Strengthening the CFO’s Role in Strategic Risk Management

Strengthening the CFO’s role in strategic risk management to lead Capital intensive business in market volatility

Capital Intensive Businesses

Capital-intensive business exists with lower margins. Management is always expecting Return on Capital Employed (ROCE) above the cost of capital. The major businesses are Oil & Gas, Infrastructure, Construction, IT etc.

Market Volatility Challenges

Market volatility, ceaseless pressure on margins and demanding stakeholders increase the difficulties of thriving in an increasingly interconnected, interdependent and unpredictable global economy.

Many organizations have yet to adapt to this new state of the economic landscape. Doing nothing is no longer an option – they need to adjust and take action now.

Many organizations are now transforming their businesses to strengthen their organization to save costs, create more client-centricity, restore stakeholder confidence and/or embed new business models.

For many organizations, long-term success depends on the success of these transformation programs. To make it more challenging, the margin for error continues to be small, and the environment in which transformation needs to happen continues to increase in complexity.

Strategic Risk Management

• It’s a process for identifying, assessing, and managing both internal and external events and risks that could impede the achievement of strategy and strategic objectives.

• The ultimate goal is creating and protecting shareholder and stakeholder value.

• It’s a primary component and necessary foundation of the organization’s overall enterprise risk management process.

• It is a component of Enterprises Risk Management (ERM), it is by definition effected by boards of directors, management, and others.

• It requires a strategic view of risk and consideration of how external and internal events or scenarios will affect the ability of the organization to achieve its objectives.

• It’s a continual process that should be embedded in strategy setting, strategy execution, and strategy management.

Identifying concrete steps for CFOs to increase involvement in risk management for investment decisions

Concrete Steps to Increase the CFO’s Involvement in Risk Management

• Build a tight link between risk management and other Business Process

• Lead a corporate-level discussion of Risk Preference, Focusing on Risk Choice and select optimal mix

• Use Risk Analytics to communicate investment and strategic Decisions

Build a tight link between risk management and other Business Process

• Focus on foresee issues which will emerging in the future instead of current issues.

• On the basis of prioritization a guidelines to be issued for which Business performance metrics would be effected.

• Business Planners conduct adhoc analysis of upside versus risk, focusing most, if not all, of other attention on a single “Center Cut” scenario.

• Highlighting exactly where and how risk will affect the Business Plan

• Incorporating systematic stress testing using macro scenarios which will reflects possible impact on financial planning

• Applying probabilistic “financial at risk” modeling for major investment decision these efforts. (Cash in hand vs cash needs)

Lead a corporate-level discussion of Risk Preference, Focusing on Risk Choice and select optimal mix

• It is critical to have clear answers to the following questions before making decisions:

o What is the company’s competence in the market?

o Are the decision makers familiar with the risks involved including the tail risks and understand their potential impact?

o Is the company capable of surviving extreme events?

• Risk appetite articulates the level of risk a company is prepared to accept to achieve its strategic objectives.

• Risk appetite frameworks help management understand a company’s risk profile, find an optimal balance between risk and return, and nurture a healthy risk culture in the organization. It explains the risk tolerance of the company both qualitatively and quantitatively.

• Qualitative measures specify major business strategies and business goals that set up the direction of the business and outline favourable risks.

• Quantitative measures provide concrete levels of risk tolerance and risk limits, critical in implementing effective risk management.

Use Risk Analytics to communicate investment and strategic Decisions

• CFO plays an important role in financial and strategic aspects of investments and the evaluation of major decision. He leads the discussion and rival proposals and solutions and often hold powerful decision rights.

• Major Projects with value at stake comparable to total risk from current company operations are discussed and decided with qualitative list of major risks.

• The CFO is ensuring by defining right set of core financial and risk analytics to run for each option to ensure this value stake is brought to light and debated.

EXAMINING LEADING PRACTICES APPLICABLE TO CFOS THAT CAN AUGMENT A COMPANY’S FINANCIAL HEALTH

Best Practices applicable for Company’s Financial Health

CFO have several options to compete more effectively in the Risk Management decisions. Improving returns starts with rethinking where to play-and with four strategic steps that many companies often overlook when it comes to improving performance.

