plots < £ 100 K< 2 weeks
< £ 250K< 3 weeks
< £ 500 K< 4 weeks
< £650 K< 5 weeks
>= £ 650 K>=5 weeks
East & West < £ 500 K< 4 weeks
< £ 750 K< 5 weeks
< £ 0.85 M< 6 weeks
< £1 M< 7 weeks
>= £ 1 M>= 7 weeks
Vertical Development
< £ 1.0 M< 6 weeks
< £ 1.5 M< 7 weeks
< £ 2 M< 8 weeks
< £ 2.5 M< 9 weeks
>= £2.5 M>= 9 weeks
PCG & Programme
< £ 1 M< 7 weeks
< £ 2.5 M< 9 weeks
< £ 3 M< 10 weeks
< £4 M<12 weeks
>= £ 5 M>= 12 weeks
Functional < £ 100 K< 2 weeks
< £ 250K< 4 weeks
< £ 500 K< 5 weeks
< £ 650 K< 6 weeks
>= £650 K>= 6 weeks
Scoring SystemThe scoring system in Predict! Risk Controller takes into account the level from which the risk is viewed. I.e. a risk that appears very high in a small project will not be similarly rated at, for example, the corporate level. The scoring system adapts the magnitude of the risk to the level from which it is viewed.The scoring system is summarised below:
Very High >= 50% 8 17 18 20 25High < 50% 7 10 13 19 24
Medium <25 % 3 9 12 16 23Low < 10% 2 5 11 15 22
Very Low <5 % 1 4 6 14 21Impact Very Low Low Medium High Very High
Pro
ba
bil
ity
The system shows the magnitude of the risk both numerically and by ‘traffic light’ colours that are used to formulate reports.
Prioritisation
In prioritising risks it is important not just to consider further only the risks of high magnitude. There are other significant categories of risk. These are for risks that are:
Poorly understoodReputationalUncontrollableGrowing in magnitudeOf a management nature, not directly connected with your day to day project or job
Mitigation Strategy
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Actions
Action Owners
Strategy(Mitigation)Strategy(Mitigation)
RiskOwners
RiskOwners
RiskOwners
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
IdentificationIdentification
Assess(Pre-mitigation)
Assess(Pre-mitigation)
Strategy(Mitigation)Strategy(Mitigation)
Re-assess(Post-mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Monitorand Report
Actions
Action Owners
ActionsActions
Action OwnersAction Owners
Strategy(Mitigation)Strategy(Mitigation)
RiskOwners
RiskOwners
RiskOwners
Plan it and do it!Mitigation strategies apply to both threats and opportunities. The rules for handling them are similar.
Risk Management is about taking cost-effective action:To minimise the probability and/or impact of threats to an objectiveTo maximise the probability and/or impact of opportunities on an objective
Mitigation actions
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
IdentificationIdentification
Assess(Pre-mitigation)
Assess(Pre-mitigation)
Strategy(Mitigation)Strategy(Mitigation)
Re-assess(Post-mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Monitorand Report
Strategy(Mitigation)Strategy(Mitigation)
If you can’t think of an adequate mitigation for a risk, is it really more than one risk?
Try breaking it down into more than one risk and reiterating the process
If you still can’t control or affect it should you own it?If the answer is No – get help!
Escalate it up to the Risk Leader so that it can be allocated to someone who can control it.
Fallback Planning
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Fallback Plans
Trigger
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
IdentificationIdentification
Assess(Pre-mitigation)
Assess(Pre-mitigation)
Strategy(Mitigation)Strategy(Mitigation)
Re-assess(Post-mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Monitorand Report
Fallback PlansFallback Plans
TriggerTrigger
If you can’t terminate or eliminate a risk, don’t forget Murphy’s Law!In spite of all the mitigation the risk could still
happen. There fore it is important to plan Fallback strategy and consider when to engage themThe fallback plans. These are plans that will
be put into effect if the risk happens. These should address not just what the project has to do but also what the business or organisation needs to do. The trigger points. These are the points in
the lifecycle of the risk that preparatory action needs implementing. The fallback plans may have a lead-time to implement. This should be addressed by establishing trigger points defined by suitable characteristics or precursors of the risk.It is not necessary to formulate fallback plans
for every risk. Risk Leaders will decide which plans need advance consideration.
