0:00:00.501,0:00:04.428
Okay, let's have a look at[br]risk management in practice

0:00:04.457,0:00:08.474
And what I want to do[br]is to start with some basic concepts

0:00:08.485,0:00:14.015
then focus on TWO difficult areas[br]in the risk process

0:00:14.242,0:00:19.164
So, I guess if I asked you[br]to define the word 'risk'

0:00:19.174,0:00:22.954
you would have some idea[br]of what it meant

0:00:22.967,0:00:26.476
We might not have a formal definition[br]that we could quote,

0:00:26.476,0:00:30.253
but we all have something in our minds[br]when we hear the word 'risk'

0:00:30.274,0:00:33.972
This is what we think,[br]and maybe you think of things like this

0:00:34.234,0:00:38.534
Maybe you feel like this little guy,[br]facing some big ugly challenge

0:00:38.534,0:00:41.791
that you know is just going to[br]squash you flat.

0:00:42.066,0:00:43.766
Maybe you feel like this guy.

0:00:44.024,0:00:46.489
This is a real job in North Korea,

0:00:47.768,0:00:51.367
and his job is to hold the target[br]for other people to shoot at

0:00:51.500,0:00:53.979
Sometimes project managers[br]have the target here

0:00:54.292,0:00:56.911
We feel like everybody is shooting at us[br]in our job

0:00:57.757,0:01:01.987
Or maybe you just know there's something[br]nasty out there, waiting to get you

0:01:02.470,0:01:05.700
And maybe that's what you think of[br]when you think of the word 'risk'

0:01:06.361,0:01:09.574
Well that's partly true[br]but it's not the whole truth.

0:01:10.193,0:01:13.625
Risk is not the same[br]as uncertainty.

0:01:14.220,0:01:16.963
Risk is related to uncertainty[br]but they're different.

0:01:17.670,0:01:23.826
So all risks are uncertain[br]but not all uncertainties are risks.

0:01:24.653,0:01:27.589
If you have a risk register[br]or a risk list,

0:01:27.942,0:01:31.435
you don't have a million items in it,[br]or you shouldn't.

0:01:31.962,0:01:34.512
You don't even probably have[br]a thousand items in it,

0:01:34.512,0:01:35.788
you have a smaller number.

0:01:36.714,0:01:40.007
Although there are millions[br]of uncertainties in the world.

0:01:40.400,0:01:44.313
So how do we decide which uncertainties[br]we're going to call 'risk'?

0:01:44.677,0:01:47.280
And write them down [br]and put them in our risk register

0:01:47.548,0:01:50.057
and decide to do something about them.

0:01:50.483,0:01:56.362
Clearly 'risk' is a subset[br]of uncertainties, but which subset?

0:01:56.942,0:01:58.133
How do you know?

0:01:58.798,0:02:02.948
I think it's very simple to separate[br]risk and uncertainty.

0:02:03.199,0:02:05.274
And I use 3 English words,

0:02:05.425,0:02:10.019
these words here,[br]'risk is uncertainty that matters."

0:02:11.503,0:02:14.783
Because most of the[br]uncertainties in the world don't matter.

0:02:15.564,0:02:19.014
We don't care if it's going to rain[br]in London tomorrow afternoon.

0:02:19.400,0:02:23.780
It might, it might not,[br]it's irrelevant, it doesn't matter.

0:02:24.498,0:02:26.948
We don't care what the [br]exchange rate will be

0:02:26.948,0:02:30.703
if it's between the Russian Ruble [br]and the Chinese Yen in 2020.

0:02:30.703,0:02:32.387
It doesn't matter to us.

0:02:32.888,0:02:35.118
But there are things on our projects,

0:02:35.427,0:02:37.117
and things in our families,

0:02:37.271,0:02:38.871
and things in our country,

0:02:38.979,0:02:41.446
which are uncertain which do matter to us.

0:02:42.195,0:02:45.338
If it's an uncertainty that matters, [br]it's a risk.

0:02:46.188,0:02:49.991
So here's another question,[br]how do you know what matters?