Where to play: A more profit-focused portfolio

• The most pressing issue for leadership teams in capital intensive industries is whether to stay in businesses in which margins have been relentlessly driven down. Many companies are choosing to exit low-profit businesses that once were considered to be core. As they rebalance their portfolios, they are migrating up the value-added chain, investing in related sectors where new technologies can provide competitive advantages.

• Profit pool mapping is an important tool for assessing whether and where it makes sense to do business. In heavy industries, management teams often are so focused on volumes and tonnage that they overlook where the biggest profit pools are. By understanding the sources and distribution of profits across their industry, companies can gain an inside edge on improving returns.

• The premium end of the business typically represents a very large proportion of the profit pool. The best opportunities often cluster there for companies competing in capital-intensive industries.

• Picking the right place to play in the value chain is also critical to improving returns-and the most profitable spot varies across industries.

Best Practices applicable for Company’s Financial Health How to win: Four strategic steps to improving returns

1. Improve the cost base and review capex continually -

• In capital-intensive industries where low returns have become endemic, reducing costs and improving capex efficiency are important ways to improve performance – New developing market entrants in capital-intensive industries have built a strong competitive advantage by keeping capex relatively low. By contrast, the focus on cutting costs at many established players means they sometimes lose sight of improving capex. One way to get the balance right: Develop a more disciplined approach to managing capex, and benchmark the company’s performance against the industry’s leaders.

• Cost discipline makes a critical difference. One-time efforts usually fail to deliver savings that stick, as our research shows. One explanation is that in tough times, management teams are quick to cut costs, but when the cycle swings up, they tend to take their eye off cost improvement and focus on growth-related priorities.

• Developing a rigorous approach to cost improvement and nurturing the right capabilities to optimize working capital can help capital-intensive companies outperform.

2. Build the lowest-cost position

• Geography is another key factor for improving returns. Investing in geographies that offer the lowest landed cost position can create a strong competitive advantage. It’s particularly important in asset-heavy industries where the one-time cost of closing and moving businesses is high.

• The best-performing firms revisit their geographic footprint regularly, as cost dynamics are constantly evolving.

• Companies that can choose the lowest-cost geography up front gain a competitive edge. Those in mature industries need to weigh the short-term downside against the longer-term benefits of reducing complexity.

3. Use mergers and acquisitions strategically

• Smart acquisitions can help improve performance significantly, but many companies get off to a bad start by investing at the top of the cycle, when prices are at their peak, simply because that’s when cash is available. Leadership teams that take a strategic, disciplined and long-term approach to M&A instead of a tactical and episodic approach can improve returns significantly.

• Companies that nurture M&A as a core competence derive the greatest value from them. Their leadership teams devote time to developing a structured roadmap of the most attractive potential targets, making it easier to acquire assets when the right opportunity comes along-and to target acquisitions at the bottom of the cycle.

• Companies that are most experienced in M&A build their capabilities over time. They search hard for merger or acquisition candidates that will add to their operating profit and fuel balanced growth. They pursue nearly as many scope deals as scale deals, moving into adjacent markets as well as expanding their share of existing markets. Most importantly, they create Repeatable Models for identifying, evaluating and then closing good deals. What they typically find is that there are plenty of good prospects to be pursued and that the risk involved decreases with experience.

4. Service ace

• For traditional capital-intensive industries, service can be a highly profitable business in its own right, generating better and faster return on investment than new production facilities, large-scale R&D programs or acquisitions.

• Indeed, for many industrial manufacturers, investing in service is the only way to sustainably grow profits in a tough economic environment. Investing in a service business also lowers capital intensity.

• Investing in a world-class service business can become a strategic ace, elevating a company above competitors in an environment where differentiation on products and cost is difficult to achieve. The range of service opportunities, some larger than others, will vary by industry and company. Here again, mapping profit pools can help identify the potential size of service businesses and those with the greatest returns.

o There is no question that companies in capital-intensive industries operate in a difficult environment today. But leadership teams that commit to a bold ambition have opportunities to break away from the pack and achieve double-digit returns significantly above the cost of capital.

Best Practices applicable for Company’s Financial Health-Getting there requires a strategic shift toward a more profit-focused portfolio:

• Find the most attractive profit pools in your businesses.

• Adopt a mindset of continual cost improvement and capex optimization.

• Look for opportunities to drive down the company’s landed cost footprint by investing in the right geographies.

• Develop strong in-house M&A expertise and a structured roadmap of potential deals.

