Risk Identification Techniques

1. Risk Identification Techniques • Interview with SME’s (Subject Matter Experts) • Brainstorming • Delphi Technique • Nominal Group Technique • Crawford Slip • Analogy • Checklist, forms, and templates • SWOT • Cause & Effect Diagram

2. Interview with SME’s • SME’s (Subject Matter Experts) Technique used to inquire about issues related to doubtsand other technical characteristics • Process • Define the SCOPE with facilitator • list of interviewees (subject matter experts) • Develop the questions • Send and receive answers • Consolidateresponses

3. Brainstorming Identification of many Risks Team must be available Highly creative Encourages teamwork If NOT adequately executed, it can lead to “chaos”

4. Brainstorming Process Define the scope Get a facilitator Get a list of participants Conduct brainstorming session Consolidate responses Fill up the list with the identified risks

5. Delphi Technique • A way to reach a consensus of experts (Interview SME’s (Subject Matter Experts) • A facilitator uses a questionnaire to get ideas about important risks • Responses are summarized, & recirculated to experts for further comment • Helps reduce bias, & having 1 person have undue influence on the outcome

6. Delphi Technique cont. Interviews are anonymous Used when there may be conflicts or whenbrainstorming is not recommended Used to get comments from competitors SLOW PROCESS

7. Nominal Group Technique Used in problem solving sessions to encourage creative thinking Individual brainstorming Get the info in advance Mix of individual and group participation Fast and effective Lessens the “chaos” of brainstorming Each member of the group writes down his or her ideas, which are then discussed and prioritized one by one by the group

8. Crawford Slip 1920’s, with pieces of paper Used to identify many risks in a short period of time Use it when you do not have time or ability to discuss ideas, and just want to collect people's thoughts. Uses a “slip” or “post-it” Individual brainstorming Group consolidation

9. Analogy • Based on previous history • What risks other similar projects had • Reference is needed • Available information must be adjusted to the current scenario

10. SWOT Strengths, Weaknesses, Opportunities, Threats

11. SWOT cont. • A method used for controlling areas of planning and risk and highlight areas of the project that could be maximized to the benefit of the whole project • or individual areas where some competitive advantagemay be gained. • It is used to evaluateparticular activities of the project in order to optimize their potential as well as to evaluate risks

12. SWOT cont. Normally performed during the initial project start-up phase so that the elements of the analysis can form the basis of the project plan Also can be used later in the project IFthe project is running into difficulties with scheduling, deliverables or budget and needs to be brought back on track.

13. Cause & Effect Diagram(Explanation: Next2slides) Aka Fishbone Diagram

14. Cause & Effect Diagram cont. Graphically illustrates the relationship between a given OUTCOMEand all the FACTORSthat influencethis outcome. Specify the effect to be analyzed. The effect can be positive (objectives) or negative (problems). Place it in a box on the right side of the diagram.

15. Cause & Effect Diagram cont. • List the major categories of the factors that influence the effect being studied. • The “4 Ms” (Methods, Manpower, Materials, Machinery) or the: • “4 Ps” (Policies, Procedures, People, Plant) are commonly used as a starting point.