0:02:50.751,0:02:53.396
In your projects, [br]what are the things that matter?

0:02:54.077,0:02:57.875
The things that matter in our projects[br]are our objectives.

0:02:58.532,0:03:02.216
So we must always connect uncertainty[br]with objectives,

0:03:02.991,0:03:05.631
in order to find the risks.

0:03:06.005,0:03:08.355
And if we look at [br]some definitions of risk,

0:03:08.361,0:03:11.405
this is the ISO standard that I mentioned,

0:03:11.445,0:03:13.796
it connects those words very simply;

0:03:13.796,0:03:17.559
Risk is the effect of uncertainty[br]on objectives.

0:03:18.451,0:03:21.201
And we might look at another definition[br]from the UK,

0:03:21.387,0:03:23.916
from our association [br]for project management,

0:03:24.144,0:03:28.134
it says the same thing that risk[br]is an uncertain event

0:03:28.152,0:03:32.212
or a set of circumstances, [br]which is uncertain,

0:03:32.212,0:03:35.372
but it matters because should it occur,

0:03:35.372,0:03:38.587
it will have an effect on achievement of objectives.

0:03:38.603,0:03:40.553
Uncertainty that matters.

0:03:40.867,0:03:44.317
So we should be looking [br]in our risk register for two things:

0:03:44.703,0:03:48.803
"Is it uncertain?" We don't want [br]problems in our risk register.

0:03:49.183,0:03:52.113
We don't want issues in the risk register.

0:03:52.113,0:03:55.020
We don't want constraints or requirements.

0:03:55.291,0:03:59.631
These things are certain,[br]what we want is uncertainties,

0:03:59.721,0:04:02.241
something that might happen[br]or might not happen.

0:04:03.076,0:04:06.766
But the other important question for our[br]risk register is

0:04:06.766,0:04:08.366
"Does it matter?"

0:04:08.439,0:04:11.739
Which objective would be affected [br]if this thing happened?

0:04:13.304,0:04:15.810
And then when we want to see[br]how big the risk is,

0:04:16.160,0:04:18.322
we can ask those two questions:

0:04:18.338,0:04:19.768
"How uncertain is it,"

0:04:19.985,0:04:22.095
"and how much does it matter?"

0:04:22.132,0:04:24.502
And that will tell us how big the risk is.

0:04:24.564,0:04:27.044
So, this idea of uncertainty that matters

0:04:27.084,0:04:30.536
then develops into something which is useful

0:04:30.618,0:04:33.317
by linking uncertainty to our objectives.

0:04:34.767,0:04:37.148
So, we have two dimensions of ‘risk,’

0:04:37.409,0:04:39.658
we have an uncertainty dimension and we

0:04:39.658,0:04:42.093
have a dimension that [br]affects our objectives

0:04:43.249,0:04:47.419
In projects, we call[br]this probability and impact,

0:04:47.449,0:04:49.502
We could call them other things,

0:04:49.502,0:04:51.233
there are other English

0:04:51.233,0:04:52.767
words we could use,[br]but these

0:04:52.767,0:04:54.553
are the ones,[br]most often, we use.

0:04:54.702,0:04:57.732
And I would like to ask you with [br]this picture of the mouse.

0:04:59.632,0:05:04.647
What effect matters to the mouse?

0:05:05.874,0:05:09.315
So first of all, clearly, [br]he is in a uncertain situation here.

0:05:09.845,0:05:12.193
And he's seen some risks.

0:05:12.457,0:05:15.359
His objective is to get the cheese[br]and stay alive.

0:05:15.938,0:05:18.817
And so, one of the risks he has [br]identified is a bad thing

0:05:18.903,0:05:21.353
that might happen:[br]he might be killed or injured.

0:05:22.177,0:05:24.517
And so, he has been a [br]good project manager,

0:05:24.517,0:05:27.032
he has put his little helmet on, [br]and he is preparing

0:05:27.152,0:05:32.051
so that it doesn't happen to him.[br]So, he doesn't get killed or injured.

