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Techniques and special applications

Material relating to particular techniques, sectors or applications

  • Sense making and corporate social responsibility

    Corporate social responsibility (CSR) is a guiding principle of many organisations. The relatively monolithic nature of corporations and regulators contrasts with the diversity often found within communities affected by a business or public sector activity. Those seeking to satisfy their CSR obligations and aspirations need a means of understanding the complex positions of the communities they affect both at key decision points and as it evolves over time.

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  • Complexity and project risk

    We assume that large and complex projects will be risky. Complexity, scale and risk are bound together in the way we think, feeding off one another. It may be, though, that complex projects are risky not just because of complexity but also because of the way we choose to approach them. The interaction between complexity and project management raises many interesting issues. This is just one of them that has wide ranging implications.

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  • Risk management for projects (notes on prompt questions)

    The prompt associated with these notes is intended to stimulate discussion about key aspects of risk management in your projects. This guide sets out key points of good practice and common pitfalls in each topic in the prompt. Please contact us if you would like a deeper evaluation of your project risk management framework and processes.

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  • Designing good procedures

    Organisations perform functions to achieve their objectives. The functions are usually defined in the form of a set of tasks, each with specific objectives, and the tasks themselves are usually specified in the form of procedures. This technical note outlines the process we recommend for developing good procedures.

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  • Tender price risk

    Tender risk assessment enables the comparison of alternative bids with different prima facie technical and commercial offerings and headline prices. This allows a rational comparison of low-cost offers with limited capability against higher-cost bids with high grade expertise, where both may be acceptable at face value but implementation is expected to play out differently depending on which one is selected.

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  • Enhancing team effectiveness

    It is often necessary to draw a team together and change unhelpful behaviour or re-establish its focus. This paper describes the use of risk management concepts and processes to enhance team effectiveness. It is based on observations over many years of both coincidental and planned improvements in team effectiveness that have been achieved in this way.

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  • Shared services implementation

    While it is a common belief that shared services lead to more efficient business outcomes, assessing the benefits and costs can be challenging. Straightforward risk management, informed by an understanding of the common pitfalls associated with shared services, can improve the chances of success. This white paper sets out some of the factors arising in design, procurement and transition to operation that can affect any shared services project and the realisation of the benefits it should deliver.

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  • Climate change and risk management

    Our climate is changing, and this will affect assets, products and services and the way they perform. This tutorial discusses how the effects of climate change should be included in the risk assessments undertaken by the management team.

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  • Control effectiveness

    This note discusses control effectiveness, a measure of the aggregate effectiveness of all the controls that act on a specific risk.

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  • Estimating limits of liability for contracts

    Supplier liability clauses are included in contracts to protect a customer from unnecessary exposure to financial loss due to a breach of contract provisions by a supplier. This tutorial discusses policy and legal matters, and outlines our approach to setting risk-based liability limits.

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  • Review of methodology for consequence assessment

    Broadleaf was the successful tenderer for an Australian Government research project to compile and review consequence assessment methodologies and prepare a public report. The focus was on models used by other agencies to assess impacts (direct and indirect, including economic, environmental and social) arising from pest and disease incursions or similar hazards. The methodologies used by other national organisations to determine consequences (eg, the Department Environment and Heritage, Productivity Commission, Office Gene Technology Regulator, Australian Pesticides and Veterinary Medicines Authority, Food Standards Australia New Zealand) and similar international organisations were examined.

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  • Risk management for major procurements

    The material here formed the basis for a paper presented by Dr Dale Cooper, Director, to the 11th International Federation of Purchasing and Materials Management World Congress, Sydney, 17-19 November 1999.

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