Risk Management Planning

Risk Management Planning The US acquisition is the significant step for Shimtech Industries because the company focuses on proving the international leading positions. To acquire Performance Plastics, Inc. (PPI) in the United States means to shift Shimtech’s manufacturing and engineering procedures and strategies to the new high level.Advertising We will write a custom report sample on Risk Management Planning specifically for you for only $16.05 $11/page Learn More The process of acquisition is associated with a range of risks which include financial, technological, organisational, environmental, strategic, and human resources risks. At this stage of discussing the risk management process, it is necessary to present the updated risk framework, risk management procedures, responses to potential risks, and a risk action plan. Updated Risk Framework Financial risks such as (1) the decrease of business transactions and (2) the decrease in investment can be addressed with the foc us on mitigation. Technological risks associated with the manufacturing process include the problems with (1) equipment, (2) use of innovative technologies, (3) breakdown of the manufacturing process, and (4) the adaptation of the technological process (Barkley, 2004, p. 76). To execute the risk management plan related to technological risks, it is necessary to focus on risk avoidance techniques. Organisational risks such as (1) the adaptation to the corporate culture and (2) re-organisation of corporate hierarchy are addressed with the focus on prevention. Environmental risks such as risks of storms in California where PPI is based are planned to be addressed with the help of sharing. Strategic risks are associated with reforming the company’s business plan according to the new goals (Kendrick, 2009, p. 112). In addition, the process of acquisition results in focusing on the human resources management and risks associated with approaches to promoting the principles of corpor ate culture. These risks are planned to be addressed with risk mitigation strategies. Project Risk Management Procedures and Forms of Risk Management Risk management forms are (1) risk prevention or risk avoidance; (2) risk or impact mitigation; (3) risk sharing; and (4) risk retention (Cooper, Grey, Raymond, Walker, 2005, p. 67-79). Project risk management procedures are (1) the identification of the risk; (2) its evaluation according to the consequence type (insignificant, minor, moderate, major, catastrophic); (3) identification and selection of the options to overcome the risk and reduce consequences (options depend on the form of risk management); (4) development of the risk action plan; and (5) implementation of risk action plan.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Minor financial, strategic, and human resources risks are planned to be mitigated. Minor technolo gical risks are avoided. Organisational risks are prevented. Major and catastrophic technological, operational, and environmental risks which cannot be prevented and which are characteristic for the aerospace industry should be addressed with the focus on risk sharing and retention. Responses to Potential Risks Financial risks: the response to (1) the unexpected decrease in business transactions and (2) decrease in the profitability is the process of strengthening the prevention strategy, improving auditing and inspecting; (3) the decrease in investment is responded to with focuses on reporting, auditing, and strategies to attract investors. Technological risks: (4) equipment and (5) system damages are responded to with changes of broken parts and system; (6) the fail of the innovative technologies system is responded to with using the alternative technologies and improving the technological platform; (7) the response to the breakdown of the manufacturing process and (8) the risk of fire is the focus on protection and safety systems controls; (9) fails in adaptation of the technological process are addressed with improving the technological platform. Organisational risks: (10) ineffective adaptation to the corporate culture is addressed with using team-building exercises; (11) challenges in re-organisation of corporate hierarchy are responded with the focus on team-building strategies and procedural changes. Strategic risks: (12) weaknesses in a business plan are addressed with reviewing the strategy’s goals; (13) the fail of strategy is responded with analysing causes and consequences and with reforming the approach (Royer, 2001, p. 114). Environmental risks: (14) the risk of storms, (15) hurricanes, and (16) flood are responded with improving the safety and emergency system and developing the evacuation plan. Risk Action Plan The Risk Action Plan includes such components as (1) statement of the risk level; (2) risk description; (3) current controls an d plans; (4) additional recommended actions; (5) responsibility; (6) resources; (7) timing; (8) reporting; (9) references (Cooper et al., 2005, p. 67-91; Loch, DeMeyer, Pich, 2006, p. 89). It is important to develop the Risk Action Plan for such a technological risk as the breakdown of the manufacturing process.Advertising We will write a custom report sample on Risk Management Planning specifically for you for only $16.05 $11/page Learn More Element: 1 Risk: Breakdown of the manufacturing process Risk register number: 5 Likelihood: 2 Impact: 5 Agreed risk level: 5 Inherent risk level: 2 Risk description (causes, consequences, implications): The breakdown of the manufacturing process caused by technological failures, internal factors, and environmental factors will lead to ceasing the manufacturing process for an uncertain period of time. The expected costs of repair procedures are significant. Additional resources are needed to compensate the emerg ency consequences. Current controls and plans: Security and protection controls and the emergency plan as the preventive measures to avoid the potential risk. Additional actions recommended: The development of the effective compensation and insurance strategy and plan is recommended to cope with the high-level risks which cannot be prevented according to the risk avoidance strategy. Responsibility: Industrial Safety Manager Accident Prevention Department Resources required: Emergency team and the group of specialists to liquidate the consequences and to address the problem. Timing (key milestones, closure): Security and protection controls and the emergency plan should be worked out, proved, and implemented before the first phase of the project development. Reporting (to whom, when, in what form): Monthly reports on the system’s functioning and state should be provided to Industrial Safety Manager and Accident Prevention Department. References (to other document s or plans as appropriate): Risk Management Plan Compiled by: Project Manager Date: 20 May 2014 Reviewed by: Project Team Date: 20 May 2014 Conclusion Responses to the potential risks associated with the situation of acquisition related to Shimtech and PPI are developed according to the strategies used for different risk management forms. The main challenge associated with the risk management planning is the development of the risk action plan which should be organised according to the level of the risk and its character to propose effective actions to overcome the determined risks. Development of the risk action plan can be discussed as the most important stage of risk management. References Barkley, B. (2004). Project risk management. USA: McGraw Hill Professional. Cooper, D. F., Grey, S., Raymond, G., Walker, P. (2005). Project risk management guidelines: Managing risk in large projects and complex procurements. West Sussex, England: John Wiley Sons. Kendrick, T. (2009). I dentifying and managing project risk. USA: AMACOM. Loch, C. H., DeMeyer, A., Pich, M. T. (2006). Managing the unknown: A new approach to managing high uncertainty and risk in projects. Hoboken, NJ: John Wiley Sons. Royer, P. (2001). Project risk management: A proactive approach. USA: Management Concepts Inc.