0:05:32.051,0:05:32.821
Very good.

0:05:33.690,0:05:36.560
And there are things in our projects, [br]that if they happened

0:05:36.560,0:05:37.875
would kill or injure us.

0:05:37.875,0:05:39.218
They would waste time,

0:05:39.218,0:05:41.566
waste money, damage reputation,

0:05:41.566,0:05:42.986
destroy performance,

0:05:43.202,0:05:45.732
maybe even injure real people.

0:05:46.230,0:05:49.880
And as project managers we have to[br]see those things and stop them happening.

0:05:49.957,0:05:51.792
Protect ourselves in advance.

0:05:51.857,0:05:52.867
Avoid them.

0:05:54.240,0:05:57.870
Are there any other uncertainties[br]that matter for the mouse?

0:05:59.637,0:06:01.327
Well there is...

0:06:01.327,0:06:02.275
the cheese.

0:06:02.678,0:06:05.558
There's an uncertainty here which [br]matters a great deal.

0:06:05.558,0:06:07.887
"Will I get the cheese out of the trap?"

0:06:08.733,0:06:10.429
He might, or he might not.

0:06:10.967,0:06:14.121
And if he doesn't get the [br]cheese out of the trap, he's failed

0:06:14.961,0:06:17.471
So he has two uncertainties to manage,

0:06:17.471,0:06:20.133
one of them is bad - he might be killed[br]or injured -

0:06:20.419,0:06:22.639
the other is good - he might [br]get the cheese.

0:06:23.129,0:06:24.616
And what he has to do,

0:06:24.968,0:06:28.958
what he has to do is to manage both[br]of these at the same time.

0:06:29.232,0:06:32.159
And as project managers, we have to[br]do the same thing.

0:06:32.788,0:06:36.128
And also we have to do it in the[br]best possible way -

0:06:36.128,0:06:40.546
sometimes there's a better way to get the [br]cheese without being killed or injured.

0:06:41.428,0:06:44.518
In our projects, we have to stop the [br]bad things happening,

0:06:44.889,0:06:47.789
but we also have to get the cheese out[br]of our projects.

0:06:49.116,0:06:52.116
"So what does 'cheese' mean,[br]in your project?"

0:06:52.116,0:06:54.302
"What is the 'cheese' in your project?"

0:06:55.160,0:06:56.640
'Cheese' means value.

0:06:56.806,0:06:58.445
'Cheese' means benefits.

0:06:58.644,0:07:01.868
'Cheese' means products and [br]services that people want and need.

0:07:02.170,0:07:04.290
'Cheese' means customer satisfaction.

0:07:04.371,0:07:06.802
'Cheese' is the good stuff [br]that we're trying to get

0:07:06.802,0:07:08.465
out of our difficult projects.

0:07:08.872,0:07:11.962
And if we don't do anything bad -

0:07:11.962,0:07:16.170
we don't waste time, we don't [br]waste money, we don't damage reputation -

0:07:16.170,0:07:17.954
but we don't create value,

0:07:18.278,0:07:19.338
we've failed.

0:07:19.683,0:07:23.183
If the mouse didn't die but he didn't [br]get the cheese, he failed.

0:07:23.950,0:07:28.353
If we create benefits, but we waste time [br]and waste money and destroy reputation,

0:07:28.353,0:07:29.369
we've failed.

0:07:30.015,0:07:32.565
And if the mouse gets the cheese[br]and he's killed,

0:07:32.724,0:07:33.784
he's failed.

0:07:33.784,0:07:36.076
So we have to do both of these things.

0:07:36.353,0:07:39.231
And when we think about risk [br]and think about impact,

0:07:39.468,0:07:41.896
there are two kinds of impact that matter.

0:07:42.525,0:07:45.175
Bad ones, and good ones.

0:07:45.488,0:07:48.125
Uncertainties that could hurt the project,

0:07:48.678,0:07:51.568
and uncertainties that [br]could help the project.

0:07:51.766,0:07:56.364
Both of these matter [br]and both of these need to be managed.

0:07:56.867,0:07:59.078
And we have another word for those.