• Invest in related service businesses

Leadership teams that take these steps will not only give returns a powerful boost, they also will help to rebuild competitive advantage and position their companies to win in a changed industrial landscape.

Reengineering Strategies to improve the link Between Risk Management and Business Planning Process

• Business process reengineering is one approach for redesigning the way work is done to better support the organization’s mission and reduce costs.

• Reengineering starts with a high-level assessment of the organization’s mission, strategic goals, and customer needs.

• Within the framework of this basic assessment of mission and goals, reengineering focuses on the organization’s business processes–the steps and procedures that govern how resources are used to create products and services that meet the needs of particular customers or markets.

• Reengineering identifies, analyses, and redesigns an organization’s core business processes with the aim of achieving dramatic improvements in critical performance measures, such as cost, quality, service, and speed.

• Reengineering recognizes that an organization’s business processes are usually fragmented into sub processes and tasks that are carried out by several specialized functional areas within the organization.

• The CFO Act focuses on the need to significantly improve the government’s financial management and reporting practices. Having appropriate financial systems with accurate data is critical to measuring performance and reducing the costs of operations

Management & Decision Support Structure

• Investigate suggestion for reducing costs and to make them practical and acceptable

• Obtain definite prices and costs

• Present recommendation in comprehensive report

People & Organization

• Organize around outcomes and not tasks

• Have those who use the output of the process perform the process

• Built control in process systems

• Treat geographically dispersed resources

Policies & Regulations

• Develop policies and procedures

• Comply with compliances

• Environmental compatibility

Information & Technology

• Information should go along with the process

• Link all activities

• Capture information at source

• Create reports and real time online updates

Frame for Assessing Reengineering

• Assessing the Organisation’s Decision to Pursue Reengineering

• Reassessing of Its Mission and Strategic Goals

• Identifying Performance Problems and Set Improvement Goals

• Engagement in Reengineering

• Assessing the New Process’ Development

• Appropriately Managing of Reengineering Project

• Analysis of the Target Process and Developed with Feasible Alternatives

• Completion of Sound Business Case for Implementing the New Process

• Assessing Project Implementation and Results

• Following a Comprehensive Implementation Plan

• Executives Addressing Change Management Issues

• New Process Achieving the Desired Results

FOCUSING ON RISK PREFERENCE AND CHOICES FOR CFOs CONSIDERATION TO DELIVER ECONOMIC PROFIT DURING TOUGH CONDITIONS

CFOs need to develop a stronger focus on the economic and performance drivers of their business and need to understand how the effective allocation of scarce resource will help them achieve financial objectives. The CFO must build a performance management capability that can:

• Provide visibility and analysis of information to support resource allocation

• Support the decision-making process by providing the right information to the right people at the right time

• Demonstrate the financial impacts of different decisions and scenarios to enable the organization to predict and compare outcomes

• Incentivize executives and managers to make decisions that maximize marginal contribution

• Enable a data-driven view on resource allocations across the entire value chain (to include corporate strategy; sales, marketing and customer service; supply chain manufacturing and production; finance, HR, legal and compliance)

• Identify the most critical decision points that drive economic performance

With a unique perspective across the entire business, CFOs can provide valuable insight into the decisions that create or protect marginal contribution across the value chain. Armed with a detailed understanding of how and where growth in sales leads to growth in profits, they can offer an objective assessment of fixed and variable costs, and then identify how a reduction in costs can maintain revenues while improving profit contribution.

• Establish a clear, forward-looking line of sight on relevant data for critical decision points

Finance must have access to a robust data set, built around the decisions that drive most economic value in the organization, including assessment of opportunity cost. This demands accurate, verifiable underlying data and an understanding of how the data relates to value chain decisions. This will enable the CFO to conduct scenario planning around these different decision points.

• Develop aligned performance management processes that drive rational decisions

Finance must be able to translate insights and understanding into the desired end product – rational decisions that maximize the desired economic return. Aligning traditional resource allocation processes with business objectives helps ensure repeatability and the sustainability of the organization.

• Ensure compliance and make sure that finance’s voice is heard

The CFO and finance function must be positioned appropriately within the organization to be able to influence decision-making and action. Additionally, finance professionals must improve communication and influencing skills to ensure that their voice is heard and their advice is valued and acted upon.

