Ops Risk 4 Engineers

7/24/2019 Ops Risk 4 Engineers

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15 - 16 January 2013 | Kuala Lumpur, Malaysia

Operational Risk for EngineersLearn how to proactively assess and manage operational risks for engineering projects and businesses.Optimise risk identification, enable meaningful risk analysis, and confidently prioritise your key mitigating actions.

INDUSTRY OVERVIEW

Organisations face a diverse range of operational risks that threaten the survival

and future success of their businesses. The specific challenges associated with the

operational risks facing Engineers are enormous. Having to work to ever harder to

balance and manage the conflicting pressures of delivering increasing perfor-

mance, at lower cost and in short time require innovative engineering solution. And

this is all accompanied by growing uncertainties and increasing risk. Engineering

projects and operations are now more complex with the advances in technology,

and have greater interdependency between specialists to meet the demanding

requirements of the todays competitive markets. For Engineers therefore, the need

for a clear understanding of operational risks, how these can be categorised,

captured, analysed and then managed has never been greater.

Recent crises and accidents around the world, such as the Challenger disaster in

1986, and Fukishima in 2011 have shown that operational failures by Engineers can

have dramatic and tragic consequential. Not all engineering failures make the

headlines but many do critically affect the performance of private business as well

as state organisations, such as utility service providers. Professionally Engineers and

their organisations have crucial responsibilities to get things right, to anticipate the

unexpected and to build in cost effective resilience into their activities. This requires

careful consideration - from the design concept right through the manufacture and

construction process, into operations and maintenance and eventually to a

projects ultimate decommissioning. Engineering is affected by operational risks

across the entire lifecycle.

WHY YOU CANNOT MISS THE EVENTWith quantitative skills and an understanding of managing complex, multi-disciplinary projects Engineers can be uniquely placed in many organisations to

address and deal with operational risk. Engineering projects and activities often

nvolve managing complex systems with multiple stakeholders. This require both

the spatial awareness and numerical competency found in many engineers, but

also communication skills and behavioural understanding necessary to effect

tangible action. This course builds from robust engineering foundations to

provide delegates with operational risk management tolls that are fit-for-

purpose in the dynamic 21st century.

by trueventus

KEY BENEFITS OF ATTENDINGThis course will provide Engineers with the decisi on making frameworks to

manage operational risks that will enable;

Adverse i.e. what are normally considered risks to be able to be assessed alongside

more favourable but still uncertain positive outcomes.

The objective assessment of uncertainty to future costs, schedule, operational and

or environmental performance, safety and other key metrics, that minimise the

impact of harmful subjective judgements

Evaluating and comparing strategies to improve these operational risk management

and business performance.

PROGRAMME SCHEDULE

0900 Morning session begins0830 Registration and coffee

1030 Morning networking break1300 Networking luncheon1400 Afternoon session begins1530 Afternoon networking break1730 Course concludes

PRE COURSE QUESTIONNAIREIn order to clarify your learning objectives and ensure you get the most

out of this training, you will need to complete a Pre-Course Question-

naire stating your knowledge of the subject, level of experience and

other relevant issues. The course leader will analyse your form to ensure

that the course covers your needs accordingly.

TESTIMONIALSI enjoyed working with David immensely. His knowledge, experience andprofessional approach gave me a rich opportunity to learn.Daniel Brown, Quantitative Analyst, Drax Power Ltd

David performed an excellent role as Chairman of ICE's international technicaljournal ICE Proceedings. During this period the journal grew significantly instature, much down to David's drive and enthusiasm.Ben Ramster, Journals Editorial Manager, ICE Group (Institution of CivilEngineers)

David has an immense knowledge in both risk management and the energytrading market. He is also a really nice guy to work with, always optimisitc buthard working and very sophisticated in his dealings with stakeholders. It was a

pleasure to work with him.Nick Fisk, Interim Finance Director, Yorkshire Electricity, managedDavid at RWE npower

David was an active participant in our distance learning MBA course. Hebrought new ideas to the table and was also interested to debate topics, trends,and challenges for UK businesses across sectors and geographies. I found hisinput to my studies and learning valuable and stimulating. We have hadongoing discussions since, around shared interests such as the UK energygeneration sector.John Duncan, Engineering Manager, Volvo Aero Corporation, studiedwith David at University of Bradford

Book and pay by 30 November 2012, USD 1695 per delegate , s ave USD 500

TRUEOFFER!Book and pay by 30 November 2012- USD 1695,save USD 500 per delegateFrom 1 December 2012- USD 2195 per delegate

*Strictly limited to 25 delegates per session!


