Risk Management Training : Projects, Programs and Portfolios

• This course is adequate for beginners who are interested in risk management and want to learn how to analyse risks in projects, programs, and portfolios
• This course is beneficial for new appointed managers who are unable to understand how to measure risk of certain projects, or portfolios during planning process
• This course is available for graduate students who want to be managers in near future and want to learn about risk management for future growth
• This course is also for new real estate agents who want to acquire clients with persuasive skills and various types of property management knowledge
• Aspired Individuals who are thriving to set a career in management field and want to get comprehension on risks and its associated planning, assessment, and response can join this course

This Financial risk manager course has no academic prerequisites and is open to students from all academic disciplines. You will, however, need a laptop, desktop, tablet, or smartphone and a reliable internet connection.

This Risk management training course assesses learners through multiple-choice questions (MCQs). Upon successful completion of the modules, learners must answer MCQs to complete the assessment procedure.

• Through the MCQs, it is measured how much a learner can grasp from each section.
• In the assessment, the pass mark is 60%.

Fast-Track Complete Content (All You Need If You Know The “How To”)

• Fast – Track Welcome
• Fast-Track-2: Guidance to Build a RMP (Risk Management Plan or Strategy)
• Fast-Track-3: Conduct the Identification Workshop and Start Record-Keeping
• Fast-Track-4: Conduct Risk Assessment and Response Development Workshops
• Fast-Track-5: Track and Report Project (Program/ Protfolio) Status including Risk
• Fast-Track-5: Recap and Close

Supplement – Only *IF* Your Going To Take The PMI or AXELOS? PeopleCert Exams

• Risk Exams – AXELOS (PRINCE2® and MoR Supplement)
• Risk Exams – PMI® Supplement

Master Class Introduction

• Hello And Welcome M0-s1(2)
• The Real World – What Do You See? M0-s3
• Our Journey – How This Course Approaches Risk Management Facilitation M0-s4
• Contents,Structure & Objectives M0-s5

Scene Setting – A Facilitators and Practitioner’s Overview of Day-2-Day How-To

• Module Intro and The Structured, Procedural Framework for Risk Management s6-7
• Day-To-Day Guide to Running Risk planning Workshop-Aims and Conduct M1S8
• Day2Day Guide – Running Identification Workshop – S9
• D2D Running of Prioritisation Workshops (T&T Later) M1 s10
• D2D Running Response Development Workshops s11
• D2D Holding one-2-One and Small Group Explorations of Newly Identified Risk s12
• D2D Routine Maintenance of the Risk Register/ ‘Risk Backlog’ s13
• Guide to D2D Risk Status Monitoring, Re-assessment and Adjusting Responses s14

Understanding What Risk Is

• Recap the Day to Day and Position the Definitions Coming Next m2s15
• Describe Risk’s Three Parts M2s16
• Investor and Developer View-point and How AGILE Affects Perspective M2s17
• High Risk or Fragile Business Case Versus Low Risk or Robust Promises M2s18
• Two Parties at Risk in DIFFERENT Ways M2s19
• Governance and Scope of Risk for Investor and Developer M2s20
• Risk is the Emotion of Balancing Loss and Gain (and Contracts) M2s21
• Good Risk Facilitation Requires Awareness of Feelings M2s22

Good Risk Management Requires Everyone’s Awareness

• Recap of so far an Module’s Introduction M3 s23
• A Constant Need and 8 Steps M3 s24
• Attitude May Be Industry Specific M3 s25
• Awareness Is The Key To Risk Management M3 s26
• Exercise Intro: Risk Seeking Versus Risk Avoiding M3 s27
• Exercise: What would You Do? Attitude to Risk M3 s28
• Risk Attitude Workshops M3 s29

Basic Characteristics Key to Managing Risks Well

• Basic Characteristics Key to Managing Risks Well M4 s30
• Definitions: Threat Opportunity Bonus Windfall M4 s31
• Characteristics: Considering Impacts M4 s32
• Characteristics: Causes M4 s33
• Characteristics To Consider In Risk – Proximity M4 s34
• C-C-C M4 s35
• Event Chains Choosing Mitigations & Possible Value of Categorisation M4 s36
• Cost Risk and Schedule Risk M4 s37
• From Certainty to Unknowable in Advance M4 s38
• Risk Management Ownership And Governance M4 s39
• Statistics, Can Stats Be Useful To Project Change’s Risk Management!? M4 s40-1
• EMV is Dangerous M4 s42

Escalation M:5 s43

• Escalation M:5 s43
• Definitions: Problem and Issue M:5 s44
• Treatable or Not Certain or Not Good or Bad Mandatory or Discretionary M:5 s4
• “Deliver The Result Not The Process” M:5 s46
• Problem vs. Issue Is A Governance Concept M:5 s47
• Governance Delivery Cascades From Policy M:5 s48
• Example Risk Policy M:5 s49

Risk Ownership & Stake-holding RnR Ex M:6 s50

• Risk Ownership & Stake-holding RnR Ex M:6 s50-51
• Risk Roles M:6 s52
• Risk Roles M:6 s53