Enterprise Risk Management and the PMBOK

Enterprise Risk Management is a term used to describe a holistic approach to managing the risks and opportunities that the organization must manage intelligently in order to create maximum value for their shareholders. The foundation for the approach is the alignment of the organization’s management of risks and opportunities to their goals and objectives. One of the keys to this alignment is the “Risk Appetite” statement which is a statement encapsulating the direction the Board gives management to guide their risk management methods. The statement should describe in general terms what kinds of risk the organization can tolerate and which it can’t. This statement plus the organization’s goals and objectives guides management in the selection of projects the organization undertakes. The statement also guides management in setting risk tolerance levels and determining which risks are acceptable and which must be mitigated.

This article will attempt to review Enterprise Risk Management (ERM) and relate it to the best project management practices found in the PMBOK® (4th Edition). The source for most of my information about ERM comes from a study published by the Committee of Sponsoring Organizations (COSO) of the Treadway commission published in 2004. The Treadway commission was sponsored by the American Institute of Certified Public Accountants (AICPA) and the COSO consisted of representatives from 5 different accounting oversight groups as well as North Carolina State University, E.I. Dupont, Motorola, American Express, Protective Life Corporation, Community Trust Bancorp, and Brigham Young University. The study was authored by PriceWaterhouseCoopers. The reason for listing the oversight committee and authors is to demonstrate the influence the insurance and financial industries had over the study.

The approach suggested by the study, which is probably the most authoritative source of ERM information, is very similar to approaches taken to managing quality in the organization in that it places emphasis on the responsibility of senior management to support ERM efforts and provide guidance. The difference here is that, while Quality methodologies such as CMM or CMMI place the responsibility on management to formulate and implement quality policies, ERM takes responsibility right to the top: the Board of Directors.

Let’s go through the study recommendations and relate them to the processes recommended in the PMBOK. To refresh your memories, those processes are:

Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Response
Monitor and Control Risks

ERM begins by segregating goals and objectives into 4 groups: strategic, operations, reporting, and compliance. For the purposes of managing projects, we need not concern ourselves with operational risks. Our projects might support implementation of reports and our projects may be constrained by the need to comply with organizational or governmental guidelines, standards, or policies. Projects in the construction industry will be constrained by the need to comply with the relevant safety laws enforced in their location. Projects in the financial, oil & gas, defense, and pharmaceutical industries will also be required to comply with government laws and standards. Even software development projects may be required to comply with standards adopted by the organization, for example quality standards. Projects are a key means of implementing strategic goals so goals in this group are usually applicable to our projects.

The study recommends 7 components:

Internal environment The key component of the internal environment is the “Risk Appetite” statement from the Board. The environment also encompasses the attitudes of the organization, its ethical values, and the environment in which they operate.
PMBOK® Alignment The description in the study is actually very close to the description of Enterprise Environmental Factors. Enterprise Environmental Factors are an input to the Plan Risk Management process. The PMBOK also refers to the organization’s risk appetite in their description of Enterprise Environmental Factors, as well as attitudes towards risk.
Objective Setting Management is responsible for setting objectives that support the organization’s mission, goals, and objectives. Objective setting at this level must also be consistent with the organization’s risk appetite. The objective setting here may refer to objective setting for the project, as well as any of the other 4 groups.
PMBOK® Alignment Goals and objectives should include those that pertain to risk management. The project’s Cost and Schedule Management plans are input to the Plan Risk Management process. These documents should contain descriptions of the goals and objectives in these individual areas. These goals and objectives may determine how risks are categorized (Identify Risks), prioritized (Perform Qualitative Risk Analysis), and responded to (Plan Risk Response).
Event Identification Events that pose a threat to the organization’s goals and objectives are identified, as well as events that present the organization with an opportunity of achieving its goals and activities (or unidentified goals and objectives). Opportunities are channeled back to the organization’s strategy or objective setting processes.
PMBOK® Alignment This component aligns exactly with the Identify Risks process from the PMBOK. The only significant difference here is the recommendation that opportunities be channeled back to the organization’s strategy of objective setting processes. The PMBOK offers no guidance here but this component can be supported by simply referring any opportunity not identified with an existing project goal or objective back, to the project sponsor.
Risk Assessment Risks are scored using a probability and impact scoring system. Risks are assessed on an “inherent and residual” basis. This simply means that once a risk mitigation strategy has been defined, its effectiveness is measured by determining a probability impact score with the risk mitigation strategy in place. This score is referred to as residual risk.
PMBOK® Alignment This component aligns closely with the Perform Qualitative Risk Analysis process. This process provides for the probability and impact scoring for the identified risks. The Monitor and Control Risks process also supports this component. This is the process that measures the effectiveness of the mitigation strategies. This is the process that will determine the residual risks.
Control Activities Policies and Procedures are established to ensure that risk responses are effectively carried out.
PMBOK® Alignment This component is supported by the Plan Risk Management process. The output of this process is the Risk Management Plan which describes the risk management procedures the project will follow. Keep in mind that Control Activities is wider in scope than Plan Risk Management, the Plan will only cover those procedures that pertain to the project. The Monitor and Control Risks process also supports this component. This process ensures that the procedures defined in the plan are carried out and are effective.
Information and Communication This component describes how information pertaining to risks and risk management is identified, captured, and communicated throughout the organization.
PMBOK® Alignment This component is actually supported by the processes in the Communications Management knowledge area. The processes in this area manage all project communications. The Risk Management Plan will identify the information, how it is captured, and how it is maintained. The Communications Plan will describe to whom, when, and how the information is to be communicated.
Monitoring Specifies that ERM is monitored and changed when necessary. Monitoring and change are performed in 2 ways: ongoing management activities and audits.
PMBOK® Alignment Monitor and Control Risks supports this component. This process uses Risk Reassessment, Variance and Trend Analysis, Reserve Analysis, and Status Meetings to monitor risk management activities and ensure that the activities are meeting the project’s goals and objectives. This process also describes audits as a technique for determining whether planned activities are being carried out and are effective. One of the outputs of this process is updates to the Risk Management Plan in the case where activities are not effective in controlling risks. Preventive and Corrective actions are also recommended to address cases where activities are not being carried out, or are incorrectly performed.

ERM provides for assurance that it is effective by determining if all 7 components of ERM have been provided for, across all 4 categories of organizational goals and objectives. Project management will not cover off all areas of each component in each category, but will cover those organizational goals and objectives supported by the project and all the reporting and compliance goals and objectives that apply to the project.

Internal Control for ERM is provided for by the guidelines described in the Internal Controls – Integrated Framework document authored by COSO. We won’t go into detail describing these guidelines but treat them at a summary level. The ERM study aligns with the guidelines and refers the reader to that document for compliance details. The details of compliance would concern an organization implementing ERM but that must be instigated by the Board and would only concern a project manager if they were to be responsible for a project which implemented ERM. The guidelines place risk controls with other internal controls of the organization (keep in mind these guidelines are insurance and finance-centric). The guidelines provide for the assignment of responsibilities to 3 organizational roles: the Chief Financial Officer, the Chief Information Officer, and the Chief Risk Officer. The Chief Legal Officer is identified in lieu of a Chief Risk officer. The CFO is responsible for monitoring internal control of financial reporting, the CIO is responsible for monitoring internal control over information systems, and the CRO is responsible for monitoring internal control over compliance with laws, standards, and regulations. The guidelines re-iterate that risk management tone is set from the top of the organization as evidenced by the company officers responsible for monitoring.

The Internal Control – Integrated Framework guidelines also acknowledge that monitoring and control are prone to human error and that not all procedures have equal importance. They address this by the identification of the most critical procedures using “key-control analysis”. Key-control analysis is used to determine whether control procedures and processes are effective. The guidelines also attempt to provide direction in the identification of preventive or corrective actions to improve internal controls. They do this by evaluation of the information measuring the effectiveness. Only if the information is “persuasive” should corrections be made. The guidelines provide for internal audits of internal control procedures but acknowledge that every organization may not be large enough to warrant that role and that there is a place for external audits in internal controls.

Most of the reporting the project manager will be responsible for will be what the guidelines term as “internal”, that is the reports will only be read by management. In some cases reports may be read by 3rd party external organizations. The project manager’s reportage on risk management on their project may form a part of the information reported externally, but the project manager should not be made responsible for reporting externally.

The guidelines require that implementation of a framework be scaled to suit the size and complexity of the organization it serves. Scalability will require the organization to identify who will be responsible for a given activity. For example, the organization may not have a Chief Risk Officer in which case some other role must be identified for compliance responsibility. This responsibility will be delegated to the project manager when any compliance objectives form part of the project’s objectives.