0:07:59.305,0:08:03.791
So, here's the definition of risk from the[br]Project Management Institute, the PMI,

0:08:04.007,0:08:05.685
from the PMBok Guide.

0:08:05.993,0:08:08.093
It's the same as the others [br]that we've seen:

0:08:08.093,0:08:12.379
an uncertain event or condition, [br]that if it occurs, affects an objective.

0:08:13.222,0:08:18.534
But PMI knows about the mouse. PMI knows [br]about the cheese and the traps,

0:08:18.721,0:08:22.277
and has added three words [br]to the definition of risk here.

0:08:23.233,0:08:26.204
It's not the words 'cheese' and 'traps'.

0:08:26.432,0:08:29.301
It's the words 'positive or negative'.

0:08:30.067,0:08:33.984
What this tells us is that there [br]are good risks, as well as bad risks.

0:08:34.544,0:08:37.997
And we heard that in one of our [br]keynote speeches, earlier this morning.

0:08:38.507,0:08:42.907
In the uncertain situation that this [br]country faces going forward

0:08:42.958,0:08:46.058
with all the changes that there have been,[br]there are threats.

0:08:46.058,0:08:48.061
There are things that could go wrong.

0:08:48.061,0:08:50.226
And you need to see those[br]and address them.

0:08:50.407,0:08:53.188
But there are also opportunities.

0:08:53.248,0:08:56.235
Uncertain things that might happen[br]that could be good.

0:08:56.918,0:08:59.346
And we also need to see those things,

0:08:59.561,0:09:02.699
and to try and proactively [br]make them happen.

0:09:03.249,0:09:05.376
And that is equally true in our projects,

0:09:05.376,0:09:06.938
in our personal lives,

0:09:06.938,0:09:09.308
and also at the national level.

0:09:09.778,0:09:13.578
And I'll be talking about some of [br]those things later on this afternoon

0:09:14.717,0:09:19.161
So, PMI has this definition. The other [br]standards have something very similar.

0:09:19.541,0:09:21.448
The ISO standard, at the bottom here,

0:09:21.448,0:09:25.619
says 'risk is the effect of[br]uncertainty on objectives.'

0:09:26.536,0:09:29.252
Note, the effect can be [br]positive or negative.

0:09:31.009,0:09:34.726
And the APM, Association for Project [br]Management in the UK says the same thing.

0:09:35.426,0:09:39.954
So we have this new idea,[br]that risk is a double-sided concept.

0:09:41.090,0:09:43.959
And it's the same impression,[br]the word you have for risk,

0:09:44.329,0:09:48.002
we mostly think of bad things.[br]But it could be used for good things,

0:09:48.002,0:09:49.877
as well. Isn't that right?

0:09:50.143,0:09:51.862
It's an uncertain word.

0:09:52.281,0:09:55.031
And there are good risks as well [br]as bad risks.

0:09:55.991,0:09:59.364
So in our project [br]risk management process,

0:09:59.574,0:10:03.181
we should be looking out for the traps[br]and avoiding them

0:10:03.181,0:10:06.004
and protecting ourselves and [br]preventing them happening.

0:10:06.004,0:10:09.147
But we should also be looking[br]out for the cheese

0:10:09.147,0:10:11.549
and chasing it, and making it[br]happen proactively,

0:10:11.549,0:10:14.897
so we get the maximum[br]benefit for the minimum cost.

0:10:15.957,0:10:19.375
That’s why risk management is so [br]important to

0:10:19.712,0:10:22.676
project success: because it effects [br]our objectives.

0:10:23.817,0:10:27.426
It gives us the best possible chance[br]to achieve our goals.

0:10:28.570,0:10:30.290
So how do we do that?

0:10:30.621,0:10:33.104
If we think about the risk management[br]process,

0:10:33.539,0:10:35.899
the process has to do a number of things.

0:10:36.524,0:10:39.564
If risk is uncertainty that affects[br]objectives,

0:10:39.633,0:10:41.753
we have to know what our objectives are.