Monitoring & Reporting
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand ReportMonitor
and ReportMonitor
and Report
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Identification
Assess(Pre-mitigation)
Strategy(Mitigation)
Re-assess(Post-mitigation)
Monitorand Report
IdentificationIdentification
Assess(Pre-mitigation)
Assess(Pre-mitigation)
Strategy(Mitigation)Strategy(Mitigation)
Re-assess(Post-mitigation)
Re-assess(Post-mitigation)
Monitorand Report
Monitorand ReportMonitor
and ReportMonitor
and Report
Drive the Process!The imaginary nature of risk means that it is not natural to give it the appropriate attention alongside all the other ‘real’ happenings in a venture. If we are to avoid continuous ‘fire fighting’ it is essential to have a planned and continuous process to ensure that:
•Existing risks are reviewed•New risks are identified•Risks are communicated •Dead risks are closed•Actions are carried out•Treatments are effective•Provisions are current
Complexity
Maximise the scientific knowledge of the risk and mitigation options
Uncertainty
Involve all affected stakeholders to collectively decide best way forward
Ambiguity
Societal debate about the risk and its underlying implications
Simple
Use existing routines to assess risks and possible reduction measures
Dominant risk characteristic
Type of participation
Actors
Stakeholder Involvement
As the dominant characteristic changes, so alsowill the type of stakeholder involvement need to change
Regulatory bodies/industry experts
External Scientists/ Researchers
Affected stakeholders
Civil society
Regulatory bodies/industry experts
Regulatory bodies/industry experts
Regulatory bodies/industry experts
External Scientists/ Researchers
External Scientists/ Researchers
Affected stakeholders
After Bunting (2007). An introduction to the IRGC Risk Governance Framework
Risk Map – What actually the risk (stakeholder engagement)
Risk Perception Map – What we think level of risk is
VH 5 5 10 15 20 25
H 4 4 8 12 16 20
M 3 3 6 9 12 15
L 2 2 4 6 8 10
VL 1 1 2 3 4 5
1 2 3 4 5VL L M H VH
Impact
Prob
abili
ty
18
33
29
2820
5
11
66
34
19
55
17
52
30
32
1 10
12
22
13
25 6123
21
62
64
70
45
58
5715
65 69
43
49
53
5960
2
50
31
7251
42
4
3
54
6867
56
48
26
44
7
14
6
16
46
3627
35
37
38
63
47
24
71
• The Olympic Delivery Authority (ODA) and the UK Government recognizes that scientific analysis and professional judgement for traditional decision making strategies are insufficient for this unique development.
• People with local knowledge and experience within the delivery teams but also from wider communities ( if available) in decision making process has been acknowledged by ODA as a potential and partial practical solution to challenging social and political problems.
• This is done via public consultations with all interested stakeholders directly or indirectly related to this development by Government and ODA.
• Mass media has also a very important role to play and keeping constant contact with public and highest priority for ODA and Government for informing all stakeholders.
