![]() and DHL, the report provides a benchmark for organizations currently undergoing their own operational excellence (OPEX) journey. Featuring exclusive analysis and commentary from process experts at the LEGO Group, JP Morgan Chase & Co. The PEX Report 2022 showcases the results of our annual global-state-of-the-industry survey, which informs us on current process challenges, priorities and investments over the next 12 months. Using P10, P30, P50, P70, P90 to create a simple distributionĮxamples of 3-axis matrices.The PEX Report 2022: Global state of process excellence Cancer vs diabetes, GFC vs War, etc)Ĭonsequence on x or y axis? It counts, but not for reasons you might guess. How to discuss compare, contrast risks (eg. The relationship between risk matrices and probability distributions How to use risk matrices to communicate changes in risk over time The importance and implications of the timeframe The process for using risk matrices to discuss, then communicate risks and treatments Level of management intervention and responsibility required to address the risk (Colour of the grid square in which the risk is located)Įmphasising the limitations of risk matricesĬonsidering negative and positive risk consequencesĪ combined positive/negative risk matrix example.Įxamples and pros and cons of 2x2, 3x3 etc Matrices Whether or not the risk has occurred in this organization in the past (Risk number in plain text or Bold Italic)Ĭomparative priority of one risk to another (position on matrix) Level of confidence in the quality of the risk rating (size of the symbol) i.e., Whether a risk is relatively stable over time or can change rapidly with little prior warning (shape of the symbol) Rough order of magnitude comparative costs of current spend on risk treatments (number of ‘$’ symbols on arrows between ‘A’ & ‘B’ and ‘B’ & ‘C’)Ĭomparative benefit and costs of proposed risk treatments (Delta – expressed by length of arrows – and number of ‘$’ between risk positions) Likelihood (Vertical positions on matrix)Ĭonsequence (Horizontal position on matrix) Past risk ratings (Position ‘B’ in yellow)Ĭhanges in risk ratings over time (Delta between positions ‘B’ & ‘C’)Įxpected residual risk after implementation of treatments (Position ‘D’ in pale green) Inherent risk rating if no controls were in place (Position ‘A’ in red) Last but not least, most of the flaws listed above only exist if risk matrices are used in isolation, which is rarely the caseĬurrent risk rating (Position ‘C’ in green on matrix) Risk matrices are a tool which supports risk-informed decisions, not a tool for making decisions The inherent limitations of decision-making under uncertainty, the nature of political decision-making and the fundamental processes of human risk perception mean that subjective decision-making will always be a part of the risk assessment process no matter what tool is used If a risk is in the ‘High’ or the ‘Top 10’ list, it requires attention and whether it is third or fourth on the list is not likely to be significant Risk matrices are designed to provide qualitative or semi-quantitative ordinal information (relative priority) not mathematically precise data “the use of risk matrices is too widespread (and convenient) to make cessation of use an attractive option” Risk matrices are still one of the best practical tools that we have Prioritizing the allocation of resources is not the role of the risk matrix – responsibility for selection of risk treatments belongs to the risk manager any risk assessment tool can assign identical ratings to quantitatively different risks No tool can consistently correctly and unambiguously compare more than a small fraction of randomly selected pairs of hazards
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