Identification of risk when conducting risk management surveys on behalf of a customer is comparatively straight-forward if the consultant have a sound history of operating within a security focussed organisation and having conducted a range of both planned and dynamic assessments. Experience gained will build up versatility and a knowledge-base to draw on when 'strange events' are experienced, as they more often than not are. Whilst there are many books and courses offering complete resources regarding risk management, I firmly believe that more than anything else experience has no equal in this special field and when backed up by relevant guidance and strategies, will result in a credible end-product, adding much value to the organisation's operations.
The risk management consultant must be well read as an absolute minimum regarding the area in which the task is focussed and have a reasonably good working idea of the region. Planning for the task must happen some way in advance and ought to include, as a matter of priority, a comprehensive statement of requirement from the customer. This will negate any misunderstandings concerning expectations. The consultant should ensure that induction and introductory meetings pertaining to the customer organisation is undertaken in order to understand the customer. As a minimum I would recommend the following as necessary prior to starting the work:
Know the client and what they do. Know where they operate, are preparing to operate and the duration. Understand what assets the operation involves - employees, equipment, real-estate. Understand the customer's expectations - statement of requirement.
An understanding of the above will provide the specialist with a useful' Know Your Customer Folder' to plan and make initial preparations however much more should follow. Research regarding the customer organisation should also include any history of issues encountered during, or as a result of, prior operations. This is of significance when working out the risks particularly if hostile actions followed. For instance, if the population of an area may have objected to certain aspects of an operation inside their area or does the organisation have a 'reputation' which has followed them and is the operation being undertaken by the organization controversial in any way?
The value of local information is priceless and having the opportunity to engage with well informed local people frequently uncovers informaiton crucial to the task which may otherwise be missed. Take the opportunity, should it arise, to talk about matters with influential and prominent local members of the population. It has furnished me quite often with an accurate indication regarding future developments of issues. In addition, it results in relationship-forming with locals and possibly even local authorities such as the Police which is very useful.
Be systematic and thorough in your risk management survey. Whereever feasible prove the data that you are handing over to your customer. Take photos, drive routes, visit locations and test, test, test! Your customer is paying for a service and expects convincing and factual results and that obviously includes furnishing him with any 'bad news' when it becomes necessary.
To summarise: A well-planned, well-conducted and well presented risk management survey is potentially of extreme importance to your client. Failing to plan is planning to fail and your paying client deserves the best from his consultant's endeavours.
The risk management consultant must be well read as an absolute minimum regarding the area in which the task is focussed and have a reasonably good working idea of the region. Planning for the task must happen some way in advance and ought to include, as a matter of priority, a comprehensive statement of requirement from the customer. This will negate any misunderstandings concerning expectations. The consultant should ensure that induction and introductory meetings pertaining to the customer organisation is undertaken in order to understand the customer. As a minimum I would recommend the following as necessary prior to starting the work:
Know the client and what they do. Know where they operate, are preparing to operate and the duration. Understand what assets the operation involves - employees, equipment, real-estate. Understand the customer's expectations - statement of requirement.
An understanding of the above will provide the specialist with a useful' Know Your Customer Folder' to plan and make initial preparations however much more should follow. Research regarding the customer organisation should also include any history of issues encountered during, or as a result of, prior operations. This is of significance when working out the risks particularly if hostile actions followed. For instance, if the population of an area may have objected to certain aspects of an operation inside their area or does the organisation have a 'reputation' which has followed them and is the operation being undertaken by the organization controversial in any way?
The value of local information is priceless and having the opportunity to engage with well informed local people frequently uncovers informaiton crucial to the task which may otherwise be missed. Take the opportunity, should it arise, to talk about matters with influential and prominent local members of the population. It has furnished me quite often with an accurate indication regarding future developments of issues. In addition, it results in relationship-forming with locals and possibly even local authorities such as the Police which is very useful.
Be systematic and thorough in your risk management survey. Whereever feasible prove the data that you are handing over to your customer. Take photos, drive routes, visit locations and test, test, test! Your customer is paying for a service and expects convincing and factual results and that obviously includes furnishing him with any 'bad news' when it becomes necessary.
To summarise: A well-planned, well-conducted and well presented risk management survey is potentially of extreme importance to your client. Failing to plan is planning to fail and your paying client deserves the best from his consultant's endeavours.
About the Author:
Craig Jones is the M.D. of Advanced Training and Security Solutions Limited, an independent company established to provide a bespoke security and resilience service. Craig has worked for several organizations in a variety of roles. ATSS are based in Cheshire, U.K. with a presence in London and a worldwide reach. They have experience with working in the Middle East, North Africa and Eastern Europe. Graig is a keen author of articles concerning risk assessment, emergency planning, business continuity and security management.