WFS/EP
Athletes Village
Stakeholder Risk Communication
Client (intr&extr) & Client’s client
Neighbours
Transport,Infrastructure & Utilities
Planning consent& Design
Environment (Sustainability)
Interest groups &Stakeholders in Delivery
Employment &Training (Sustainability)
Emergency services& Security
OlympicRelated
Media &Sales and Marketing
Government agency/NGOs
Government
ODA
LOCOG
WWF
LL R&C
First East
ODA
LLCDLR
ODALB of Newham & Waltham Forest
GLA
LB of Newham, Hackney, Waltham Forest, Tower Hamlets
GLA
Environment AgencyLDA
Thames Gateway London Agency
East Potential
BeOnSite
JCP
Unions
LOCOG
National Press
Met Police (Secure by design)
Building control
MP & LD of Newham
Subcontractors
Trade contractors
Consultants & designers
CTRL
Excel centre City airport
Resident Associations
ODA
Ambulance Service Fire Brigade
MI5 & MI6
Armed Forces
ODA
HSE
Job shops
DfES
Local Resident & Community Groups
Westfield
Metropolitan Police
DCMS
BLL
LCR
NHBC (Warranty)Design contractors
BRE(CodeforSustHomes)
PDTDRP ERPSCAG
ODANewham(Workplace)
East Thames
ODA
Industry Press
First Base
East ThamesLocal Press
LCR
Local BoroughsInternational Press
Sales Agent
LLCLocal Boroughs
Local Interest Groups
Greenpeace
BTP
Emergency Planners
Home Office
HR/ LEGAL /MARKETING /CEO
Ceo / directors
Strategic planners
Business unit heads
SECURITY TEAM
HR / DIRECTORS
Environmental team
Project Managers
Construction directorsCEO / DIRECTORS
Operational directors
ODA/CLMCTRL/Network Rail
Westfield WFS/Skanska
Minister for Olympics
DfTDCLG/TGDU
HM Treasury
DoHDfES
DEFRA
FCOHome Office
ParliamentNo.10
UK Sport
Minister for Housing
GofL
Housing Corporation
LGO
LTGDCLVRPA
LR
ELBA
London FirstGWTL
Local Boroughs
First Thames
DCMS
DCFSSRP
ODAIOC
LOCOGOlympic Board
BOA
Minister for Olympics
UK Sport
TfL
URN/CTRL Network Rail
DLR
LuL
Architectural Foundation
Ambulance Service
Highways Agency
Westfield SL/ODA
ELYOFulcrum (Gas)
EDF
Thames Water
GLA
ODA
POWER: ….have power over the projectINTEREST: …….interested in the project
Q1: Where are they on the matrix? Q2: What level of relationship we require? 1 to 10 (1 poor - 10 excellent)
B: Manage Closely
C: Monitor
A: Keep satisfied
D: Keep informed
POW
ER
INTEREST
ODA
Client (internal & external) & client’s client
LLCLL R&C
BLL
LCRLOCOGGLA
POWER: ….have power over the projectINTEREST: …….interested in the project
Q1: Where are they on the matrix? Q2: What level of relationship we require? 1 to 10 (1 poor - 10 excellent)
B: Manage Closely
C: Monitor
A: Keep satisfied
D: Keep informed
POW
ER
INTEREST
Neighbours
Westfield/Skanska
DLR
CTRL/Network Rail
ODA/CLM
Excel
5 Boroughs
City Airport
POWER: ….have power over the projectINTEREST: …….interested in the project
Q1: Where are they on the matrix? Q2: What level of relationship we require? 1 to 10 (1 poor - 10 excellent)
B: Manage Closely
C: Monitor
A: Keep satisfied
D: Keep informed
POW
ER
INTEREST
Transport, Infrastructure & Utilities
Westfield/ODA
DLR
URN/CTRLNewham, Highways
Ambulance Service
Network RailThames Water
TfLEDFELYOFulcrum(Gas)
LuL
Architectural Foundation
POWER: ….have power over the projectINTEREST: …….interested in the project
Q1: Where are they on the matrix? Q2: What level of relationship we require? 1 to 10 (1 poor - 10 excellent)
B: Manage Closely
C: Monitor
A: Keep satisfied
D: Keep informed
POW
ER
INTEREST
Interest groups & Stakeholders in Delivery
ODA
CLM
HSE
Trade contractors
Local Resident & Community
GroupsCTRL
East Potential Thames Gateway
LDA
Westfield
POWER: ….have power over the projectINTEREST: …….interested in the project
Q1: Where are they on the matrix? Q2: What level of relationship we require? 1 to 10 (1 poor - 10 excellent)
B: Manage Closely
C: Monitor
A: Keep satisfied
D: Keep informed
POW
ER
INTEREST
Government & NGOs
First Thames
Various NGOs
Local Boroughs Housing
Corporation
DCMS
DCFSMinister for OlympicsMinister for
Housing
HM Treasury
Various Gov agencies