0:10:42.076,0:10:44.416
Then, we have to identify the[br]uncertainties.

0:10:45.099,0:10:48.459
The uncertainties that would matter to[br]those objectives.

0:10:48.618,0:10:53.058
And remember that they could be good[br]or bad, threats and opportunities.

0:10:53.897,0:10:56.747
That gives us a long list of uncertainties[br]that matter,

0:10:56.777,0:10:58.477
but they don't all matter the same.

0:10:59.218,0:11:03.528
So the next thing we have to do is[br]to prioritize, and ask the question

0:11:04.287,0:11:06.837
"How uncertain,[br]and how much does it matter?"

0:11:07.053,0:11:10.133
Then we get a prioritized list of risks.

0:11:10.210,0:11:14.390
We know which are the worst threats and[br]the best opportunities,

0:11:14.811,0:11:17.061
so that we do something about it.

0:11:17.508,0:11:19.384
Then we plan how to respond.

0:11:19.411,0:11:23.294
We think about what would be appropriate[br]to stop the bad thing happening

0:11:23.344,0:11:24.974
and to make the good thing happen.

0:11:25.583,0:11:28.920
And having decided, we do it of course.

0:11:29.851,0:11:33.641
And then risk is constantly changing [br]so we need to come back and do it again,

0:11:33.873,0:11:35.923
and see what has changed.

0:11:36.518,0:11:42.048
We could express this process as a number[br]of questions that it's important to ask,

0:11:42.184,0:11:45.604
and keep on asking about our project.

0:11:46.337,0:11:49.897
In fact, you can use these questions for[br]anything.

0:11:50.106,0:11:54.076
You could use these questions for your[br]next career move.

0:11:54.524,0:11:58.914
You could use these questions for deciding[br]about your pension.

0:11:59.141,0:12:03.691
You could use these questions to decide[br]how to bring up your children

0:12:04.323,0:12:09.183
or to decide on how to invest the nation's[br]wealth.

0:12:09.996,0:12:11.759
These are the questions:

0:12:11.799,0:12:15.409
"What are we trying to achieve?"[br]That's setting objectives.

0:12:15.979,0:12:18.439
Then, "what could affect[br]us in achieving that?"

0:12:18.534,0:12:20.574
That's identifying risks.

0:12:20.915,0:12:24.455
Then, "when we have a list of risks,[br]which are the most important ones?"

0:12:24.742,0:12:27.392
That's prioritizing, that[br]assessing the risks.

0:12:27.674,0:12:29.814
Then, "what could we do about it?"

0:12:30.242,0:12:34.402
Planning our responses and doing it,[br]implementing the responses.

0:12:34.846,0:12:39.166
And then, "did it work and what's changed"[br]Reviewing the risk.

0:12:39.306,0:12:43.766
So if we look at a risk management[br]process, we could link each step in the

0:12:43.800,0:12:46.930
process to one of these questions.

0:12:47.093,0:12:49.773
And this is why risk[br]management is so easy,

0:12:49.876,0:12:56.116
because all we're doing is asking and[br]answering obvious questions.

0:12:56.297,0:13:01.117
Anybody who's doing anything important[br]will ask these questions:

0:13:01.320,0:13:03.820
"What am I trying to do?"[br]"What could affect me?"

0:13:03.896,0:13:06.462
"Which are the big ones?"[br]"What shall I do about it?"

0:13:06.473,0:13:08.983
"Did that work?"[br]"Now what?"

0:13:09.703,0:13:14.383
And you could ask those questions every[br]Monday morning when you drove to work,

0:13:14.402,0:13:16.032
or every Saturday morning.

0:13:16.032,0:13:17.786
You can ask the question, say

0:13:17.791,0:13:20.831
"What am I trying to achieve today?"[br]"This week?"

0:13:21.286,0:13:23.636
"What could affect me and[br]which are the big ones?"

0:13:23.743,0:13:24.835
"What shall I do?"

