Supply Management and Context
Abstract
Greg and Fred discuss why today’s business model is often based on managing an organization’s brand and outsourcing design, reliability, and quality.
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SOR 978 Supply Management and Context
The Link Between Agile and Agility
Guest Post by Howard Wiener (first posted on CERM ® RISK INSIGHTS – reposted here with permission)
In the previous article in this series, we discussed the difference between Agile and business agility and how Agile 2 addresses some of the omissions and failings of traditional Agile. Both Agile and Agile 2 focus on accelerating digital development; however, the benefits of any Agile approach can be obviated if it is not implemented within an agile management structure. Addressing execution issues, as Agile 2 does, will not be sufficient by itself to get you where you need to go.
[Read more…]SOR 977 Telling the Boss No
Telling the Boss NO
Abstract
Greg and Fred discuss work communications and job politics.Ā Greg takes the management point of view.Ā Fred advocates the individual contributor point of view.
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Great Communications are Essential for Business Prosperity
Guest Post by Bill Pomfret (first posted on CERM ® RISK INSIGHTS – reposted here with permission)
The last few years have proven the risk landscape is dynamic and evolving. And while an organization focuses on responding to one crisis, another is almost always lurking in the shadows—from COVID variants and severe weather to supply chain, and civil unrest and cybercrime. In fact, you could even find yourself in the dark – literally.
[Read more…]Five Technology Trends in Manufacturing: Are You On Board?
Guest Post by Daniel Burrus (first posted on CERM ® RISK INSIGHTS – reposted here with permission)
Corporations that create in this world facilitate so many integral pieces to contemporary life by way of manufacturing. Manufacturing is quite literally a backbone to so many other industries, generating components for medical devices, automobiles, electronics, and machinery that keeps everything progressing forward. All of these components frequently need to be replaced, or more often upgraded thanks to new innovations that create new capabilities and in turn create new needs. [Read more…]
Agile Values Can Significantly Improve Risk Management
Guest Post by Patrick Ow (first posted on CERM ® RISK INSIGHTS – reposted here with permission)
The Agile Manifesto, also called the Manifesto for Agile Software Development, is a formal proclamation of four key values and 12 principles to guide an iterative and people-centric approach to software development.
[Read more…]Too Much Risk Management Can Hurt the Organization
Guest Post by Patrick Ow (first posted on CERM ® RISK INSIGHTS – reposted here with permission)
Organisations that promote formalised and standardised risk management practices can create a risk culture where their employees view risk management as a compliance and tick-the-box exercise.
In comparison, organisations that intentionally promote a more informal environment where risk discussions and information sharing naturally occur as part of the broader organisational culture when making decisions can experience a positive risk culture.
[Read more…]Why and How to Merge Agile with Waterfall Methodologies
Guest Post by John Ayers (first posted on CERM ® RISK INSIGHTS – reposted here with permission)
This article focuses on the task level of a project which is the key to merging the different methodologies. There is a lot of articles on line that explain what the merger will look like and the pros and cons of it but I found nothing to explain HOW TO DO IT? This article goes into quite a bit of detail but I felt I had no choice to convey to the reader how to merge the two methodologies with examples.
Agile was created for software development projects. Some of the key benefits of this methodology are flexibility, speed, high quality, and continuous improvement. These features are implemented at the Scrum level. One major problem with Agile is that it does not scale up to large projects due to lack of structure, changing requirements and scope, and lack of a baseline to measure project performance. In my opinion, it works well for small software and IT projects that are less than a year in duration and less than $1M in value
[Read more…]Agile, Agile 2, and Agility, Part 1
Guest Post by Howard Wiener (first posted on CERM ® RISK INSIGHTS – reposted here with permission)
If you are running a business today using Agile methods, it’s likely that you are not getting the productivity boost from it that you should, and your time to market for new features is probably not what it could be either.
Is that the end of the world? By and large, yes! The problem is that your impaired delivery capabilities have a substantial impact on your business agility. How is that? Your digital development process is at the center of your product management capability and if you can’t iterate quickly enough it will limit the opportunities for your product managers to redirect the evolution of your products while they’re in development. When you are in a hurry to get new or updated products to market, they will be less evolved, less marketable and less competitive.
[Read more…]Project Recovery: A Blame Game?
Guest Post by Malcolm Peart (first posted on CERM ® RISK INSIGHTS – reposted here with permission)
Projects go wrong. Despite some people’s best efforts, hopes to the contrary, or helpless denials, that’s a fact. ‘Best effort’ is sometimes not good enough to help a failing project recover, ‘hope’ can merely be unfounded optimism and denial in the light of facts is just part of the grief cycle.
Nobody really wants to fail, very few like it, and even fewer will enjoy it. Those that planned a project did not purposely plan to fail. Perhaps there may have been a bit of a gamble with a tendency towards optimism rather than applying the caution of pessimism. Projects are about risk as well as opportunity and as the idiom goes, “Nothing ventured…nothing gained” but not every cloud has a silver lining.
[Read more…]Risk Inherent in Modern Society
Guest Post by Bill Pomfret (first posted on CERM ® RISK INSIGHTS – reposted here with permission)
Just how safe is “safe”? Should working in a chemical plant have the same level of risk as skydiving (which kills about 40 people per year in the U.S.A Should working in a plant be as safe as driving your car? Or should it be as safe as flying in a plane, which is safer than driving a car by two orders of magnitude?
While the term FAR may be simple to understand and may represent a useful yardstick, many companies, especially in the U.S., are unwilling to put such targets in writing. Imagine walking into company XYZ’s plush world headquarters office and on the wall in the reception area is a sign that reads, “We at XYZ consider it tolerable to kill 4 people per 100-million-man hours.” The lawyers would have a field day! However, as we shall see, some organizations have established such quantified risk targets.
[Read more…]Risk Averse Risk Officers are Killing Organizations
Guest Post by Patrick Ow (first posted on CERM ® RISK INSIGHTS – reposted here with permission)
Businesses exist because they are formed by entrepreneurs. They exist to earn a return for the business owners and shareholders.
Organizations exist to fulfill a specific social purpose and to satisfy a specific need of society. The potential for creating value for their customers and stakeholders is a key motive for all types of organizations, including the public sector and not-for-profits.
[Read more…]ISO 31000 Monitoring and Review – Final
Guest Post by Peter Holtmann (first posted on CERM ® RISK INSIGHTS – reposted here with permission)
This article is the final of fourteen parts to our risk management series. The series will be taking a look at the risk management guidelines under the ISO 31000 Standard to help you better understand them and how they relate to your own risk management activities. In doing so, we’ll be walking through the core aspects of the Standard and giving you practical guidance on how to implement it.
In previous articles we’ve looked at the core elements of the risk management framework and the role of leadership and commitment, integration, design, implementation, evaluation and improvement more specifically. We’ve also briefly looked at the risk management process in a general sense, the importance of communication and consultation, how to set your scope, context and criteria, identifying, analysing and evaluating risks, and monitoring and reviewing risks. In this article, we’ll be looking at recording and reporting risks.
[Read more…]SOR 955 Data Analysis Assumptions
Data Analysis Assumptions
Abstract
Greg and Fred discuss the importance and context of assumptions in data analysis.
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SOR 954 Ai Challenges and Opportunities
AI Challenges and Opportunities
Abstract
Greg and Fred discuss AI – both the challenges and opportunities for quality and reliability professionals.
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