(Another excerpt from the upcoming book)
As an aid to
holding risk meetings, forms will be needed that help the risk identifier to
not forget key information. As in many walks of life, it is helpful to split
the work between two experts. One expert knows as much as possible about the
risk being identified and the other knows, and has significant experience, in
communicating that risk to the team and its managers. The latter is the “risk
integrator”.
Typically,
“risk integrator” can be an additional duty for a member of the team. That
person need not be a senior engineer with vast experience of the system, as
long as they have the ability to draw that knowledge out of the expert and
understand it.[1]
A few
techniques will help the risk integrator and the team.
- · Keep a list of concerns that are not quite risks yet. The team becomes more open in sharing concerns if they know they don’t have to immediately declare them risks, and the risk integrator has a to-do list to help keep track
- · Keep personal (not-to-be-shared[2]) metrics on how well your team identifies risks, how quickly they come up with mitigation plans after identifying risks, and how often concerns become risks.
- · Review the entire list often, not just during the organization’s annual or semi-annual review, ask questions, go to technical discussions and take note of concerns that might become risks.
[1]
This is an ideal additional duty for an up and coming younger member who needs
exposure to the managers who will make the decision to promote them someday.
[2]
If you have a great relationship with your boss, this kind of information can
be shared and discussed with the understanding that it is not widely shared.
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