So within our process cycle, we know already we have eight processes. Our second process is called identify threats and opportunities. Now to help deliver these process objectives, there are 18 techniques that are available. I'm not suggesting we have to use them all, we use the ones that are most prevalent for use. So in other words it's always situational dependent. 

So the key objective here is to generate as much risk as we can at this moment in time. And when I say generate I mean identify upside and downside risk. Some of those techniques are more wrapped around, more focused on, individual generation. Some are more, kind of, suited for group generation. There are some other techniques in there like prompt lists, think about category headings like health and safety. 

Think about procurement-based risk, as well as what we call checklists. Those checklists will be in your organisation somewhere, for example, previous risk register, we'd use that as a starting point. We've also got a couple of techniques around the Johari window and also the pre-mortem analysis. Both those techniques we'll, kind of, unlock very shortly. But the most important thing here is that we use what's best for you. 

So for every single technique there'll be pros and cons, in my opinion. In terms of group technique, that can often work in some situations rather well. The main basis here is that we get volume, plenty of volume here, and we also, kind of, spark off each other, 'Oh we've not thought about that risk but have you thought about something else?' In terms of individual, where maybe through interviews one-to-one we can explore maybe confidential, maybe sensitive risk. 

But there's something else that's really important to me. Some people in a group environment can be subjected to peer pressure, and by doing this individually, that peer pressure is taken well and truly off the table here. So in terms of one of our techniques, Johari window, this is a really good opportunity here to start exploring about yourself, your views and also other people's views as well. So how this works is let's start off with you as an individual. 

We can start exploring what you know about risk and what you don't know about risk. What we can also do is look at other stakeholders in the mix, by asking similar questions. What do they know about risk, and what do they not know about risk? So it's an opportunity here to, kind of, start working together as a relationship, there might be things that you think, 'well they should know that.' My teenagers at home should know to tidy up after dinner. 

They should know that. Do they do that? Probably not, I guarantee it's not, that's an issue not a risk, but either way, we need to explore those different kind of perspectives. The Johari window will enable us to do that. One thing I particularly enjoy about the pre-mortem analysis, as it gives us a different opportunity to look at your project or programme. So just in terms of positioning here, post-mortem on the timeline tends to look backwards, pre-mortem analysis flips it, we look forwards. 

So just think about any kind of work you're involved in here, just imagine you've met all your objectives which I'm sure you do week in, week out. Think about how we could achieve that. And that's the key word, how. So later on this year, for example my daughter is hoping to go to university. First week of September, my, kind of, vision for her, mainly driven through her, is essentially got a smile on her face as she goes off to uni for the first time. The question now is how could we achieve that? 

So to be able to do that, to unlock the university door if you will, you need to make sure the grades are in the right place. But how could we help my daughter achieve that? Maybe not so many nights out or afternoons out, maybe a quiet, more quiet environment. Maybe some additional support if that helps. But it's all about looking forward and what I enjoy about this technique is we can push the boundaries. 

Let's take the, kind of, the visors off. How could we achieve those objectives? Yes, we've met them but how do we get there? But unpick one objective at a time to get the true value of this technique in itself. So overall, we've got a total of 18 techniques to help deliver, identify threats and opportunities. The most important thing for me is-, is to think about which ones would help you the most in identifying the threats and opportunities. You've got a whole raft of them, but make sure they're tailor made to get the value out of using those techniques.

Copyright: M_o_R®4 is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.