Simple Tools and Techniques for Enterprise Risk Management: (The Wiley Finance Series)

Enterprise Risk Management (ERM) represents a fundamental shift in the way businesses must approach risk. As the economy becomes more service driven and globally oriented, businesses cannot afford to let new, unforeseen areas of risk remain unidentified. Currency fluctuations, human resources in foreign countries, evaporating distribution channels, corporate governance, and unprecedented dependence on technology are just a few of the new risks businesses must assess. This accessible book, aimed at the implementers and practitioners of ERM, provides a highly structured approach so you can easily implement processes in your own organization. You'll find a number of case studies and practical examples from a variety of industries. The chapters are organized in a way that leads you through ERM implementation and include risk identification techniques, risk modelling methods, and the underlying statistics. Order your copy today!

Table of Contents:
List of figures. Preface. Acknowledgements. About the author. PART I: ENTERPRISE RISK MANAGEMENT IN CONTEXT. 1 Introduction. 2 Developments in Corporate Governance in the UK. 3 Developments in Corporate Governance in the US and Canada. 4 Internal Control and Risk Management. 5 Developments in Risk Management in the Public Sector. PART II: THE APPOINTMENT. 6 Introduction. 7 Interview with the Client. 8 Proposal. 9 Implementation. PART III: THE RISK MANAGEMENT PROCESS. 10 Analysing the Business: Stage 1. 11 Risk Identification: Stage 2. 12 Risk Assessment: Stage 3. 13 Risk Evaluation: Stage 4. 14 Risk Planning: Stage 5. 15 Risk Management: Stage 6. PART IV: INTERNAL INFLUENCES – MICRO FACTORS. 16 Financial Risk Management. 17 Operational Risk Management. 18 Technological Risk. PART V: EXTERNAL INFLUENCES – MACRO FACTORS. 19 Economic Risk. 20 Environmental Risk. 21 Legal Risk. 22 Political Risk. 23 Market Risk. 24 Social Risk. Appendix 1: Successful IT: Modernising Government in Action. Appendix 2: Sources of Risk. Appendix 3: DEFRA Risk Management Strategy. Appendix 4: Risk: Improving Government’s Capability to Handle Risk and Uncertainty. Appendix 5: Financial Ratios. Appendix 6: Risk Maturity Models. Appendix 7: SWOT Analysis. Appendix 8: PEST Analysis. Appendix 9: VRIO Analysis. Appendix 10: Value Chain Analysis. Appendix 11: Resource Audit. Appendix 12: Change Management. Appendix 13: Industry Breakpoints. Appendix 14: Probability. Index.

About the Author :
Rob Chapman is currently a principal consultant with Insight Consulting, part of Siemens Communications. Prior to this appointment he was a director of risk management at Hornagold & Hills, Capro Consulting and Osprey Project Management. He has provided risk management services to companies within the pharmaceutical, aviation, rail, broadcast, heritage, water, sport, oil and gas, construction and transportation industries as well to local authorities in the public sector. Dr Chapman has had articles published by PLC Strategies, Project, the Architects’ Journal and PropertyWeek and refereed papers published by the Journal of International Project Management and Construction Management & Economics. He was awarded a PhD in risk management from Reading University in 1998 for research into the impact of changes in personnel on the delivery of objectives for investment projects. Additionally he has completed research on the subject of risk management on behalf of the Architects Registration Council of the United Kingdom (ARCUK). His book entitled Retaining Design Team Members, a Risk Management Approach was published by RIBA Enterprises Ltd, London, in 2002 which examines the causes behind employee turnover, the impact it can have and the risk mitigation actions that can be implemented to reduce the likelihood of occurrence. e-mail: mail@DrChapman.fsworld.co.uk

Review :
"...provides a thorough introduction to the subject...and places the evolving methodology in context." (Professional Manager, December 2006)