際際滷shows by User: Stephen_Grey / http://www.slideshare.net/images/logo.gif 際際滷shows by User: Stephen_Grey / Wed, 10 Sep 2014 23:11:48 GMT 際際滷Share feed for 際際滷shows by User: Stephen_Grey Risk analysis, priority setting team building and strategic insight /slideshow/sjg-presentation-april-2014-new-format/38953917 sjgpresentationapril2014newformat-140910231148-phpapp02
This presentation covers 3 topics; recent developments in approaches to risk management, the benefits a risk assessment can bring to a project team outside of the core risk management activity, and what we can learn from the relationships between risks. - Insights flowing from the new international standard IEC 62918:2013, Managing risk in projects, based on ISO 31000:2009, provide guidance not just on how to identify the most severe risks but also how to set priorities for treatment and for control assurance. - The so called 'side effects' of a risk assessment may be as much a motivation to carry one out as the need to manage risks and, if these are taken in to account when preparing a risk assessment, the exercise can deliver value on many fronts. - Risk statements often embody important cause-effect relationships and cause-effect relationships also exist between separate risk statements. Using techniques that help to expose clusters within sets of related items, it is possible to identify strategic priorities for risk treatment that span an entire project and lift our sights from dealing with individual risks to managing risk in a project as a whole.]]>
This presentation covers 3 topics; recent developments in approaches to risk management, the benefits a risk assessment can bring to a project team outside of the core risk management activity, and what we can learn from the relationships between risks. - Insights flowing from the new international standard IEC 62918:2013, Managing risk in projects, based on ISO 31000:2009, provide guidance not just on how to identify the most severe risks but also how to set priorities for treatment and for control assurance. - The so called 'side effects' of a risk assessment may be as much a motivation to carry one out as the need to manage risks and, if these are taken in to account when preparing a risk assessment, the exercise can deliver value on many fronts. - Risk statements often embody important cause-effect relationships and cause-effect relationships also exist between separate risk statements. Using techniques that help to expose clusters within sets of related items, it is possible to identify strategic priorities for risk treatment that span an entire project and lift our sights from dealing with individual risks to managing risk in a project as a whole.]]> Wed, 10 Sep 2014 23:11:48 GMT /slideshow/sjg-presentation-april-2014-new-format/38953917 Stephen_Grey@slideshare.net(Stephen_Grey) Risk analysis, priority setting team building and strategic insight Stephen_Grey This presentation covers 3 topics; recent developments in approaches to risk management, the benefits a risk assessment can bring to a project team outside of the core risk management activity, and what we can learn from the relationships between risks. - Insights flowing from the new international standard IEC 62918:2013, Managing risk in projects, based on ISO 31000:2009, provide guidance not just on how to identify the most severe risks but also how to set priorities for treatment and for control assurance. - The so called 'side effects' of a risk assessment may be as much a motivation to carry one out as the need to manage risks and, if these are taken in to account when preparing a risk assessment, the exercise can deliver value on many fronts. - Risk statements often embody important cause-effect relationships and cause-effect relationships also exist between separate risk statements. Using techniques that help to expose clusters within sets of related items, it is possible to identify strategic priorities for risk treatment that span an entire project and lift our sights from dealing with individual risks to managing risk in a project as a whole. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/sjgpresentationapril2014newformat-140910231148-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> This presentation covers 3 topics; recent developments in approaches to risk management, the benefits a risk assessment can bring to a project team outside of the core risk management activity, and what we can learn from the relationships between risks. - Insights flowing from the new international standard IEC 62918:2013, Managing risk in projects, based on ISO 31000:2009, provide guidance not just on how to identify the most severe risks but also how to set priorities for treatment and for control assurance. - The so called &#39;side effects&#39; of a risk assessment may be as much a motivation to carry one out as the need to manage risks and, if these are taken in to account when preparing a risk assessment, the exercise can deliver value on many fronts. - Risk statements often embody important cause-effect relationships and cause-effect relationships also exist between separate risk statements. Using techniques that help to expose clusters within sets of related items, it is possible to identify strategic priorities for risk treatment that span an entire project and lift our sights from dealing with individual risks to managing risk in a project as a whole.
Risk analysis, priority setting team building and strategic insight from Stephen Grey
]]> 1093 3 https://cdn.slidesharecdn.com/ss_thumbnails/sjgpresentationapril2014newformat-140910231148-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Cost and schedule risk modelling - Range analysis /slideshow/pmi-auatralia-conference-2014-steve-grey-v1a-38953818/38953818 pmiauatraliaconference2014-stevegreyv1a-140910230703-phpapp02
Many of the methods and tools used to model project cost uncertainty have their roots in the time before computers were generally available to support projects. These manual techniques have become embedded in current practice, with all their limitations and shortcomings. They are now regarded as de facto standards simply because they have been in use since before many people working in the field were born but they are inefficient and can be misleading.]]>
Many of the methods and tools used to model project cost uncertainty have their roots in the time before computers were generally available to support projects. These manual techniques have become embedded in current practice, with all their limitations and shortcomings. They are now regarded as de facto standards simply because they have been in use since before many people working in the field were born but they are inefficient and can be misleading.]]> Wed, 10 Sep 2014 23:07:03 GMT /slideshow/pmi-auatralia-conference-2014-steve-grey-v1a-38953818/38953818 Stephen_Grey@slideshare.net(Stephen_Grey) Cost and schedule risk modelling - Range analysis Stephen_Grey Many of the methods and tools used to model project cost uncertainty have their roots in the time before computers were generally available to support projects. These manual techniques have become embedded in current practice, with all their limitations and shortcomings. They are now regarded as de facto standards simply because they have been in use since before many people working in the field were born but they are inefficient and can be misleading. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/pmiauatraliaconference2014-stevegreyv1a-140910230703-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Many of the methods and tools used to model project cost uncertainty have their roots in the time before computers were generally available to support projects. These manual techniques have become embedded in current practice, with all their limitations and shortcomings. They are now regarded as de facto standards simply because they have been in use since before many people working in the field were born but they are inefficient and can be misleading.
Cost and schedule risk modelling - Range analysis from Stephen Grey
]]> 1777 3 https://cdn.slidesharecdn.com/ss_thumbnails/pmiauatraliaconference2014-stevegreyv1a-140910230703-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-Stephen_Grey-48x48.jpg?cb=1568097587 Specialist in risk analysis and risk management with a particular focus on projects and on quantitative analysis and modelling methods including Monte Carlo Simulation www.broadleaf.com.au https://cdn.slidesharecdn.com/ss_thumbnails/sjgpresentationapril2014newformat-140910231148-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/sjg-presentation-april-2014-new-format/38953917 Risk analysis, priorit... https://cdn.slidesharecdn.com/ss_thumbnails/pmiauatraliaconference2014-stevegreyv1a-140910230703-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/pmi-auatralia-conference-2014-steve-grey-v1a-38953818/38953818 Cost and schedule risk...