A special two-day course based upon a strategic approach to risk management.

• Developing an Organization-wide Risk Management Strategy
• Identifying Business Opportunities
• Turning Risk into Competitive Advantage
• Loss Prevention as One Element of Risk Management
• Identifying and Measuring Risks
• Pricing Risks and Managing Risks
• Current Technologies in Risk Management
• Insurable Risks
• Uninsurable Risks
• Minimizing Insurance Costs
• and more

Don't be misled by the course title. This course is about business opportunities; best management practices; a new, global approach to risk; and about how to turn risk into competitive advantage. The course outlines a strategic, practical business process for developing an overall business strategy on risk. The process ties together all of the major resources of an organization and provides a template, a step by step procedure for how you can implement this strategy in your own organization.

Based upon a methodology developed by Arthur Andersen and published by Financial Times Prentice Hall, the course takes you through a process that defines risk in a wider context where risk includes multiple exposures. Exposure is controlled through shared organizational goals and the coordination of goals through an empowered team and an overall organizational strategy.

Coverage includes:

• Identifying business opportunities
• Assessing overall organizational risk
• Risk recognition
• Risk mapping
• Risk profiling methods
• Developing organizational resources
• Integrating overall organizational goals
• Developing a risk strategy
• Implementing a risk strategy
• Continuous improvement
• Software processes
• Links to organizational performance

Here is an opportunity to learn about risk management and a new approach to overall organizational risk. Each participant will receive a copy of the course text detailing and explaining the process and how to implement it. A distinguished faculty of experienced practitioners will lead you through the process.

1. Mastering Risk to Create Value: What is an Organization-wide Approach and Why it is Essential?
   1. A new approach: organization-wide
   2. Is your risk management keeping pace?
   3. The early lessons
   4. A journey requiring a cultural change
2. The Evolution Towards This Approach
   1. The evolution of risk management
   2. Taking an enterprise-wide view
   3. Achieving organization-wide risk management: the steps along a visionary journey
3. A Common Language: The Essential Starting Point
   1. Defining risk
   2. A language for risk
   3. A process classification scheme
   4. Developing a language
4. Risk Management Goals, Objectives and Oversight: Laying the Foundation
   1. Business objectives and strategies provide the context
   2. Risk strategy and policy in an organization-wide risk management environment
   3. Organizational oversight structure
5. Uniform Processes: Assessing Risks and Developing Strategies
   1. A process view of business risk management
   2. Assess business risks
   3. Risk mapping - a fundamental tool
   4. Rigorous assessment: when risks are vital
   5. Develop business risk management strategies
   6. Risk strategies: translating risk assessment into action
6. Infrastructure Essentials: Designing and Implementing Risk Management Capabilities
   1. Design/implement risk management capabilities
   2. The components of infrastructure
   3. Monitor risk management performance
   4. Continuously improve risk management capabilities
   5. Information for decision-making
7. Continuously Improve Risk Strategies, Process and Measures
   1. The Risk Management Capability Maturity Continuum
   2. The enablers of continuous improvement
8. Taking It All the Way
   1. Aggregate multiple risk measures
   2. Link to enterprise performance
   3. Formulate enterprise-wide risk strategy
9. Getting Started
   1. The journey
   2. Keys to navigating the journey
   3. Keys to getting started: trail markers
   4. The launch pad

Ben D. Nolan, III PE Ben is a Principal in charge of Arthur Andersen's Construction Risk Management Services. His experience includes working with companies and their legal counsel to identify and analyze contract issues, quantify delays and related costs, present and rebut expert opinions and negotiate settlements to contract disputes. For a government client, led the design and implementation of construction risk management processes in its $1.5 billion portfolio of environmental and transportation projects. The risk management processes identified the key risks and related processes driving project cost overruns and implemented capabilities to manage these risks, including assuring the quality of design, review of project planning, improving communications during bidding phase, training contractors on scheduling requirements and capabilities, and enhancing the change order management process. For a public manufacturing client, led its project turnaround team and served on the executive advisory team on a $200 million emergency factory rebuild. For a government client, assessed the capabilities of internal project management teams, designer qualifications, contractor capabilities, adequacy of funding and reasonableness of schedules related to its five year, $750 million school facility expansion budget. Testified as an expert in U.S. District Courts, State and Local Courts, and in arbitration and mediation venues nationwide. Provided expert witness services in construction disputes.

Ben has a B.S., Applied Sciences and Engineering, United States Military Academy at West Point, NY; M.S., Engineering Management, University of Missouri. He is a Licensed Professional Engineer and a Licensed Class "A" General Contractor.

Kim J. Kane, P.E., PMP Kim is an experienced manager with Westney Project Services of Houston, Texas. His broad experience includes risk analysis, contracting, planning, engineering, and construction of refineries, petrochemical plants, telecommunications, and waste clean up, nationally and internationally. Kim worked as a project engineer and as a consultant to project managers at Fluor Daniel for over 20 years. He also worked a few years as a college instructor. Kim understands the forces that result from political uncertainty and the impact of those uncertainties on contractual force majeure clauses. He reviewed actions to minimize the impact of construction equipment and materials lost to political unrest in Iran.

Kim has a Chemical Engineering degree from Texas A&M University and an MBA from the University of Utah. He is a Registered Professional Engineer in the State of Texas and is a certified Project Management Professional (PMP) by the Project Management Institute (PMI).