Category: Risk Management

Coca-Cola’s Board requires reports on leadership and governance, including board duties, risk management, and leadership performance analysis.

Important: Please reaspond the the two students’s discussion posts down below. It will be marked as response 1 and response 2, please do one response for each. Make sure you relate to what they are saying and keep the conversation going. Keep it somewhat casual but still academic. 
No plagiarism, please upload a plagiarism report. 
RESPONSE 1: About 135 words
When it comes to an organization being stronger together instead of the constituents acting independently, it’s great to consider the amount of strength that comes with a united front. Using the same perspective when it comes to project risks remains true as well. When it comes to a program having independent risks, it’s easier to mitigate those smaller fires by having staff that can help before letting it grow into something more devastating. Smaller project risks could cause a domino effect, becoming so critical that it can stop a program altogether. An enterprise generally outlast projects because of the structures and systems they have in place. In an enterprise, they would likely have a robust risk management framework that is incredibly successful in mitigating risks across programs and projects. 
RESPONSE 2: About 135 words
Discussion #1:  The whole is often greater than the sum of the parts.  What are some considerations when aggregating “project” risks to the “program” level?
Many projects can increase the risk on the program level. For example, in a construction program, the jobs of the painter, drywall hanger, concrete mixer, electrician, etc., combine to make the mass,  the whole, or the sum that works under the general contractor. Aggregating is like having all the funds in one account. In other words,  all the skilled workers are under one project. However, if one of the jobs is not completed, it could cause some risk to the program level. These are some of the considerations when aggregating project risk to program level. It could cause late deliveries of goods, extra costs over budget, improper permits, lack of skilled workers, or material costs.
Discussion #2:  Enterprises generally outlast projects, programs, and portfolios. How do you see this impacting the approach that an enterprise must take to risk identification and management?
I do not understand the second question. Since I don’t want to butcher the answer, I will limit the conversation to what I think. 
Enterprises, identification, and management risk consist of minimizing the cost of finances,  legal contracts, and/or nondisclosure terms to any organization or business.

Important: Please reaspond the the two students’s discussion posts down below. It will be marked as response 1 and response 2, please do one response for each. Make sure you relate to what they are saying and keep the conversation going. Keep it somewhat casual but still academic. 
No plagiarism, please upload a plagiarism report. 
RESPONSE 1: About 135 words
When it comes to an organization being stronger together instead of the constituents acting independently, it’s great to consider the amount of strength that comes with a united front. Using the same perspective when it comes to project risks remains true as well. When it comes to a program having independent risks, it’s easier to mitigate those smaller fires by having staff that can help before letting it grow into something more devastating. Smaller project risks could cause a domino effect, becoming so critical that it can stop a program altogether. An enterprise generally outlast projects because of the structures and systems they have in place. In an enterprise, they would likely have a robust risk management framework that is incredibly successful in mitigating risks across programs and projects. 
RESPONSE 2: About 135 words
Discussion #1:  The whole is often greater than the sum of the parts.  What are some considerations when aggregating “project” risks to the “program” level?
Many projects can increase the risk on the program level. For example, in a construction program, the jobs of the painter, drywall hanger, concrete mixer, electrician, etc., combine to make the mass,  the whole, or the sum that works under the general contractor. Aggregating is like having all the funds in one account. In other words,  all the skilled workers are under one project. However, if one of the jobs is not completed, it could cause some risk to the program level. These are some of the considerations when aggregating project risk to program level. It could cause late deliveries of goods, extra costs over budget, improper permits, lack of skilled workers, or material costs.
Discussion #2:  Enterprises generally outlast projects, programs, and portfolios. How do you see this impacting the approach that an enterprise must take to risk identification and management?
I do not understand the second question. Since I don’t want to butcher the answer, I will limit the conversation to what I think. 
Enterprises, identification, and management risk consist of minimizing the cost of finances,  legal contracts, and/or nondisclosure terms to any organization or business.

IMPORTANT: Please follow the intructions cloesly and see all added files. NO plagiarism, please upload a plagiarism report. DO NOT use any google sources, online school related materials and verified cites.  Use the textbook. See lecture notes added and read. 
Cite sources. 
Texbook chapters: 
Identifying and Managing Project Risk, Chapters 10 and 12, 4th Edition, 2024. 
This is just a link added for the week, use it if necessary: https://hbr.org/2012/06/managing-risks-a-new-framework
Information: From Project Planning to Project Execution
Up to this point in the course we have investigated many project risk planning activities including identifying, quantifying, analyzing, and aggregating risk at the activity and project levels. This week, we will take the leap from project planning to execution.  Hopefully, by the time we are done, you will see that if planning was done adequately, using the concepts and methods that we have been discussing (and applying) for the past five weeks, then it will be much less of a leap, but rather a “gentle step” into execution.
THIS IS THE RESEARCH PAPER ASSIGNMENT: 
Submit a 300-500 word paper addressing the following:
Based upon the Risk Management Plan provided by the Instructor this week, submit a 300-500 word addendum to the plan documenting your proposed contingency plans and identifying any risks (schedule and/or resource) where reserves are needed for the Class Project case study scenario. Remember, the need for reserves or contingency plans may be the result of “aggregated” risks as discussed last week, so be sure to indicate if that is the case and which risks (Risk #’s) are being addressed. Also, be sure to include your reasoning for applying contingency plans and/or reserves to these risks.
The Final Research Paper is due next week. If you are having problems, please let the instructor know  as soon as possible.
** The format for the Final Research Paper will be in accordance APA, with which you should already be familiar. You can find a template at: APA Template. (See files) 

Please follow the intructions closely and upload a plagiarism report. Use the textbook if 
needed please. 
PART 1: Around 150 words 
Answer/comment on the following:
Discussion #1:  Why is identifying and quantifying “people” resource risks so challenging?
Discussion #2:  Modifications to a plan can always be challenging. Describe a situation where you had to modify scope, resources, or schedule and ran into problems.
PART 2: At least 200 words (See attached picture of CLASS PROJECT RISK IDENTIFICATION)
Document the potential resource risks and any “missing risks” associated with the Class Project case study scenario.  In addition to the table, include a description of the method(s) you used to identify the “missing” risks. Again, note that the Risk # that you assign to each risk will carry on throughout the Class Project assignments.

I need a risk management process for the risk of lack of training from the company for the end-user of the new Radiology equipment provided by a company, Need to cover the following:
1- Identify the loss exposure (one of the losses is losing the reputation and low bad customer experience) 2- measure and analyze the loss exposures. 3- select appropriate combination of techniques for treating the loss exposure: Risk control , Risk financing 4- implement and monitor the risk management program as attached picture. Also you can use the attached template as reference. The homework should be in Word and presentation as well.

1. click on the link to watch the scenario.
2. flow the all steps in guidelines for case study file attached.
3. prepare a report without references just do the all steps and for any missed information assume it based on the scenario (hypothetical).
4. use the empty forms file attached.(as needed)