Identifying of risk when conducting risk management surveys on behalf of a client is relatively straight-forward should the expert have a sound history of operating in a security focussed organisation and having conducted a range of both planned and dynamic assessments. Experience gained will build up versatility and a knowledge-base to draw on when 'oddities' are experienced, as they often are. Whilst there are numerous books and courses offering exhaustive resources with regards to risk management, I believe that more than anything else experience has no equal in this arena and when backed up by contemporary guidance and methods, will result in a credible end-product, adding value to the organisation's operations.
The risk management consultant must be well read as a minimum regarding the area in which the task is focused and have a reasonably good working idea of the area. Planning for the task must happen ahead and should include, as a matter of priority, an in-depth statement of requirement from the customer. This will negate any confusion regarding client expectations. The risk management consultant should ensure that induction and introductory briefings regarding the client organisation is undertaken so as to completely understand the client. As a minimum I would recommend the following as necessary before commencing the work:
Understand the client and what they do. Understand where they operate, are looking to operate and the duration. Understand what assets the operation involves - people, equipment, real-estate. Understand the customer's expectancies - statement of requirement.
Knowledge of the above will furnish the risk management consultant with a very useful' Know Your Client Folder' in order to plan and make initial preparations however more should follow. Research on the customer organisation should include any history of problems encountered during, or as a result of, previous operations and ventures. This is of importance when calculating the risks particularly if hostile actions followed. For instance, if the population of a region might have objected to certain aspects of an operation within their region or does the organisation have a 'reputation' that has followed them and is the operation being undertaken by the client controversial in any way?
The value of local data is invaluable and having the opportunity to engage with knowledgeable locals often supplies information critical to the task which may otherwise be ignored. Take the opportunity, should it come up, to talk about matters with influential and well placed local members of the population. It has furnished me quite often with a precise indication concerning future developments of issues. Additionally, it leads to the formation of relationships with locals and perhaps even local authorities like the Police which is useful.
Be methodical and thorough in your risk management survey. Whereever feasible prove the information you are handing over to your client. Take images, drive routes, visit areas and test, test, test! Your client is paying for a service and expects credible and factual results and that obviously includes furnishing him with any 'bad news' if and when it arises.
To summarise: A well planned, well-conducted and well presented risk management survey is potentially of critical importance to your client. Failing to plan is planning to fail and your paying client deserves the best from his consultant's endeavours.
The risk management consultant must be well read as a minimum regarding the area in which the task is focused and have a reasonably good working idea of the area. Planning for the task must happen ahead and should include, as a matter of priority, an in-depth statement of requirement from the customer. This will negate any confusion regarding client expectations. The risk management consultant should ensure that induction and introductory briefings regarding the client organisation is undertaken so as to completely understand the client. As a minimum I would recommend the following as necessary before commencing the work:
Understand the client and what they do. Understand where they operate, are looking to operate and the duration. Understand what assets the operation involves - people, equipment, real-estate. Understand the customer's expectancies - statement of requirement.
Knowledge of the above will furnish the risk management consultant with a very useful' Know Your Client Folder' in order to plan and make initial preparations however more should follow. Research on the customer organisation should include any history of problems encountered during, or as a result of, previous operations and ventures. This is of importance when calculating the risks particularly if hostile actions followed. For instance, if the population of a region might have objected to certain aspects of an operation within their region or does the organisation have a 'reputation' that has followed them and is the operation being undertaken by the client controversial in any way?
The value of local data is invaluable and having the opportunity to engage with knowledgeable locals often supplies information critical to the task which may otherwise be ignored. Take the opportunity, should it come up, to talk about matters with influential and well placed local members of the population. It has furnished me quite often with a precise indication concerning future developments of issues. Additionally, it leads to the formation of relationships with locals and perhaps even local authorities like the Police which is useful.
Be methodical and thorough in your risk management survey. Whereever feasible prove the information you are handing over to your client. Take images, drive routes, visit areas and test, test, test! Your client is paying for a service and expects credible and factual results and that obviously includes furnishing him with any 'bad news' if and when it arises.
To summarise: A well planned, well-conducted and well presented risk management survey is potentially of critical importance to your client. Failing to plan is planning to fail and your paying client deserves the best from his consultant's endeavours.
About the Author:
Craig Jones is the Managing Director of Advanced Training and Security Solutions L.T.D, an independent company established to offer a bespoke security and resilience service. Craig has worked for a number of organisations in a variety of roles. ATSS operate from Cheshire, UK with a presence in London and a global reach. They have experience of working in the Middle East, North Africa and Eastern Europe. Graig is a prolific writer of articles concerning risk assessment, emergency planning, business continuity and security management.
No comments:
Post a Comment