By Tony Merna; Faisal F Al-Thani
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Additional info for Corporate risk management
Different types of risk have been outlined and different perceptions of risk discussed. Stakeholders involved in projects or investments were also discussed. 1 INTRODUCTION This chapter briefly describes the evolution of risk management. It illustrates the major stages of the risk management process, namely identification, analysis and response. The beneficiaries of risk management are outlined along with how risk management can be embedded into an organisation. A generic risk management plan (RMP) which forms the basis for all risk management actions and further risk activities for corporate, strategic business and project levels is discussed.
Morris and Hough (1987) argue for the importance of setting clear objectives and performance criteria which reflect the requirements of various parties, including stakeholders who are not always recognised as players (regulatory authorities, for example). The different project objectives held by interested parties and stakeholders and the interdependencies between different objectives need to be appreciated. Strategies for managing risk cannot be divorced from strategies for managing or accomplishing project objectives.
At the project level, however, the project manager should be confident that risks associated with corporate and strategic business functions are fully assessed and managed. In many business cases risks assessed initially at corporate and strategic business levels have to be reassessed as the project progresses, since the risks may affect the ongoing project. A source of risk is any factor that can affect project or business performance, and risk arises when this effect is both uncertain and significant The Concept of Risk and Uncertainty and the Sources and Types of Risk 17 in its impact on project or business performance.
Corporate risk management by Tony Merna; Faisal F Al-Thani