0:13:24.871,0:13:30.351
We can manage risk on a very simple basis,[br]or we can use this as the structure for

0:13:30.394,0:13:35.114
a risk process which is much more complex,[br]which involves lots of meetings,

0:13:35.139,0:13:39.079
and lots of stakeholder groups and[br]lots of analysis and statistics.

0:13:39.098,0:13:41.188
It's the same questions.

0:13:41.909,0:13:45.306
So I would like you to remember[br]two important things.

0:13:45.319,0:13:49.229
One is, risk is uncertainty that matters.

0:13:49.554,0:13:53.854
And secondly, these questions,[br]these six questions.

0:13:54.535,0:13:58.235
Because that's the heart,[br]that's the basis of managing risk,

0:13:58.245,0:14:00.761
and it really is very, very easy.

0:14:01.402,0:14:06.197
Now, in the time that we have, I want to[br]focus on just two parts of this process,

0:14:06.351,0:14:10.591
and then give us the opportunity[br]to try out some of these things.

0:14:10.618,0:14:14.308
The identification step, clearly[br]very, very important

0:14:14.344,0:14:18.494
because if we don't identify the risks,[br]we can't manage them.

0:14:18.977,0:14:21.617
And then planning responses.

0:14:21.880,0:14:26.310
Understanding how we can deal with[br]the uncertainties that we've identified.

0:14:26.590,0:14:30.190
So, let's think about these things:[br]identifying risks.

0:14:30.363,0:14:32.493
How do we find all of the risks?

0:14:33.496,0:14:35.016
Well, you can't.

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You can't find all of the risks because[br]there are risks that arrive

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that we hadn't seen before.

0:14:40.563,0:14:44.386
There are emergent risks,[br]new risks, different risks

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and I'll be talking about those[br]later this afternoon in my speech.

0:14:49.088,0:14:54.848
What we want to find are the knowable[br]risks: the risks that we could find.

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We don't want somebody[br]on our project team who knows a risk

0:14:58.609,0:15:00.192
and they're not telling anybody.

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So this process is about exposing the[br]uncertainties that matter,

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finding them so we can[br]do something about them.

0:15:06.888,0:15:08.708
And there are lots of techniques,

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brainstorming, workshops, check lists,

0:15:11.724,0:15:15.144
testing our assumptions and so on.

0:15:15.398,0:15:18.028
But I would like to answer a [br]bigger question

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A different question from techniques

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And it's the question, "are we [br]finding the real risks?"

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When you go to a risk workshop and you[br]write things in your risk register,

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are they really the uncertainties that [br]matter for your project?

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Are these really the things that could [br]drive you off track or really help you?

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Or are they just the obvious things?

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Where all projects have problems with [br]requirements,

0:15:46.734,0:15:49.541
with resources, with testing. [br]These are things that

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always come up, and we have processes [br]to deal with them.

0:15:53.733,0:15:55.754
But are they the real risks?

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I would like to suggest to you that often[br]in our risk registers

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we confuse real risks with other things.

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Often, we confuse risks with their causes,[br]where does the risk come from?

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Or we confuse risk with their effects,[br]what do they do if they happen?

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But risks are uncertainties that matter.

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They are not causes or effects.

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So, causes are things that are true.[br]This is true that the project is difficult

0:16:26.547,0:16:29.370
it is true that we do not have enough[br]people on the project.

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it is true that the customer hasn't [br]signed the contract yet.

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These are not risks, they are facts.

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They might be issues.

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They might be problems, but they are [br]not risks because they are not uncertain.

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And a lot of people write these[br]things in our risk register.

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"We don't have enough time [br]for this project."

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"It’s a risk!"

0:16:48.819,0:16:51.360
No, it’s a problem.

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Sometimes we confuse risks[br]with their effects.

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There could be an accident,[br]we could be late.

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those are not risks either,[br]they are the effects of risks,

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how do you manage, we could be late?[br]If your late, it’s too late.

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What we want to know is,[br]why might you be late?

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what unplanned thing could happen[br]that would result in, you being late.

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So, risks sit between causes and effects.

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We can’t manage causes because [br]they're here now, they are facts.

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We don't want to manage effects[br]because they may never happen.

