1. Risk Identification Techniques
Interview with SME’s (Subject Matter Experts)
Brainstorming
Delphi Technique
Nominal Group Technique
Crawford Slip
Analogy
Checklist, forms, and templates
SWOT
Cause & Effect Diagram

2. Interview with SME’s
SME’s (Subject Matter Experts) Technique used to inquire about issues related to doubts and other technical characteristics
Process
Define the SCOPE with facilitator
list of interviewees (subject matter experts)
Develop the questions
Send and receive answers
Consolidate responses
From

3. Brainstorming Identification of many Risks Team must be available
Highly creative
Encourages teamwork
If NOT adequately executed, it can lead to “chaos”
From

4. Brainstorming Process
Define the scope
Get a facilitator
Get a list of participants
Conduct brainstorming session
Consolidate responses
Fill up the list with the identified risks
From

5. Delphi Technique
A way to reach a consensus of experts (Interview SME’s (Subject Matter Experts)
A facilitator uses a questionnaire to get ideas about important risks
Responses are summarized, & recirculated to experts for further comment
Helps reduce bias, & having 1 person have undue influence on the outcome

6. Delphi Technique cont. Interviews are anonymous
Used when there may be conflicts or when brainstorming is not recommended
Used to get comments from competitors
SLOW PROCESS

7. Nominal Group Technique
Used in problem solving sessions to encourage creative thinking
Individual brainstorming
Get the info in advance
Mix of individual and group participation
Fast and effective
Lessens the “chaos” of brainstorming
Each member of the group writes down his or her ideas, which are then discussed and prioritized one by one by the group

8. Crawford Slip 1920’s, with pieces of paper
Used to identify many risks in a short period of time
Use it when you do not have time or ability to discuss ideas, and just want to collect people's thoughts.
Uses a “slip” or “post-it”
Individual brainstorming
Group consolidation

9. Analogy Based on previous history Reference is needed
What risks other similar projects had
Reference is needed
Available information must be adjusted to the current scenario

10. SWOT Strengths, Weaknesses, Opportunities, Threats
From

11. SWOT cont.
A method used for controlling areas of planning and risk and highlight areas of the project that could be maximized to the benefit of the whole project
or individual areas where some competitive advantage may be gained.
It is used to evaluate particular activities of the project in order to optimize their potential as well as to evaluate risks

12. SWOT cont.
Normally performed during the initial project start-up phase so that the elements of the analysis can form the basis of the project plan
Also can be used later in the project IF the project is running into difficulties with scheduling, deliverables or budget and needs to be brought back on track.

13. Cause & Effect Diagram (Explanation: Next 2 slides)
Aka Fishbone Diagram
Identify risks

14. Cause & Effect Diagram cont.
Graphically illustrates the relationship between a given outcome and all the factors that influence this outcome.
Specify the effect to be analyzed. The effect can be positive (objectives) or negative (problems). Place it in a box on the right side of the diagram.

15. Cause & Effect Diagram cont.
List the major categories of the factors that influence the effect being studied.
The “4 Ms” (Methods, Manpower, Materials, Machinery) or the:
“4 Ps” (Policies, Procedures, People, Plant) are commonly used as a starting point.