Identification of risk when conducting risk management surveys on behalf of a customer is relatively straight-forward if the consultant have a sound history of operating within a security focused organisation and having conducted an array of both planned and dynamic assessments. Experience gained will build up versatility and a knowledge-base to draw on when 'strange events' are found as they often are. Whilst there are many books and courses offering all-encompassing resources regarding risk management, I firmly believe that first and most importantly, experience has no equal in this field and when supported by up to date guidance and methods, will result in a credible end-product, adding much value to the organisation's operations.
The advisor must be well read as a minimum about the area in which the task is focussed and have a good working understanding of the area. Planning for the task must happen well in advance and ought to include, as a matter of priority, a thorough statement of requirement from the customer. This will negate any confusion regarding expectations. The risk management specialist should make sure that induction and introductory meetings pertaining to the client organisation is undertaken to understand the client. As a minimum I would suggest the following as necessary before starting the work:
Understand the organisation and what they do. Understand where they operate, are looking to operate and the duration. Understand what assets the operation involves - employees, equipment, real estate. Understand the customer's expectations - statement of requirement.
A knowledge of the above will give the risk management consultant with a very useful' Know Your Client Folder' so as to plan and make initial preparations however more should follow. Research about the customer organisation should include any history of problems encountered during, or as a result of, prior operations and ventures. This is of relevance when working out the risks particularly if hostile actions followed. An example being, if the population of an area could have objected to certain aspects of an operation inside their area or does the customer have a 'reputation' which has followed them and is the operation being undertaken by the organization controversial in any way?
The value of local knowledge is priceless and having the opportunity to engage with informed locals frequently provides data critical to the task that may otherwise be missed. Take the opportunity, should it present itself, to discuss matters with influential and well placed local members of the population. It has furnished me many times over with a precise indication concerning future developments of issues. Additionally, it leads to with locals and possibly even local authorities such as the Police which is invaluable.
Be methodical and thorough in your risk management survey. Whereever possible prove the information that you are handing over to your client. Take photographs, drive routes, visit locations and test, test, test! Your customer 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 is highlighted.
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 advisor must be well read as a minimum about the area in which the task is focussed and have a good working understanding of the area. Planning for the task must happen well in advance and ought to include, as a matter of priority, a thorough statement of requirement from the customer. This will negate any confusion regarding expectations. The risk management specialist should make sure that induction and introductory meetings pertaining to the client organisation is undertaken to understand the client. As a minimum I would suggest the following as necessary before starting the work:
Understand the organisation and what they do. Understand where they operate, are looking to operate and the duration. Understand what assets the operation involves - employees, equipment, real estate. Understand the customer's expectations - statement of requirement.
A knowledge of the above will give the risk management consultant with a very useful' Know Your Client Folder' so as to plan and make initial preparations however more should follow. Research about the customer organisation should include any history of problems encountered during, or as a result of, prior operations and ventures. This is of relevance when working out the risks particularly if hostile actions followed. An example being, if the population of an area could have objected to certain aspects of an operation inside their area or does the customer have a 'reputation' which has followed them and is the operation being undertaken by the organization controversial in any way?
The value of local knowledge is priceless and having the opportunity to engage with informed locals frequently provides data critical to the task that may otherwise be missed. Take the opportunity, should it present itself, to discuss matters with influential and well placed local members of the population. It has furnished me many times over with a precise indication concerning future developments of issues. Additionally, it leads to with locals and possibly even local authorities such as the Police which is invaluable.
Be methodical and thorough in your risk management survey. Whereever possible prove the information that you are handing over to your client. Take photographs, drive routes, visit locations and test, test, test! Your customer 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 is highlighted.
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 M.D. of Advanced Training and Security Solutions Limited, an independent company established to provide a bespoke security and resilience service. Craig has worked for several organizations in a variety of roles. ATSS are based in Cheshire, U.K. with a presence in London and a worldwide reach. They have experience with working in the Middle East, North Africa and Eastern Europe. Graig is a keen author of articles concerning risk assessment, emergency planning, business continuity and security management.
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