ERM was designed to serve the Financial and Insurance industries and some aspects are specific to those industries. Some, indeed most, of the components will serve any industry very well. Remember that there were contributors to the study from Universities, electronics (Motorola), and chemicals (E.I. Dupont). The best project management practices described in the PMBOK® will support ERM very well with little alteration. The trick is to identify the project risk management activities which align with and support ERM. Once you do this, implementing ERM with your project becomes easy.

Risk Management on Projects

Project Risk Management

How does project risk management differ from any other type of risk management? Well in most regards it doesn’t. However, as this is a project focused activity it helps simplify the overall focus by looking only at the core project fundamentals of scope – which are cost, quality and time. Remember that, I may test you later!

There are a number of good training videos available on YouTube that cover this principal. I’ve added a couple below to help bring home the point of this article. I find watching a presentation often easier to take in than reading some else’s thoughts.

Project Risk Management

So what is project Risk Management is all about? In an earlier article I talk about what risk and risk management are about. If you are still confused about what risks are and what risk management is about then read this article, it should bring you into the picture. On projects we talk about risk as any event that could cause an unplanned change to the projects scope – i.e. impact the project costs, timeline or quality of the deliverables, or any combination of the three.

What isn’t always obvious when talking about project risk management is that we also need to consider the positive impact a risk may have on a project – i.e. reduce costs, decrease the time line or increase the quality of deliverables. In reality it’s not very often that project risks present positive opportunities. Never the less, as project managers we have a responsibility to recognize and act on these risks positive or negative. That’s Project Risk Management.

David Hinde wrote a good article back in 2009 about using the Prince 2 Risk Management technique. Without getting imbedded in any particular methodology, the general approach to project risk management should follow a similar framework and this is as good as any for the purpose of this article:

David talks through a Seven Step process,

Step 1: Having a Risk Management Strategy

This means setting up a process and procedure and getting full buy-in from stake holders in how the organization will manage risk management for the project.

Step 2: Risk Management Identification Techniques

Where do you start in the identification of risks around a project? There are many risk management techniques and David suggests a few which are excellent. However, I like to take a step back and make a list of all the critical elements of a project on the basis of “if this task doesn’t happen will it be a show stopper?”. This helps be build a prioritized list of critical tasks against which I can then consider the risks – what could go wrong to impact this task.

Here’s my thought process on risk identification outlined:

List out critical deliverables
List out, against each deliverable, dependent tasks
List out against all dependent tasks and critical deliverables “any” potential event that could delay or stop the delivery to plan.
Grab a template risk analysis matrix and complete the first pass of assessment – probability v impact for each risk.
Take it to a project meeting and use it as the baseline for brainstorming.

Step 3: Risk Management Early Warning Indicators

Don’t rely on basic performance of the project as an indicator that everything is going well. Status reports showing a steady completion of tasks could be hiding a potential risk.

In risk management a number of other factors need to be on the project managers radar on daily basis. Things that I always look for are delivery dates from vendors – how confirmed are they, is there a movement in delivery dates (you’ll only see this if you regularly ask for confirmation updates from the vendor), resource issues – key individuals taking sick leave or personal leave more often than normal.

Delays in getting certain approvals signed-off by the steering committee or other governance bodies – will this impact orders going out or decisions being made on critical tasks? Getting qualified people in for inspections and certification (new buildings for example require a lot of local regulatory inspections). These are just a few of the daily challenges a Project Manager will face and all can be indicators of trouble to come.

As you gain more experience in risk management you start to instinctively recognize the early warning signs and challenge the culprits earlier in the process. You’ll also finds the a good project manager will build-in mitigation for the common project ailments at the very start, sometimes seeing the tell-tale signs when selecting vendors or suppliers will be enough to select better alternatives and this is what I call dynamic risk management at work.

Also keep an eye on the world around you – economic or geological events elsewhere can have a dramatic impact on local suppliers and supplies of key project materials. For example, flooding in Thailand has impacted the delivery of various computer components that are manufactured there, causing impact in both supply lines and pricing. (Yes, I work in Asia so see this type of impact first hand..)

