Outline

Training Activities Include:

• Creating your RMP from a proven model
• Developing a Risk Register through an incremental process
• Applying a seven-step qualitative risk analysis process to guide your key management decisions
• Quantifying risks according to EMV, Utility and impact on estimates
• Detecting and responding to risk events

Part 1: Overview of Risk Management

The basics of project risk management
• The project risk management approach
• Establish the context
• Risk identification
• Qualitative risk assessment
• Semi-quantitative risk assessment
• Risk treatment
• Monitoring and review
• Communication and reporting
• Project processes and plans
• Simplifying the process
• Managing opportunities
• Other approaches to project risk management
Extending the basic process
• Case study: tender evaluation
• Contracts and risk allocation
• Market testing and outsourcing
• Public–private partnerships and private financing
• Technical tools and techniques
• Introduction to environmental risk management
Quantification of project risks
• Introduction to quantification for project risks
• Cost-estimating case studies
• Capital evaluation for large resource projects
• Risk analysis and economic appraisal

Part 2: Designing Critical Platforms for Success

Creating a Risk Management Plan (RMP)
• Analysing contents of a model RMP
• Applying a standard template to create your RMP
Identifying initiative risk
• Common sources of initiative risk
• Utilising checklists
• Creating Ishikawa diagrams to analyse cause and effect
• Assessing high-level risks to the organisation

Developing a Risk Register
• Analysing contents of a model Risk Register
• Applying a proven template to create your Risk Register
• Communicating risks to stakeholders
• Documenting risks for future assessment
Part 3: Improving Initiative Performance through Qualitative Analysis

Analysing risks through qualitative measures
• Performing probability and impact analyses
• Applying the probability and impact matrix
• Advanced applications of qualitative analysis
Prioritising analysis results
• Ranking project and operations risks
• Differentiating between acceptable and unacceptable risk

Part 4: Analysing Risks Using Quantitative Methods

Quantifying effects of risk events on projects and operations
• Determining probability of cost and time objectives
• Calculating contingency reserves
• Identifying trends in quantitative analysis
• Ranking risks by actuarial cost
Tools for analysis
• Expected Monetary Value (EMV)
• Three-point estimates
• Probability distributions
• Delphi Technique
• Simulation

Part 5: Risk Response Planning

Implementing risk response strategies
• Accept
• Avoid
• Transfer
• Mitigate

• Exploit
• Share
• Enhance
• Quantifying residual risks and secondary responses
Creating contingency plans
• Determining the worst-case scenario
• Recalculating confidence levels
• Finalising risk budget
• Applying a seven-step process to risk response planning
Part 6: Making Decisions under Uncertainty

Psychological factors in decision-making
• Practical applications of Prospect Theory
• Recognising bias with Utility Theory
Tools to enhance objectivity
• Maximising returns through the use of payoff tables
• Dealing with unknown risks using workarounds

Part 7: Monitoring and Controlling Risk

Identifying emerging risks
• Matching identified initiative risk with controls including Risk Audit, Variance Reports and Reserve Analysis
• Anticipating risk events through risk triggers
• Measuring risk using earned value analysis (EVA)
Ensuring effective change control
• Developing a reliable change request process
• Recommending corrective action

Part 8: Leveraging Project and Operations Experience

• Compiling lessons learned in a risk database
• Ensuring continual process improvement

10. Adapting to Generational Differences in Communication
Adapting to Six Different Generations
Guidelines for Building Cross-Generational Relationships
How You Can Find Value in Each Generation
What Do You Have to Gain?

Part 5: Speaking to Groups

11. Speaking to a Team or Small Group

• What Is Your Role?
• Dealing with Nerves
• How to Start: First Impressions
• Strategies to Engage Your Team or Small Group
• Delivering Your Main Points
• The Big Finish
• Impromptu Speaking

12. Speaking Formally to a Large Group

• The Approach: Body Language
• Using Eye Contact to Engage the Audience
• Making Your Voice Appealing to the Audience
Avoiding Certain Mannerisms
• Doing Your Homework
• Making Your Opening Line a “Grabber”
• Delivering the Main Body of Your Speech
• Finishing Well

• Dealing with Conflict
• Attitudes towards Conflict Management
• Modes of Conflict Management
• Communication as a Contributor to Conflict
• Promote the Orderly Resolution of Conflict
• Power
• Conflict Management Techniques
• Tools of Conflict Analysis
• Inter-group Conflict
• Strategies for Resolving Conflict
• Mediation
• Conflict Resolution Continuum
• Pre-conditions for Effective Mediation
• Functions of the Mediator
• The Mediation Process
• The Role of Policies and Procedures in Preventing or Resolving Disputes
• The Role of the Labour Relations Act in Preventing or Resolving Disputes

13. Being Influential and Persuasive

• Basic Human Motivators
Physiological
Safety
Love and Belonging
Esteem
Self-Actualization
• The Tactics of Persuasion
• Persuasive Conversation Model
• Asking for Exactly What You Want
Part 4: Dealing with Differences in Communication

14. Embracing Differences in Culture

• Differences That Cause Communication Breakdowns
• How to Approach Cross-Cultural Communication
• What’s in It for You?
• Expanding Your Personal Borders