Wie binden Sie Ihre Teammitglieder in das Risikomanagement ein und befähigen sie?

Role for Risk Monitoring and Reporting Assigning risk monitoring and reporting to a dedicated person or team is crucial for effective risk management. The monitoring and reporting team: - Ensures dedicated attention to risk-related tasks. - Facilitates swift identification of potential risks. - Maintains reporting consistency for a comprehensive overview. - Enables proactive communication on risk management. Designating this responsibility explicitly increases the sense of ownership and effectiveness.

From my experience in large complex programs such as e.g. 2b$ M&A deal, 5 year IT-Migration, 4 year Core Banking Transformation or 1 year Compliance program there is usually no dedicated risk management function in a program. The responsibility for risk management is owned by the program manager, supported by the program management office. They look out for overarching internal/ external risks and align these with sponsors. They also develop a risk mgmt. plan detailing how to identify, analyse, evaluate, mitigate (ISO13000) & communicate (usually via project one pager, presented in the Jour Fixe) program risks and they set up a risk register to document all identified risks. Project leads & their teams collect risks on a project level.

In very complex and very long lasting programs or if the organisation is trained like that, it may be useful to set up a communication plan, do dedicated risk workshops, conduct surveys or define focus groups, but this is executing theory and goes beyond what is usually needed and feasible. Brainstorming sessions make sense and should be incorporated in other workshop formats where all projects of the program are present. Normally, communication and consultation on risks and issues as well as the discussion of mitigation measures is incorporated in the Jour Fixe or a Decision Committee. There each project can present their risks/issues and discuss resolutions, while all needed stakeholders are present and dependencies can be considered.

While these points are all valid in a line organisation and daily business in a program organisation it would be different. The program lead and program management office should encourage the projects leads to keep an eye out for risks and issues, to document them and communicate them in the appropriate committee (probably JF, maybe risk or decision committee). Additional training and support on risk management makes only sense if this doesn't happen in the line organisation and the program is very complex or has a long duration, where many people are full time involved. Otherwise it would be rather inappropriate.

The fifth crucial step in involving and empowering your team in risk management is to recognize and reward their efforts and achievements. Acknowledge contributions like identifying new risks, resolving existing ones, or capitalizing on opportunities related to risks. Additionally, reward outcomes such as meeting or surpassing program goals, adhering to budgets, timelines, maintaining quality, or exceeding stakeholder expectations. Utilize various forms of recognition, including verbal praise, written feedback, certificates, awards, bonuses, or career advancement. This approach not only motivates and inspires the team but also contributes to their retention, fostering a positive and proactive risk management culture within the organization.

Involving and empowering team members in risk management for renewable energy projects involves fostering open communication and collaboration. For instance, in subsea/offshore wind projects, teams can conduct regular safety drills and share lessons learned. In grid code compliance studies, team members can participate in scenario planning and mitigation strategies. In manufacturing/BESS projects, empowering teams through training and access to risk assessment tools enhances proactive risk identification and mitigation.