Step 4: Assessing the Overall Risk Exposure in Risk Management

Taken directly from David’s article as he says this quite clearly – “PRINCE2 2009 gives an approach to show the overall risk situation of a project. Each risk is given a likelihood in percentage terms and an impact should it occur in monetary terms. By multiplying one by the other an expected value can be calculated. Totaling the expected values of all the risks gives a monetary figure that easily shows the exposure of the whole project to risk.”

There are many similar ways I’ve seen risk calculated in organizations variations on risk management. Â As long as there is a common approach for showing all risks, prioritization and impact on a project then risk management will work and add value in protecting the investment in the project. Each project and each organization will have their own requirements in terms of how they want to see risks analysed and presented. By and large it doesn’t matter how this is done, as long as it IS doesn’t and it makes sense in the context of the project and organization. There are risk management tools to help organise and manage this.

In another article I’ll talk more about the Risk Management matrix and show a few examples. In my mind the only wrong way to do this is to not do it at all.

Step 5: Considering the Effect of Time on a Risk and Risk Management

The effect of time when analyzing risks is that the more imminent a risk the higher priority it may take. I say “may” as it may be that a very low priority risk with low impact may be about to happen where as a higher priority risk may be weeks or months away. How do you manage this?

Common sense (of which there is no such thing) would suggest that if the higher priority risks are still a long time away then the imminent lower priority risks should be dealt with first, as a higher priority..? Perhaps?

You’ll have to take a pragmatic view on this, every situation needs to be taken on its merits and in risk management, not being an exact science, you’ll be expected to make judgment calls and discuss options with your client and project board or steering committee. After all, the governance board of a project has a responsibility to steer such decisions so the role of a good project manager should be to collate the facts and present the data with recommendations. Let the higher paid guys make the big decisions.

Step 6: Giving a Clearer Approach to Help Define Risks in Risk Management

David gives an example in his article which I’m struggling to relate to the world of projects as I know them. I think essentially what this focuses on is the “mechanics” of the risks in such a way as to help us understand and look at the cause and effect of scenarios that could lead to the risk happening.

In this way we can focus on the lowest common denominator(s) that will generate the risk and mitigate those items. Is that a little confusing? The principal is, I believe to nip the problem in the bud by recognizing what or where the bud is. Don’t get hung up on this, I would say this is something you’d tend to do naturally as you gain experience in reviewing risks and dealing with risk mitigation (prevention).

Step 7: Focus on Opportunities in Risk Management

Finally – and last but not least, where can we make or recognize risks as opportunities. An example David talks about suggests that, for example, a new release of a software product that would offer major benefits if included in the project would be a possible “positive” risk.

This I can relate to more, with the experience of being asked to change the specification on a traders dealing system half way through a major project because the manufacturer had released a major systems improvement, a completely new model, that the bank saw as a strategic advantage.

The analysis of this risk covered the obvious change in costs, the new system was more expensive, the implementation was zero impact compared to the older system however there was a large element of re-training the trading staff and proving the system for the bank before go live. This became the biggest challenge once the cost differential had been signed-off by the project board.

The additional training time required was squeezed into evenings and weekends so the final project delivery schedule was not impacted – but getting vendor and project resources to support the additional work and making sure the system was fully functional and supported operationally when the new facility went live, added cost and stress that hadn’t been anticipated. This is where risk management and change management overlap – a topic for another article.

Comparison Of Php Mysql Programming Language With Others?