POWER: ….have power over the projectINTEREST: …….interested in the project
Q1: Where are they on the matrix? Q2: What level of relationship we require? 1 to 10 (1 poor - 10 excellent)
B: Manage Closely
C: Monitor
A: Keep satisfied
D: Keep informed
POW
ER
INTEREST
Olympic related
ODA
IOC
LOCOG
UK Sport
Minister for Olympics Olympic
Board
BOA
POWER: ….have power over the projectINTEREST: …….interested in the project
Q1: Where are they on the matrix? Q2: What level of relationship we require? 1 to 10 (1 poor - 10 excellent)
B: Manage Closely
C: Monitor
A: Keep satisfied
D: Keep informed
POW
ER
INTEREST
Media and Marketing & Sales
ODA
First base
Local Boroughs
LOCOG
Industry Press
Local PressSales Agent
East Thames
LCR
International Press
POWER: ….have power over the projectINTEREST: …….interested in the project
Q1: Where are they on the matrix? Q2: What level of relationship we require? 1 to 10 (1 poor - 10 excellent)
B: Manage Closely
C: Monitor
A: Keep satisfied
D: Keep informed
POW
ER
INTEREST
Environment (Sustainability)
ODA
LLC
WWF
GLA
Local Interest Groups
Environment Agency
Local Boroughs
Greenpeace
Resident Associations
POWER: ….have power over the projectINTEREST: …….interested in the project
Q1: Where are they on the matrix? Q2: What level of relationship we require? 1 to 10 (1 poor - 10 excellent)
B: Manage Closely
C: Monitor
A: Keep satisfied
D: Keep informed
POW
ER
INTEREST
ODA
Planning consent & design
PDTDRP
ERP
SCAGNewham & WF
First East
GLABRE Building
ControlNHBC
Met Police Design Contractors
Consultants & Designers
POWER: ….have power over the projectINTEREST: …….interested in the project
Q1: Where are they on the matrix? Q2: What level of relationship we require? 1 to 10 (1 poor - 10 excellent)
B: Manage Closely
C: Monitor
A: Keep satisfied
D: Keep informed
POW
ER
INTEREST
ODA
Emergency services & security
Home Office
Fire Brigade
British Transport
Police
MI5 & MI6 (CPNI)
Metropolitan Police
Ambulance ServicesEmergency Planners
DCMS
Armed Forces
Security & Logistics / Health and Safety
Environmental and Sustainability
Risk Management- Communication
Vertical Development and construction activities, planning and execution
Construction of Infrastructure, planning and execution of works
Athletes Village Interfaces Development and Delivery of the Project
Interface
Internal - External
Stakeholders
Information and Participation
Management planning, finance, procurement and commercial risks
Development & Delivery
BLL- ODA – Government- N.G.O communication
Regular Meetings -Some of questions asked:
What are the biggest threats, opportunities and issues?
(to include; social, commercial ,schedule, budget, staff).
Opportunities must be well defined and do something
with them ( be aware of risks attached to all those
new opportunities) i.e. Site concrete batching plant,
we secured price for concrete supply for all plots but
We have created additional environmental issues such
as; dust, noise, logistical issues in the area.
Early warning notice issues. What is currently going
wrong on the project now or in the future?
BLL
ODA Government
N.G.O
Managing risk by exception : bad stuff or barriers in the way that stop us achieving desired outcome
Bad stuff ; risks and threats are prioritised in order of potential occurrence.- Finance - Reputation- Planning- Environmental / Health and Safety- Social Some questions asked: What are the things are going to stop us ? When it happens ? How big is the risk ? How is going to affect us ? What can we do to prevent it? ( early warning notice ?)
IRGC’S RISK GOVERNANCE FRAMEWORK
Pre-Assessment
Characterisationand Evaluation
AppraisalManagement Communication
Categorising the
knowledgeabout the
risk
UnderstandingDecidingGetting a broad picture
of the risk
Is the risk tolerable, acceptable or unacceptable?
Risk assessment
PLUS Concern
assessment
Is the risk simple, complex, uncertain
or ambiguous?Bunting (2007). An introduction to the IRGC Risk Governance Framework