Premium
2.3.3 Uniting Three Families of Risk Management–Complexity of Implementation × 3
Author(s) -
Holzer Thomas H.
Publication year - 2006
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2006.tb02746.x
Subject(s) - process (computing) , agency (philosophy) , risk management , process management , business , government (linguistics) , knowledge management , risk analysis (engineering) , computer science , philosophy , linguistics , epistemology , finance , operating system
This case study presents how a government agency overcame difficult challenges to establish a solid foundation for the management of its three families of risk‐ program, enterprise, and joint enterprise. Establishing an efficient and effective risk management process in a single development program is very challenging‐ culture resistance to change and unwillingness to share information viewed as negative prevail. There is additional complexity convincing people to adopt a process that is part of the bigger organization and sharing information regarding their ability to achieve program objectives. Now convince two different organizations to share information with each other. The outcomes show how the process can be scaled, adapted, integrated and adopted across the complex systems and diverse organizations and enable program teams to identify, assess, and mitigate complex risks. For an organization aspiring to establish an internal or joint enterprise risk management program, these findings are a head start.