| |
|
|
|
|
|
|
|
|
1. |
Record Nr. |
UNINA9910830518703321 |
|
|
Autore |
Duckert Gregory H. <1949-> |
|
|
Titolo |
Practical enterprise risk management : a business process approach / / Gregory H. Duckert |
|
|
|
|
|
|
|
Pubbl/distr/stampa |
|
|
Hoboken, New Jersey : , : Wiley, , [2011] |
|
©2011 |
|
|
|
|
|
|
|
|
|
ISBN |
|
0-470-89253-6 |
1-299-31401-5 |
1-118-26906-3 |
0-470-89251-X |
|
|
|
|
|
|
|
|
Descrizione fisica |
|
1 online resource (291 p.) |
|
|
|
|
|
|
Collana |
|
|
|
|
|
|
Disciplina |
|
|
|
|
|
|
Soggetti |
|
|
|
|
|
|
Lingua di pubblicazione |
|
|
|
|
|
|
Formato |
Materiale a stampa |
|
|
|
|
|
Livello bibliografico |
Monografia |
|
|
|
|
|
Note generali |
|
|
|
|
|
|
Nota di contenuto |
|
Practical Enterprise Risk Management: A Business Process Approach; Contents; Preface; Acknowledgments; Chapter 1: Corporate Governance: A Gut Check; THE GREAT SOX FALLACY; THE VISION-CHALLENGED LEADING THE EVEN-MORE-VISION-CHALLENGED; GOING BACK TO THE FUTURE? HOW NOT TO RUN IT; SYSTEMIC FAILURE: CRITICAL SHORTCOMINGS OF APPLICATION SYSTEMS IMPLEMENTATION; WHAT IS GRC ANYWAY?; ARE YOU CUBIN'?; Chapter 2: What ERM Is and What It Is Not; DON'T BE MISLED: WHAT ERM IS NOT; KEY QUALITIES OF AN EFFECTIVE ERM; PRIMARY COMPONENTS OF RISK ASSESSMENT |
NEED FOR A BRAIN (BUSINESS RISK ASSESSMENT INFORMATION NETWORK)PROCESS OF CREATING A BRAIN; Chapter 3: Understanding What the Business Is; DEFINING THE BUSINESS; A BANKING EXAMPLE; ANSWERING THE KEY QUESTION: WHAT IS THE BUSINESS?; DETERMINING THE CORE BUSINESS PROCESSES; SETTING THE STRUCTURE: CREATING A PHYSICAL MAP; A MEDICAL EXAMPLE: A HEALTHCARE SYSTEM; IMPACT ANALYSIS; Chapter 4: Defining What True Business Risk Is; IT'S ABOUT THE OUTCOME, STUPID!; RISK NEVER LIVES ALONE; DEFINING BASELINE CATEGORIES OF BUSINESS RISK; EVALUATING ALL OF THE POSSIBILITIES: THE RISK UNIVERSE |
|
|
|
|
|
|
|
|
|
|
|
USING THE BUSINESS STRUCTURE TO DRIVE THE RISKS DISTRIBUTED RISK ASSESSMENT AND MANAGEMENT (DRAM); Chapter 5: Objectively Defining Risk; DEFINING RISK IN THE CONTEXT OF THE BUSINESS; USING THE BUSINESS-DEFINED DATA STRUCTURE; WHY USE DATA TO DEFINE RISK? THE THREE ATTRIBUTES; DATA-CENTRIC ERM (DCERM); MULTI-DIMENSIONAL RISK ASSESSMENT; Chapter 6: Building a Fluid/Dynamic Risk Model; THE MODEL AND WHY IT IS NECESSARY; MOVING FROM REACTIVE TO PROACTIVE RISK MANAGEMENT; OUTCOME/RAW (OR) DATA AND WHY IT IS CRITICAL; KRIs NOT KPIs; OPTIONS ON HOW TO DRIVE THE MODEL; DASHBOARD INDICATORS |
KEY EARLY WARNING INDICATORS DETERMINING THE KEY RISK INDICATORS; UNIVERSAL RISK INDICATORS; FINANCIAL, OPERATIONAL, REGULATORY, AND TECHNOLOGICAL KRIs; Chapter 7: Top-Down Risk Assessment: Evolving the Fluid ERM Environment-A Step-by-Step Approach; BUILDING ERM ONE STEP AT A TIME; MAPPING THE PHYSICAL STRUCTURE OF THE ENTERPRISE; DEFINING THE BUSINESS RISKS OF THE ENTERPRISE: UTILIZING KEY OUTCOMES; DEVELOPING KRIs FOR ASSESSING RISK FOR THE ENTIRE ENTERPRISE; DETAILED INVENTORIES OF KRIs: WHEN GREATER AUTOMATION/SOPHISTICATION IS ACHIEVED; BUILDING A BASELINE RISK REGISTER |
EMBEDDING RISK REGISTERS AND KEY INFORMATION IN THE PHYSICAL MAPPING THE MODULAR APPROACH; DETERMINING A FOCUSED OUTCOME GROUP (FOG); NET RISK VERSUS RESIDUAL RISK; BUSINESS RISK ANALYSIS TECHNIQUES (BRATs); UTILIZING LOGICAL DATA PATHWAYS TO FOCUS ON ROOT CAUSE AND RESOLVE IT; Chapter 8: The Future Evolution of the Model; ERM FOR THE TWENTY-FIRST CENTURY; SYSTEMS STRATEGIES; DESIGN CRITERIA AND SPECIFICATIONS; DESIGNING RISK-CENTRIC SYSTEMS FOR EFFICIENCY/GOVERNANCE: STEP BY STEP; DYNAMICALLY INTEGRATED RISK EVALUATION (DIRE); TRIGGERS AND MOMS; REAL-TIME PROFILING |
SETTING STANDARDS FOR FUTURE EVOLUTION |
|
|
|
|
|
|
Sommario/riassunto |
|
"The book emphasizes an enterprise risk management approach that utilizes actual business data to estimate the probability and impact of key risks in an organization. While the approach is analytical, the author has boiled it down to make it accessible to line managers and high level executives alike. The key lessons involve basing risk estimates and prevention techniques on known quantities rather then subjective estimates, which many popular ERM methodologies consist of. It will include practical examples from various industries that demonstrate key concepts, implementation guidance to get started, and tables of risk indicators and metrics, physical structure diagrams, and graphs. Tentative Table of Contents: Chapter 1 Corporate Governance: What a Mess Chapter 2 What ERM Is And What It Is Not; Chapter 3 Understanding What the Business Is; Chapter 4 Defining What True Business Risk Is; Chapter 5 Objectively Defining Risk; Chapter 6 Building a Fluid/Dynamic Risk Model; Chapter 7 The Strategy: Evolving The Fluid Risk Model; Chapter 8 The Future Evolution of the Model; Chapter 9 Related Topics and Special Risk Situations; Chapter 10 Maximizing Impact - Minimizing Exposure"-- |
|
|
|
|
|
|
|
| |