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Risk Management
Risk Management
Risk awareness, contingency planning, impact analysis, triage and issue management are all aspects of risk management that are best handled at the program level. We'll provide guidance and best practice information about each of these important topics.
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Risk, Ahoy!
- by Barry C. Lynn
(June 16, 2006)
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Maybe someday the US government will help American companies to manage corporate risk from global disasters, but right now you need to keep your guard up and do your own risk management.
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People, Process and Technology in Risk Management
- by Harvey Noyes
(May 1, 2004)
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There is a widening gap between the ability of the new technologies to deliver information beyond management expectations and the actual use of that data by management to make improved business decisions. This article focuses on building a culture of analysis and risk management.
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Bias Beware
(March 1, 2004)
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Stop confusing quantity with quality. You don't necessarily get better results when you devote more time to a project.
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The Importance of Mitigating IT Risk
- by Adam Braunstein
(November 1, 2003)
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In case you aren't convinced, here are even more reasons to adopt a formalized set of reproducible, scalable compliance management technologies and techniques.
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Dancing in the Dark
- by Mark Hoffman
(September 1, 2003)
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Three words to the wise: disaster recovery plan. It's a matter of when, not if, you'll need it.
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Risks and Constraints
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Intelligent project management requires getting a handle on risks and constraints. Here's a primer on the most common challenges your project could face.
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Closing Gaps in Corporate Privacy Programs
- by Dr. Larry Ponemon
(June 30, 2003)
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This article reports all too chillingly how a lack of resources could create gaps in privacy and data protection activities that could make many organizations vulnerable to a privacy breach.
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The Space Shuttle Columbia Disaster: Clarity of Purpose and its Impact on Risk
- by Frank Winters
(February 12, 2003)
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NASA's space shuttle program serves as a case study in examining the relationship between clarity of mission and purpose and the determination of acceptable risk. Clarity of purpose is critical to the planning and management of programs and projects. There have been times when the mission of our space program was very clear, such as during the Apollo mission, and other times--including the present--when the specific purpose of each mission and the program itself has been less clear.
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The Perils of E-Mail
- by Nicholas Varchaver
(February 3, 2003)
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E-mail has become a prosecutor's weapon and the surest way for companies to get sued. Here's how not to let it happen to you.
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The Fraud Squad
- by Daintry Duffy
(January 9, 2003)
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When it comes to fraud, the CSO is responsible for detection, protection, prevention and recovery of all the organization's assets.
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sponsored announcements and special offers
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| Don't ever take a fence down until you know why it was put up.
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| - Robert Frost |
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