A HTML page that incorporates a PHP script is regularly given a document name addition of “.php” “.php3,” or “.phtml”. Like ASP, PHP can be considered as “dynamic HTML pages,” since substance will differ in view of the aftereffects of deciphering the script.
PHP is free and offered under an open source permit.
Why PHP?
The PHP programming language t is a server-side HTML implanted scripting language.
The PHP language keeps running on the server-side. This implies the executions (read beginning) of the scripts are done on the server where the site is facilitated. HTML inserted implies that you can utilize PHP proclamations (read a bit of PHP code) from inside a HTML code. PHP documents are come back to the program as plain HTML.
A scripting language is a type of programming language that is generally translated as opposed to incorporated. In programming language such C or C++ you incorporate the program (for all time) into an executable document, before you can execute the program. A program that is composed in a scripting language, is deciphered one summon at once by a charge translator (Command mediator is by and large an executable written in another language (for example C/C++) than the scripting language.) Some different cases of scripting language are Perl, Phyton, Java and Ruby.
A last note: scripting languages are likewise frequently utilized by applications as control or design language. An illustration: Firefox is composed in C/C++ and can be controlled with JavaScript.
Things You Should Know
Since PHP is a HTML implanted language you ought to have an essential comprehension of HTML/XHTML and (a bit) JavaScript. In the coming instructional exercises we will clarify the PHP code, however we won’t clarify the HTML code (at any rate not in extraordinary detail.)
What is PHP (Hypertext Preprocessor)?
‘It is a server-side scripting language.
‘PHP is free and is an open source programming language.
‘The PHP scripts are executed on the server.
‘PHP underpins numerous databases (MySQL, Sybase, Oracle and numerous others.)
‘PHP keeps running on various stages (UNIX, Linux and Windows.)
‘PHP is perfect with all web-servers utilized today (Apache, IIS, and so on.)
‘A PHP record can contain plain content, HTML labels and scripts
‘The PHP documents can have one of the accompanying augmentations: php, php3 or phtml.
What do you require PHP MYSQL?
�Access to a web server (like Apache)
�PHP and MySQL ought to be introduced on the web server.
�It is additionally a easily to know programming language.
�Also has enormous group bolster.

The simplest path is to locate a web facilitating arrangement that bolster PHP and MySQL (a large portion of the web-facilitating suppliers do. The preferred standpoint is that everything is now introduced and that you can share your program (that you will compose) with whatever remains of the world. PHP MYSQL is programming and is additionally very adjustable.

On the off chance that you would prefer not to burn through cash, you can likewise introduce everything on your neighborhood machine. The most effortless route is to introduce WAMP and LAMP both are work in Linux machine. (WAMP = Windows Apache Mysql PHP and LAMP = Linux Apache Mysql PHP.) These bundles introduce all that you require. Perused the introduce manual of these bundles for directions. After establishment you ought to have entry to http://localhost in your program.

Why PHP is a higher-ranking?

Java and PHP are regular and also vital to now a day web and are too similarly crucial. In any case, for amateurs PHP is the undeniable decision in light of the fact that:
‘Less programming language.
‘Flexible
‘Fast
Differences between Dot NET and PHP
� Dot NET is not a language. Spot NET is a system that can be consolidated alongside numerous languages while PHP is a HTML installed scripting language.
� Dot NET runs just on windows or IIS while PHP keeps running on any Operating framework and HTTP server
� Dot NET is not an open innovation. Spot NET requires overhauling the equipment and burning through cash for programming licenses. In any case, PHP is an open innovation. PHP is free of cost and accessible free on web.
� Dot NET is not that simple, while PHP is effectively learnable and justifiable.
� Dot NET backings OOPS worldview and OOPS ideas however while PHP does not execute OOPS ideas.
That is just for this PHP language presentation instructional exercise. We trust that you will take in something from the coming PHP instructional exercises and as dependably we trust that you will fill us in as to whether something isn’t right by leaving us a remark.
Differences between JAVA and PHP
PHP is a language that is particularly intended for web programming with inherent coordination with the most prevalent open source database MySQL.
Simple to utilize: Compared to most arrangements like e.g. Java, PHP doesn’t should be ordered, so it’s simply to compose the script and after that transfer it to the server and after that refresh the program.
Incorporated database bolster: PHP has (for the most part) implicit support for the most prominent databases like e.g. MySQL, that implies it is anything but difficult to begin utilizing databases no extra drivers should be introduced, just to utilize the mysql-capacities. The simple to utilize online administrator apparatus PHPMyAdmin (discharged 1998) is likewise critical to the PHP’s accomplishment in mix with MySQL.
Modest facilitating: Since PHP has existed for long time and works great on both Linux and Windows, and numerous web servers have bolster for it. There is no issue to discover facilitating with PHP pre-introduced.
The client simply need to include a couple PHP-labels with e.g. a for-circle in its current HTML-records and after that transfer it to the server and see the outcome or a mistake message. Dynamic writing and affiliated clusters makes it additionally simpler to begin utilizing PHP.

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About Author:- I am Wahenoor kaur. I am a SEO and content writer. I have written many blogs, articles, forums and classifieds and posted on Google Adsense. I love all the designs on Google posted by others. I appreciate all the web designing languages like PHP, Java, .net, Python. I am familiar with .net and PHP.