Forest Surveying Methods to Find Forest Boundaries

Forest Surveying Methods to Find Forest Boundaries With the advent of public use of geographic positioning systems and the availability of aerial photographs (Google Earth) for free over the internet, forest surveyors now have extraordinary tools available to do make accurate surveys of forests. Still, along with these new tools, foresters also depend on time-tested techniques to reconstruct forest boundaries. Remember that professional surveyors have traditionally established nearly all original landlines but landowners and foresters have a need to retrace and reestablish lines which either disappear or become difficult to find as time passes. A Fundamental Unit of Horizontal Measurement: The Chain The fundamental unit of horizontal land measurement used by foresters and forest owners is the  surveyors or Gunters chain  (Buy from Ben Meadows) with a length of 66 feet. This metal tape chain is often scribed into 100 equal parts which are called links. The important thing about using the chain is that it is the preferred unit of measure on all public U.S. Government Land Survey maps (mostly west of the Mississippi River), which include millions of mapped acres charted in sections, townships and ranges. Foresters prefer using the same system and units of measure that were originally used to survey most forest boundaries on public land. A simple calculation from chained dimensions to acres is the reason the chain was used in the initial public land survey and the reason it is still so popular today. Areas expressed in square chains can be easily converted to acres by dividing by 10 - ten square chains equals one acre! Even more attractive is that if a tract of land is a mile square or 80 chains on each side you have 640 acres or a section of land. That section can be quartered again and again to 160 acres and 40 acres. One problem using the chain universally is that it was not used when land was measured and mapped in the original 13 American colonies. Metes and bounds (basically physical descriptions of trees, fences, and waterways) were used by colonial surveyors and adopted by owners before the public lands system was adopted. These have now been replaced by bearings and distances off permanent corners and monuments. Measuring Horizontal Distance There are two preferred ways foresters measure horizontal distance - either by pacing or by chaining. Pacing is a rudimentary technique that roughly estimates a distance while chaining more accurately determines distance. They both have a place when determining horizontal distance on forested tracts. Pacing is used when a quick search for survey monuments/waypoints/points of interest might be useful but when you dont have the help or time to carry and drop a chain. Pacing is more accurate on moderate terrain where a natural step can be taken but can be used in most situations with practice and the use of topographic maps or aerial photo maps. Foresters of average height and stride have a natural pace (two steps) of 12 to 13 per chain. To determine your natural two-step pace: pace the 66-foot distance enough times to determine your personal average two-step pace. Chaining is a more exact measurement using two people with a 66-foot steel tape and a compass. Pins are used to accurately determine the count of chain length drops and the rear chainman uses the compass to determine the correct bearing. In rough or sloping terrain, a chain has to be held high off the ground to level position to increase accuracy. Using a Compass to Determine Bearings and Angles Compasses come in many variations but most are either handheld or mounted on a staff or tripod. A known starting point and a bearing are necessary for beginning any land survey and finding points or corners. Knowing local sources of magnetic interference on your compass and setting the correct magnetic declination is important. The compass most used for forest surveying has a magnetized needle mounted on a pivot point and enclosed in a waterproof housing that has been graduated in degrees. The housing is attached to a sighting base with a mirrored sight. A hinged mirror lid allows you to look at the needle at the same moment you site your destination point. The graduated degrees displayed on a compass are horizontal angles called bearings or azimuths and expressed in degrees ( °). There are 360: azimuth of 240 ° bearing of S60 °W and so on. One thing to remember is that your compass needle always points to magnetic north, not true north (the north pole). Magnetic north can change as much as -20 ° in North America and can significantly affect compass accuracy if not corrected (especially in the North East and far West). This change from true north is called magnetic declination and the best survey compasses have an adjustment feature. These corrections can be found on isogonic charts provided by this U.S. Geological Survey download. On reestablishing or retracing property lines, all angles should be recorded as the true bearing and not the declination corrected bearing. You need to set the declination value where the north end of the compass needle reads true north when the line of sight points in that direction. Most compasses have a graduated degree circle that can be turned counterclockwise for east declination and clockwise for west declination. Changing magnetic bearings to true bearings is slightly more complicated as declinations must be added in two quadrants and subtracted in the other two. If there is no way to set your compass declination directly, you can mentally make an allowance in the field or record magnetic bearings and correct later in the office.