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What we can manage is risks[br]that sit in the middle

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because they haven't happened yet.

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So, risk management has [br]to separate risks from

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their causes and risks from[br]their effects.

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And I find looking at hundreds of[br]risk registers all around the world.

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I've worked in 48 different[br]countries, every continent, every culture.

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Uh, not the Antarctic, it’s too cold.[br]Um but nearly every continent.

0:17:56.670,0:18:02.360
And over half of the stuff in risk[br]registers are causes or effects.

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Over half.

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So the things we are trying to[br]manage in the risk register

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are not risks and then [br]people are surprised that it doesn't work.

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So how do we separate cause, risk, and[br]effect here is a little test.

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And these statements are[br]written in your notes.

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Or you can just think as we go.

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Each of these statements and they are[br]all very simple is one of these things.

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A cause is something that is true today.

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A risk is an uncertainty that might,[br]or might not happen.

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The effect is why it matters[br]to our objective.

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Okay? So you have to[br]think what these are.

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The project is based in a [br]third-world country.

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Cause? Risk? Or effect? [br]What do you think?

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Cause! Very good.

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So, this is a fact, there might be [br]uncertainties that come out of this fact.

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So we may not get the resources we need,[br]there may be security concerns.

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We may not get paid. These are [br]uncertainties that come from this fact.

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Interest rates might go down.

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It's a risk.

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Or they could stay the same or[br]they could go up.

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And we could go over budget.

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It's an effect.

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So, a million things could[br]take you over budget,

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maybe interest rates is one of them.

0:19:15.393,0:19:17.200
Okay? They were easy. [br]How about this?

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The weather might be better than usual.

0:19:20.056,0:19:21.756
So risk could be the same or worse.

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It would be a bad thing if you[br]were selling umbrellas.

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It would be a good thing if you[br]were selling ice cream.

0:19:31.220,0:19:32.987
It depends what your project is.

0:19:34.007,0:19:36.454
Um, I'm allergic to prawns.

0:19:38.234,0:19:39.920
It's a cause, it's a fact.

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What is the risk that comes from[br]this fact, this cause?

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You think maybe I could be sick?

0:19:50.236,0:19:53.180
I could have a reaction. [br]I could be very ill. I could die.

0:19:54.640,0:19:57.948
All of those things are effects. [br]Aren’t they?

0:19:58.578,0:20:00.864
But if something happens [br]that I didn't plan,

0:20:00.864,0:20:03.911
because I am allergic something might[br]happen that makes me sick.

0:20:04.621,0:20:06.532
What's the something?

0:20:07.342,0:20:09.264
I might eat prawns without knowing.

0:20:09.614,0:20:14.421
So then I check, are there prawns in this?[br]You know I avoid things with prawn in them

0:20:14.741,0:20:18.247
I manage the risk and not the effect.[br]And not the cause.

0:20:18.354,0:20:21.684
Okay, we have got to use a new technique,[br]an unproven technique.

0:20:23.144,0:20:25.725
It's a fact, it's a requirement,[br]we have to do it.

0:20:25.725,0:20:30.073
we might introduce design errors but it is[br]just a fact, a requirement of our project.

0:20:30.593,0:20:33.375
The contractor may not deliver on[br]time is a risk.

0:20:34.155,0:20:36.005
Um, this is going to fast

0:20:36.365,0:20:38.517
It might not work for some reason.

0:20:39.197,0:20:40.857
You saw the color, it's an effect.

0:20:40.857,0:20:44.759
Okay, I will go more slowly. Uh,[br]we don't have enough people.

0:20:47.039,0:20:50.942
It's a cause, yes. And lastly,[br]there is a risk we will be late.

0:20:53.781,0:20:57.229
Hmm..mm. it's an effect, is it?

0:20:58.069,0:21:01.112
Because we want to know what is the[br]risk that we'll be late.

0:21:01.502,0:21:03.133
Being late is an effect.

0:21:03.423,0:21:08.864
So apart from the prawns all of the blue[br]and green things we see in risk registers.