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Lean Kanban NA — Managing Risk

Risk Reduction Metrics for Agile Organizations — Dan Greening

Agile and lean process­es make it eas­i­er for orga­ni­za­tions to mea­sure com­pa­ny and team per­for­mance, assess risk and oppor­tu­ni­ty, and adapt. My col­leagues and I have used deliv­ery rate, con­cept-to-cash lead-time, archi­tec­tur­al fore­sight, spe­cial­ist depen­den­cy, fore­cast hori­zon and exper­i­ment inval­i­da­tion rate to iden­ti­fy risk, and focus risk-reduc­tion and learn­ing efforts. With greater knowl­edge, we can elim­i­nate low-oppor­tu­ni­ty options ear­ly and more deeply explore high­er-oppor­tu­ni­ty options to max­i­mize value.

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Next Video 21st Century Risk Management — Dennis Stevens 

Today’s com­plex projects need proac­tive risk man­age­ment to stand any chance of exe­cut­ing suc­cess­ful­ly. Yet, all the steps of: iden­ti­fy­ing, clas­si­fy­ing, ana­lyz­ing and pri­or­i­tiz­ing in the world are for noth­ing if the risks can­not be effec­tive­ly avoid­ed, trans­ferred, or reduced. Risk analy­sis, avoid­ance and reduc­tion steps are large­ly human led activ­i­ties with suc­cess cri­te­ria close­ly linked to social influ­ence, com­mu­ni­ca­tions and campaigning.