Simple tools and techniques of enterprise risk management / Robert J. Chapman.

ISBN:

9780470014660

Titre:

Auteur:

Chapman, Robert J.

Auteur personnel:

Chapman, Robert J.

Informations de publication:

Chichester, West Sussex, England ; Hoboken, NJ : J. Wiley & Sons, c2006.

Description physique:

xxiv, 466 p. : ill. ; 25 cm.

Série:

Wiley Finance Series

Note générale:

Includes index.

Contenu:

1. Introduction -- 2. Developments in corporate governance in the UK -- 3. Developments in corporate governance in the US and Canada -- 4. Internal control and risk management -- 5. Developments in risk management in the public sector -- 6. Introduction -- 7. Interview with the client -- 8. Proposal -- 9. Implementation -- 10. Analysing the business : stage 1 -- 11. Risk identification : stage 2 -- 12. Risk assessment : stage 3 -- 13. Risk evaluation : stage 4 -- 14. Risk planning : stage 5 -- 15. Risk management : stage 6 -- 16. Financial risk management -- 17. Operational risk management -- 18. Technological risk -- 19. Economic risk -- 20. Environmental risk -- 21. Legal risk -- 22. Political risk -- 23. Market risk -- 24. Social risk -- App. 1. Successful IT : modernising government in action -- App. 2. Sources of risk -- App. 3. DEFRA risk management strategy -- App. 4. Risk : improving government's capability to handle risk and uncertainty -- App. 5. Financial ratios.

App. 6. Risk maturity models -- App. 7. SWOT analysis -- App. 8. PEST analysis -- App. 9. VRIO analysis -- App. 10. Value chain analysis -- App. 11. Resource audit -- App. 12. Change management -- App. 13. Industry breakpoints -- App. 14. Probability.

Terme sujet:

Risk management

Decision Making, Organizational

Format:

Livres

Accès électronique:

Table of contents only http://www.loc.gov/catdir/toc/ecip068/2006004916.html

Date de publication:

2006

WAIT_PUBINFO:

Chichester, West Sussex, England ; Hoboken, NJ : J. Wiley & Sons, c2006.

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Résumé

Enterprise Risk Management (ERM) represents a fundamental shift in the way businesses must approach risk. As the economy becomes more service driven and globally oriented, businesses cannot afford to let new, unforeseen areas of risk remain unidentified. Currency fluctuations, human resources in foreign countries, evaporating distribution channels, corporate governance, and unprecedented dependence on technology are just a few of the new risks businesses must assess.

This accessible book, aimed at the implementers and practitioners of ERM, provides a highly structured approach so you can easily implement processes in your own organization. You'll find a number of case studies and practical examples from a variety of industries. The chapters are organized in a way that leads you through ERM implementation and include risk identification techniques, risk modelling methods, and the underlying statistics. Order your copy today!

Notes de l'auteur

Rob Chapman is currently a principal consultant with Insight Consulting, part of Siemens Communications. Prior to this appointment he was a director of risk management at Hornagold & Hills, Capro Consulting and Osprey Project Management. He has provided risk management services to companies within the pharmaceutical, aviation, rail, broadcast, heritage, water, sport, oil and gas, construction and transportation industries as well to local authorities in the public sector. Dr Chapman has had articles published by PLC Strategies, Project, the Architects' Journal and PropertyWeek and refereed papers published by the Journal of International Project Management and Construction Management & Economics . He was awarded a PhD in risk management from Reading University in 1998 for research into the impact of changes in personnel on the delivery of objectives for investment projects. Additionally he has completed research on the subject of risk management on behalf of the Architects Registration Council of the United Kingdom (ARCUK). His book entitled Retaining Design Team Members, a Risk Management Approach was published by RIBA Enterprises Ltd, London, in 2002 which examines the causes behind employee turnover, the impact it can have and the risk mitigation actions that can be implemented to reduce the likelihood of occurrence.
e-mail: mail@DrChapman.fsworld.co.uk

Table des matières

List of figures

Preface

Acknowledgements

About the author

Part I Enterprise Risk Management in Context

1 Introduction

1.1 Approach to risk management

1.2 Business growth through risk taking

1.3 Risk and opportunity

1.4 The role of the board

1.5 Primary business objective (or goal)

1.6 What is enterprise risk management (ERM)

1.7 Benefits of ERM

1.8 Framework

1.9 Summary

1.10 References

2 Developments in Corporate Governance in the UK

2.1 Investor unrest

2.2 The problem of agency

2.3 Cadbury Committee

2.4 The Greenbury Study

2.5 The Hampel Committee and the Combined Code of 1998

2.6 Smith guidance on audit committees

2.7 Higgs

2.8 Tyson

2.9 Combined Code on Corporate Governance 2003

2.10 The "comply or explain" regime

2.11 Definition of corporate governance

2.12 Formation of companies

2.13 The Financial Services and Markets Act 2000

2.14 The London Stock Exchange

2.15 Summary

2.16 References

3 Developments in Corporate Governance in the US and Canada

3.1 Sarbanes-Oxley Act 2002

3.2 Canada

3.3 Summary

3.4 References

4 Internal Control and Risk Management

4.1 The composition of internal control

4.2 Risk as a subset of internal control

4.3 Allocation of responsibility

4.4 The context of internal control and risk management

4.5 Internal control and risk management

4.6 Embedding internal control and risk management

4.7 Summary

4.8 References

5 Developments in Risk Management in the Public Sector

5.1 Responsibility for risk management in government

5.2 Risk management publications

5.3 Successful IT

5.4 Supporting innovation

5.5 The Orange Book

5.6 Audit Commission

5.7 CIPFA/SOLACE Corporate Governance

5.8 M oR

5.9 DEFRA

5.10 Strategy Unit Report

5.11 Risk and value management

5.12 The Green Book

5.13 CIPFA internal control

5.14 Managing risks to improve public services

5.15 The Orange Book (revised)

5.16 Summary

5.17 References

Part II The Appointment

6 Introduction

6.1 Change process from the client perspective

6.2 Selection of consultants

6.3 Summary

6.4 References

7 Interview with the Client

7.1 First impressions/contact

7.2 Client focus

7.3 Unique selling point

7.4 Past experiences

7.5 Client interview

7.6 Assignment methodology

7.7 Change management

7.8 Sustainable change

7.9 Summary

7.10 References

8 Proposal

8.1 Introduction

8.2 Proposal preparation

8.3 Proposal writing

8.4 Approach

8.5 Proposal

8.6 Client responsibilities

8.7 Remuneration

8.8 Summary

8.9 Reference

9 Implementation

9.1 Written statement of project implementation

9.2 Management

9.3 Customer delight

9.4 Summary

9.5 References

Part III The Risk Management Process

10 Analysing the Business: Stage 1

10.1 Process

10.2 Process goal and subgoals

10.3 Process definition

10.4 Process inputs

10.5 Process outputs

10.6 Process controls (constraints)

10.7 Process mechanisms (enablers)

10.8 Process activities

10.9 Summary

10.10 References

11 Risk Identification: Stage 2

11.1 Process

11.2 Process goal and subgoals

11.3 Process definition

11.4 Process inputs

11.5 Process outputs

11.6 Process controls (constraints)

11.7 Process mechani