Iso31000 Integrating Risk Management Into Decision Making – Download Free

Free Download 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


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