Important methods are:
- Cause-Effects-Analysis
- Failure-Mode-Effects-Anaylsis - FMEA
- Entrepreneurial Risk Audit
- Risk Plans in Projects
- Communications Audit
Such methods are also used in change management - indeed risk management and change management are twins. Change includes and implies risks - and risks are mostly caused by changes.
Cause-Effects-Analysis
Cause-effect analysis provides a structured way of examining the various possible causes of any result.
The kernel of a cause-effect analysis is a cause effect diagram - that has the shape of a fishbone - and so the diagram is also called fishbone diagram.
Cause-effect analysis with cause effect diagrams had bee introduced by the Japanese Kaoro Ishikawa about 50 years ago and became a core method in quality management. The cause effect analysis is also used in risk management, because it is a very good method to find potentials risks.
Cause-Effect Analysis - The Method - html
Cause-Effect Analysis - The Method - ppt
Cause-Effect Analysis - Absenteeism - ppt
Cause-Effect Analysis - Absenteeism - html
Cause-Effect Analysis - Absenteeism - doc
Cause-Effect Analysis - Pharmacom - html
Cause-Effect Analysis - Pharmacom - doc/ppt
Cause-Effect Analysis - Case Studies
Failure-Mode-Effects-Anaylsis - FMEA
Introduction
Failure Modes and Effects Analysis (FMEA) is methodology for analyzing potential reliability problems early in the development cycle where it is easier to take actions to overcome these issues, thereby enhancing reliability through design. FMEA is used to identify potential failure modes, determine their effect on the operation of the product, and identify actions to mitigate the failures. A crucial step is anticipating what might go wrong with a product. While anticipating every failure mode is not possible, the development team should formulate as extensive a list of potential failure modes as possible.
Types of FMEA's
There are several types of FMEAs, some are used much more often than others. FMEAs should always be done whenever failures would mean potential harm or injury to the user of the end item being designed. The types of FMEA are:
- System - focuses on global system functions
- Design - focuses on components and subsystems
- Process - focuses on manufacturing and assembly processes
- Service - focuses on service functions
- Software - focuses on software functions
FMEA - A classical example
FMEA - Introduction
FMEA - Excel-Sheets
FMEA - Examples
FMEA - Case Studies
FMEA - Links
Entrepreneurial risk audit
The analysis of the potential risks in an enterprise or any other organization can be done by an audit based upon check lists and other documents and tools.
Entrepreneurial risk audit - html
Entrepreneurial risk audit - doc
Risk Plans in Projects
Any project must include risk management. A project is a risky endeavour. The results of a project may cause major changes in an organizsation.
Risk Management Plan for Projects
Risk Management Plan for Projects - local
Communications Audit
Typically an audit will cover such areas as:
- Communication philosophy - formal written policies (if any), the position of communication among management priorities, management support of communication in a practical (e.g., financial) way, the relations of communication to other staff functions and to operations, and centralized vs. decentralized communication.
- Objectives and goals - long-range objectives, short-range goals.
- Organization, staffing, and compensation - organizational structure, position duties and responsibilities, salary levels, production support.
- Existing communication programs- formal methods and media for communicating downward, upward, and laterally through the organizational pyramid. Techniques used to communicate with external audiences, such as printed materials (annual reports, fact books, histories, news releases, backgrounders, brochures), video tapes, films and other audiovisuals, and special events (annual meetings, open houses).
- Existing vehicles and their uses - publications, manuals, bulletin boards, closed-circuit television, videotape, slides, teleconferencing, telephones generally and tape message systems, memos, reports and correspondence.
- Personal communications - quantity, quality, and reliability of information, and effectiveness of the one-on-one, interpersonal exchange. Both internally among supervisors and employees, as well as with outside publics such as media, legislators and financial analysts.
- Meetings - frequency, content, format, effectiveness, and duration of departmental and other group get-togethers for business purposes inside the organization.
- Attitudes toward existing communications - internally toward formal, organization- sponsored programs, informal message transmission (the grapevine), and externally in the attitudes of various constituencies on subjects of particular interest, including the intensity of their views.
- Needs and expectations - departmental needs, including geographical, age, sex and educational differences, and specific areas of concern.
PRSA Communications Audit