Risk Identification Procedures Tools & Tips M:7 s53

• Risk Identification Procedures Tools & Tips M:7 s54
• First You Have To See The Risk! M:7 s55
• Proper Risk Description M:7 s56
• Good’ Risk Description M:7 s57
• Identification’s Steps M:7 s58
• Techniques for Identification M:7 s59
• Logic Based Approaches M:7 s60
• Use of Techniques M:7 s61
• Prompt Lists M:7 s62
• Identification Should Not Do More M:7 s63
• Identification Workshop Preparation and Conduct M:7 s64
• ToDoS- Techniques and Tools: Risk Identification M:7 s65
• Checklists As Acronyms etc M:7 s66

Recordkeeping M:8 s67-72

• Recordkeeping M:8 s67
• Risk Register Example From Industry (So Simple that it can be Used to Explain wh
• More Sophisticated Risk Register Entry M:8 s69
• A25-Risk Register Product Description M:8 s70
• A24-Risk Management Strategy Product Description† M:8 s71
• Exercise: Running A Risk Identification Workshop M:8 s72

Assessment (Sizing Risks) M:9 s72

• Risk Assessment (Sizing) and Perception M:9 s73-74
• ‘Good’ Risk Assessment M:9 s75
• Assessment’s Pre-requisite And Steps M:9 s76
• Qualitative and Quantitative Assessment M:9 s77
• Two Aspects of Subjective Assessment M:9 s78
• (Visceral) Scales Help Consistent Assessment M:9 s79
• Assessment Needs Three Dimensions M:9 s80
• Probability of Occurrance M:9 s81
• 3 4 and 5 Point Qualitative Assessment M:9 s82
• Probability Scale 1of2 M:9 s83
• Probability Scale 2 of 2 M:9 s84
• Normal Distribution M:9 s85
• Reporting Assessment M:9 s86
• Techniques and Tools: Risk Assessment M:9 s87
• Exercise Building Risk Scales M:9 s88

How To – Techniques and Steps for Running Response ID Workshops

• Develop Response Options M:10 s89-90
• Where to Aim A Response M:10 s91
• Pain-Gain Share Contracts M:10 s92
• Responses Interact M:10 s93
• Responses To Outliers (and Factored value!) M:10 s94
• Business Case Impacts M:10 s95
• Categorisation May Help Response Development M:10 s96
• Affinity Response Identification by ‘Classification’ M:10 s97
• Where ‘Best’ to Address Each Risk’s Elements M:10 s98
• Threat Response Types M:10 s99
• Care-Caution-Alert-Alarm Response Hierarchy EG from Industry M:10 s100-101
• Exercise: Response Development M:10 s102

Prioritisation (Response Selection) M:11 s103-115

• Prioritisation (˜Response Selection) M:11 s103
• Risk Scoring and Ranking M:11 s104
• Text-Book Probability – Impact Grid (PIG) Adapted from the PMBoK-Guide M:11 s105
• Common Partial Risk Scoring Models M:11 s106
• Sample Threat Assessment Matrix From Oil Industry (Upstream) M:11 s107
• Prioritisation By Urgency Risk Timeframes M:11 s108
• Seriousness and Growth M:11 s109
• Arithmetic Selection Methods M:11 s110
• Decision Tree – A Numeric Example M:11 s111
• Payoff M:11 s112
• Techniques and Tools: Risk Prioritisation M:11 s113
• Prioritisation ˜ Resources Use: Enterprise+ Portfolio Program Project Team M:11
• Selection Checklist M:11 s115

Summary and Change of Direction M:12 s116-118

• Summary and Our Direction of Travel M:12 s116-118

Allowances in the Measurement Baseline M:13 s118

• Allowances in the Measurement Baseline M:13 s119
• Projects Are Managed To A Baseline M:13 s120
• Overly Simple M:13 s121
• Two Types of ‘Additional†’ Allowances Contingency & Reserve M:13 s122
• Two Sources of Contingency M:13 s123
• (At Least) Three Types of Contingency M:13 s124
• PERT Formula M:13 s125
• PERT: Common Risk Inclusive Estimating Technique M:13 s126
• Uncertainty Decreases As… Improved Estimates M:13 s127-128
• More Realistic? Maybe Not Yet Be Sufficiently Practical! M:13 s129
• Sensitivity M:13 s130
• Path Duration With Fan-In M:13 s131
• Expressing Confidence M:13 s132
• QRA Monte-Carlo Simulation Example for Duration M:13 s133-134
• Building Burns-Downs or PMB or PV or the PC or the BCWS M:13 s135-136
• Showing Contingency and Reserves in the Cost & Schedule M:13 s137
• Theory of Constraints Buffers in the Schedule M:13 s138
• Exercise: Consolidate Knowledge 3pt Estimate Answers M:13 s139
• Optional Exercise: Cost Contingency M:13 s140
• Techniques and Tools: of Risk Inclusive Baselines M:13 s141

Now We Mange It All?! M:14 s142

• Manage It Al and After Preventative Measures M:14 s142-143
• The Risk Management Procedure M:14 s144
• Risk Responses In The Schedule M:14 s145

Reporting and Threat Contingency Retirement M:15 s146-153

• Contingency Retirement and Reporting M:15 s146
• Risk Reporting M:15 s147
• Reporting and Retirement M:15 s148
• Risk Reporting Needs M:15 s149
• Risk Reporting At Senior Levels M:15 s150
• Retiring Contingency Mechanics M:15 s151
• Presenting Contingency Disposintion M:15 s152
• Reporting Risk M:15 s153

Planning Risk Management M:16 s154-156

• Planning Risk Management M:16 s154-156

Course Summary and Conclusions M:17 s157-158

• Course Summary and Conclusions M:17 s157-158