How do program coordinators evaluate program risk?

The evaluation is a continuous process. Process of program evaluation starts with the program planning. A good program evaluation method should define and available to the program implementor team from the very beginning of implementation.

In my view program risks are inevitable and the easier way to gather more is from lessons learnt from previous projects and programs. A good strong risk register to begin with capturing all probable risks that may occur, a good monitoring of the register on a set frequency to ensure that all stakeholders are aware and lastly keeping a good tab on the risks so that they don’t manifest into issues. This item should be monitored and controlled from initiation to closure.

In my experience, evaluating Program risks will starts from facilitating a thorough risk assessment, which includes identifying and analysing potential risks and their level of impact, and planning strategies how to mitigate them. There may be various tools to use by different organizations, but Participatory Risk Assessment and Analysis seems better to systematically evaluate and prioritize risks. It incorporates a consultation with private sectors, stakeholders, experts, and other relevants to capture their perspectives on potential risks. Regular monitoring of risks are also essential to promptly identified and addressed, particularly in recurrent conflict, drought, or flood affected impact areas

Well, in GARTNER we have 3 basic recommendations: 1. Create a team of insider risk management leaders to facilitate governance, promote transparency and clarify workflows. 2. Guide remediation and intervention actions by developing a set of predictive risk indicators that align with organizational risk tolerance and privacy guidelines. 3. Commit to openness with all employees by communicating the purposes of the IRMP.

I believe Evaluating program risk is like being a proactive detective for a project. Program coordinators work with the team to identify potential issues, assess their likelihood and impact, and create plans to either prevent or handle them. It's akin to predicting and preparing for the weather. Regular check-ins and clear communication ensure everyone is on the same page. It's about staying ahead, planning for surprises, and adapting as needed.

In the design phase, we create the logical framework, which serves as the project map. This framework includes a specific focus on risks and assumptions. In the proposal, we must highlight each point outlined in the logical framework. Therefore, we will include a narrative section for the risks and assumptions from all prospective internal or external sources, along with an assessment of the level of hazards. Additionally, it will detail mitigation or alternative plans to ensure the delivery of project objectives.

Try using my double-loop risk identification technique inspired by Chris Argyris' double-loop learning. Step one is using the various types of risk assessments and analysis to identify the risk. I recommend using more than one for deeper discovery. Step two is subjecting the identified risk to the same rigor used in step one to help identify gaps, weaknesses, or threat areas. Breaking the process into two distinct steps strengthens the validity and reliability of your identification process while avoiding common risk identification biases.

So, first things first, you gotta lay down the basics by identifying those usual risks we all know about and how to handle them. Then, keep your eyes peeled for those sneaky future risks. Lastly, dive into real-life examples to learn and grow in your career. It's all about learning from experiences and having open discussions with your team and connections.

In the risks we can insert questions relating to: machine, materials, labor, environment, method and measures (in the case of industrial systems). Another factor that can help with risk management is to think about the risks arising from problems that may occur alongside the secondary objectives that the project collaborates or contributed to. However, issues that have not been previously thought of can always occur and having a risk management team could be a key factor.

Almost all methods for identifying program risks are mentioned. Even Though, Adding up with identifying program risk methods must be a Financial Forecast, Pre-Event polls, Climatic Prediction, Requirement and Supply analysis, Technicalities Check, Goodwill assurance.

Risks in program management should not be seen only from the perspective of having a negative impact. We must assess them with an open mind - seeing opportunities within those risks. For example, during the Covid 19 pandemic, many projects shut down abruptly. However, some coordinators resorted to creative ways of achieving results, conducting training virtually - something we never thought could be effective at the least. Collaboration tools like Zoom, Google Meet etc became more popular than they were just a month before then. Risks can bring out the creativity in a team.

Something I found helpful is to create a schedule for conducting routine horizon scanning using many of the same risk analysis techniques used in risk identification like PESTLE and SWOT. Pay particular attention to emergent areas (reg & tech are areas changing often) and consider what changes may need to be made to the control environment. This also becomes a great consideration when building controls to promote a longer shelf life.

Yes, Risk Scoring, Risk mapping, Risk Categorization, Risk Curves, Risk Indicators, Risk Ranking, Risk forecasting, Risk severity helps a lot in assessing program risks.

Examples of tools we used in difficult contexts like armed conflict and hard to reach areas was risk matrix. Where for each risk identified on planning phase and now, during implementation, because the context can change, we evaluated the likelihood of it's occurrence and the impact. The more probability of occurrence and impact, the more attention we should give.

sector primarily deals in numbers – whether that number is the money, the metrics, the interest rates, or any other data point that is critical for risk assessments in the financial sector. Quantitative risk assessments are easier to automate than qualitative risk assessments and are generally considered more objective.

In my experience, risk communication and risk documentation are key. It is important to communicate with all stakeholders on the risks identified, the mitigation strategies proposed and then document each process from risk identification, analysis to risk mitigation for proper records and audit trail. Most importantly, this will be helpful as reference for lessons learnt and future programme initiatives. Risk documentation is a useful tool for future evaluations, audits and programme reviews.

Risk management could be considered a negative approach, but it is important to anticipate barriers and analyze how to overcome them in a timely manner so that they do not have an unforeseen impact on the development of the program.

In the event of unplanned problems, I would add that it is essential to create a risk committee, where the coordinator can take advantage of the tenacity and cognitive capacity of more members of a committee, aiming for a more globalized and efficient solution, containing a more leveraged vision of specialists or managers of key subjects for the business.

You don't always encounter the expected or forecasted risks, but might experience unexpected and more dreadful risks. So, a wise program coordinator shall be prepared with additional financial backup, additional human assistance, Spare Technical items, Risk experts to neutralize the sudden risks. Instant Decision making is necessary.

all the relevant stakeholders can be sent notifications from within the system. The discussion regarding the risk and its possible solution can take place from within the system. Upper management can also keep a close eye on the solutions being suggested and the progress being made within the system. Instead of everyone contacting each other to get updates, everyone can get updates directly from within the risk management solution.

We should keep in mind that risks don't vanish and we most frequently can't get rid of them. Risks can only be managed. That takes knowledge, practice, skill, but it also takes vision, wisdom and courage, so that you don't allow the fear of risks kill innovation and other practices to seize opportunities that require audacity.

Program risks should be seen from their likelihood of occurrence and impact. The first thing to do is to identify the program risks along with their likely of occurrence and impact on our program. Some risks might have high likelihood of occurrence but less impact whereas others have less likelihood of occurrence but have high impact. So, risks should be evaluated from the impact they bring to our program. Program staff do commonly make risk identification/analysis and have risk mitigation plans. It's equally important to set risk acceptance threshold, a point beyond which we should not tolerate the risk anymore, particularly for risks that would hinder us from meeting the program objective or that will have reputational risk for the org.

I believe that risks can exist in any program. The agility in creating alternatives, suggestions and involving interested parties can be interesting in this process. Another factor that could contribute a lot is the degree of autonomy for decision-making and quick and direct accessibility to those decision makers.

Um ponto importante que sempre considero é a expertise adquirida em outras experiências. Sempre há na equipe pessoas que já passaram por atividades semelhantes e podem antecipar riscos que n?o foram observados na análise do programa. A escuta das impress?es dos profissionais envolvidos é pe?a fundamental para montar um plano de riscos eficaz e abrangente.

Need to develop risk response strategies to mitigate, transfer, avoid, or accept identified risks based on their prioritization and risk tolerance. They may need to collaborate with stakeholders to develop proactive measures and contingency plans to manage risks effectively and minimize their impact on the program.