Overview
Risk management has long been a key part of project management and it has also become an increasingly important part of organizational best practices. Corporations have realized that effective risk management can not only reduce the negative impact of crises; it can provide real benefits and cost savings.
The risk management framework provided in this course is flexible enough for any organization. You can apply it to a single project, a department, or use it as a basis for an enterprise-wide risk management program.
Learning Outcomes
After you complete this course, you will be able to:
- Define risk and risk management
- Describe the COSO ERM cube and ISO 31000
- Establish a risk management context
- Design and complete a basic risk assessment
- Describe the 7 R’s and 4 T’s that form the framework of risk management activities
- Determine the appropriate response to risks and create a plan for those responses
- Describe the key components of reporting, monitoring, and evaluation of a risk management program
Course Outline
- 2.1: Pre-Assignment Review
- 2.2: Defining Risk and Risk Management
- 2.3: Key Models
- 4.1: A Risk Assessment Process
- 4.2: Case Study: General Motors (Part One)
- 5.1: The Four T’s
- 5.2: Case Study: General Motors (Part Two)
- 6.1: Identifying and Evaluating Controls
- 6.2: Case Study: General Motors (Part Three)
- 7.1: The Worst-Case Scenario
- 7.2: Case Study: General Motors (Part Four)
- 9.1: A Review Checklist
- 9.2: Back at Work
