Iso31000 Integrating Risk Management Into Decision Making

Practical guidance for risk management implementation. 25 steps to implement ISO31000:2018

What you'll learn

Learn core components of ISO31000:2018

Learn how to measure risk management maturity against the ISO31000:2018

Learn about Risk Management 2 and what it should look like

Learn practical steps to integrate risk management into decision making

Learn about cognitive biases and other barriers to effective risk management

Learn what advanced quantitative risk analysis techniques exist and where to find more information about them

Develop a comprehensive plan for risk management integration

Requirements

Basic understanding of risk management

Basic understanding of ISO31000 and decision making

Familiarity with other RISK-ACADEMY couse udemy.com/course/1687492/ is preferable

Description

Risk management should not only help companies to achieve minimum legal compliance requirements but also contribute to the demonstrable achievement of objectives, linking risks with performance. According to ISO31000 standard, integrating risk management into an organization is a dynamic and iterative process, and should be customized to the organization’s needs and culture. Risk management should be a part of, and not separate from, the organizational governance, leadership, strategy, operations and performance management.Alex Sidorenko has created a 25-step program to integrate risk management into decision making, core business processes and the overall culture of the organization. This course covers practical steps to design, implement and measure effectiveness of risk management. This course will help you answer the following questions: Do key stakeholders believe risk management is aligned with strategy, objectives and culture and helps the organization achieve its objectives?Is there a risk management statement or policy?Does management show commitment to the integration of risk management into all processes or decision types, giving risk team sufficient resources and responsibility?Is responsibility for risk management as part of business activities and decision making regularly communicated by top management to management and staff?Are oversight bodies confident that risks have been adequately considered when setting the organization’s objectives?Is information about risks and their management presented in the reports that oversight bodies receive and included in any significant decisions they have to make?Are results of independent risk management effectiveness assessments presented to the oversight bodies on a regular basis?Is risk management effort consistent with internal and external environment (meeting both regulatory requirements and stakeholder expectations)?Have risk management principles been integrated into existing policies and procedures instead of just having a single aggregated risk management framework document?Has the responsibility for risk identification and analysis been documented in the committee charters, policies, procedures and job descriptions?Does risk management team have the necessary resources to effectively integrate risk management into business activities and decision making?Is information about risks and their management integrated in existing financial and management reporting?Does an organization have a plan to implement risk management into all activities throughout the organization, including decision-making?Are significant decisions and approvals made by the management only after analysing the risks associated with these decisions?Is risk management integrated into planning, budgeting, motivation and performance management processes instead of having a standalone risk management process?Are strategic goals, objectives and key performance indicators set based on the results of the risk analysis?Is risk management integrated in core operational processes, risks are analysed on an ongoing basis within operating activities?Are key supporting (back-office) processes organized in such a way, that risks and their treatments are considered?Is risk-based decision making consistently applied across subsidiaries, key suppliers and supply chains?Are risk management competences developed in all key departments?Are risk management competences integrated in the training and development program for employees, is there regular risk management training for different levels of management?Are risk management competences an important attribute when applying for jobs in the organization?Do you consider organization has a strong culture dedicated to risk-based decision making and risk management?The content of the course is 100% aligned with the structure and principles of the ISO31000:2018. This course will be immensely valuable for risk managers, risk consultants, auditors and everyone who want to learn more about risk management 2.

Overview

Section 1: WELCOME

Lecture 1 Introduction

Lecture 2 Is this course is right for you?

Lecture 3 About Alex Sidorenko

Lecture 4 Important information about the course

Section 2: QUICK ASSESSMENT QUIZ

Lecture 5 Quick assessment quiz - Leadership and Commitment

Lecture 6 Quick assessment quiz - Design

Lecture 7 Quick assessment quiz - Implement

Lecture 8 Quick assessment quiz - Evaluate

Lecture 9 Quick assessment quiz - Improve

Section 3: LEADERSHIP AND COMMITMENT

Lecture 10 Extract from the ISO 31000:2018 risk management standard

Lecture 11 Aligning risk management with the strategy, objectives and culture of the organi

Lecture 12 Risk management policy

Lecture 13 Risk management framework

Lecture 14 Necessary resources are allocated to managing risk

Lecture 15 Authority, responsibility and accountability are assigned

Lecture 16 Establishing the amount and type of risk that may or may not be taken

Lecture 17 Understanding the risks facing the organization in pursuit of its objective

Lecture 18 Ensuring that the risk management framework remains appropriate

Section 4: DESIGN

Lecture 19 Extract from the ISO 31000:2018 risk management standard

Lecture 20 Internal and external context considered when designing the framework

Lecture 21 Risk assessment techniques are appropriate for the organization decision making

Lecture 22 Establishing communication and consultation

Lecture 23 Management and staff speak common risk language

Lecture 24 Risk management should be inclusive with stakeholders

Lecture 25 Risk information is integrated into internal management reporting

Lecture 26 Risk information is integrated into external reporting

Section 5: IMPLEMENTATION

Lecture 27 Extract from the ISO 31000:2018 risk management standard

Lecture 28 Developing an appropriate plan

Lecture 29 Identifying how different types of decisions are made across the organization

Lecture 30 Identifying how different types of decisions are made

Lecture 31 Understanding how cognitive biases affect decision making under uncertainty

Lecture 32 Risk management is integrated into strategic and operational planning

Lecture 33 Risk management is integrated into performance management

Lecture 34 Risk management is integrated into core operational processes

Lecture 35 Risk management is integrated into supporting functions

Lecture 36 Risk management is integrated into subsidiaries

Lecture 37 Risk management is integrated into the extended supply chain

Lecture 38 Risk management training and awareness

Lecture 39 Risk management is reinforced through Individual performance management

Section 6: EVALUATION

Lecture 40 Extract from the ISO 31000:2018 risk management standard

Lecture 41 Evaluation

Section 7: IMPROVEMENT

Lecture 42 Extract from the ISO 31000:2018 risk management standard

Lecture 43 Adaptive and responsive to change

Lecture 44 Risk management is continuously improved

Section 8: About G31000 certification

Lecture 45 About G31000

Risk management professionals developing a roadmap for risk management implementation,Board and audit committee members seeking to measure risk maturity,Risk consultants engaged to built or review risk management practices,Internal and external auditors tasked with auditing risk management