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WHO SHOULD ATTEND Chief Risk Officers

Heads of Audit

Risk Managers

Risk Engineers

Development Directors

Operational Directors

Operational Managers

Project Directors

Project Managers

Project Engineers

From industries:

Design, Construction/Manufacturing and Production, Development and

Infrastructure, Engineering Services, Oil and Gas, Chemical and

Petrochemical, Power and Utilities, Process Industries, Mining and Heavy

Industries, Transport, Water Resources, Waste Management

ABOUT YOUR COURSE LEADER

David Hirstis the Founder and CEO of independent risk

consultancy Ainsty Risk Consulting Ltd based in United

Kingdom. He is a professional qualified Engineer and a

Risk Management Expert working with blue chip clients

across the European Union and Globally. As a Fellow of

the Institution of Civil Engineers - one of the pre-eminent

global professional engineering bodies, David plays an

important role embracing all aspects of the modern Engineer. David represents

the UK on World Federation of Engineering Organisations Energy Standing

Committee, was the founding Editorial chair of the learned societies "Energy

Journal, a member of its Enterprise Risk Management & Project Risk Manage-

ment steering groups, as well as being part of the British Standards Institute

Risk Management Committee.

David has over fifteen years experience of managing operational risks in seniorindustry risk management roles. These roles have been in a major integrated

utility, an independent power producer, and with one of the big 4 global

consultancies. Responsibilities included the independent appraisal of the risks

associated with some of the largest - multiple billion dollar, private capital

investments in engineering projects.

A professional Engineer & Risk Manager, David has significant energy sector

that includes building power stations during the UK's "dash-for-gas" in the

1990's, and designing and building combined heat and power plants on

industrial chemical process sites. He is the founder and Managing Director of

specialist risk management consultancy Ainsty Risk Consultancy Ltd. He has a

first degree in Civil and Structural Engineering from the University of Sheffield

and an MBA in Engineering Management from the University of Bradford.

Register Now

T: +603 2781 1501

F: +603 2781 1505

E: [email protected]

Book and pay by 30 November 2012, USD 1695 per delegate , save USD 500 2

Session One: Introduction & background Personal Learning Goals

Pre-course material review

Session Two: Engineering and Capital Projects Nature of risks in Engineering Approaches to managing risk Framework for Managing Engineering Risk

Session Three: Understanding and defining Objectivesand Risk Appetite

Risk and Objectives Examples and Group Exercise Understanding how Projects and Business risks compare and relate Defining and managing risks when objectives change

Session Four: Inter dependency and correlation in

Engineering Systems Additive and subtractive correlationsTotal costs of owners hip an d risk

Session Five: Categories and attributes of Operationalrisks

Systems and Process Health and Safety Environmental Fraud and Reputation Strategic risk External Event risk

Session Six: Cost and Schedule risk assessment and riskmanagement for engineering projects

Probabilistic risk-based integrated costs and schedule estimation

Cash flow analysis Simulation modelling with dynamic probabilistic tools Reliability analysis Portfolio analysis

Session Seven: Modelling Drivers for measuring operational risks Group exercise - worked example Quantifying Operational risks Case Study Modelling techniques; stochastic tools, real options

Session Eight: Failure Mode and Effect Analysis and otherforms of analysis

Case Study

System Design Process

Session Nine: Risk Mitigation Classic mitigation steps Reducing impactTransfer - Insurance and Cont racts Case Study - regulatory compliance, a warning from History Reducing Likelihood Risk retention - Can you live with the risk

Session Eleven: Reporting and Communicating Engineer-ing Risks

What is too much and what is too little information Identifying and managing operational risk themesTiming frequency and ad-hoc reporting Just Enough Essential Information

Session Twelve: Human Behaviour Are Engineers Human

Decision Making Worked Example - a group exercise A behavioural approach to risk identification

Session Thirteen: Conclusions Lessons from the course Operational Risk Framework review Learning points to take - away Why follow up is important

Session Ten: Facilitating a risk-based decision makingframework

Decision Analysis Risk Analysis/Assessment and risk prioritisation

Risk management

DAY 1 & DAY 2


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Ops Risk 4 Engineers