RISK MANAGEMENT

RISK MANAGEMENT 

Definis Manajemen Risiko menurut AS/NZS 4360: 2004 :  
     The culture, processes, structures that are directed towards  
      realizing potential opportunities while managing adverse effects
 

Definisi Manajemen Risiko menurut Enterprise Risk Management– COSO:

A process , effected by an entity’s board of directors, management and other personnel, applied in strategy-setting and across enterprise, designed to identify potential events that may affect the entity, and manage risk to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives (COSO).

In institutionalizing risk management in an organization, there is inevitably a dread of “analysis paralysis,” the fear that so much time will be spent examining concerns and potential problems that none of them is ever resolved. There is also anxiety with regard to administrative overburden. Project managers are frequently among the busiest people in an organization. They are apprehensive that they will have to do even more, and risk management is just one more administrative function they don’t have time for. 

As a result, risk sometimes becomes a secondary issue. In organizations where success is the norm and failure is a rarity, risk management is relegated to obscurity in the hope that project managers will be able to handle project issues and problems as they occur. Nevertheless, these organizations should embrace risk management. Risk remains a secondary issue only as long as an organization’s luck holds out or until a grand opportunity is missed. Sooner or later, bad things happen to good projects, and a project manager without a clear strategy will eventually pay a price. Regardless of whether calculated in terms of lost resources, a blown schedule, or a budget overrun, the repercussions of such failure fall directly on the project manager.
Needless to say, there is also a stigma associated with risk management. It is perceived as the “dark side” of a project, and the project manager becomes the prophet of doom and gloom. When applied inconsistently, risk management makes good risk managers appear to be pessimists and naysayers, whereas those who take no proactive posture on risk are regarded as team players. Therefore, the only time a project manager can really succeed as a risk manager, both individually and organizationally, is when that manager has the support of the organization and its practices. That is why a clear, well-developed set of risk practices and protocols is vital to the long-term survival of any project organization. (Risk Management Concepts and Guides, 5th edition by Carl L. Pritchard,PMP, PMI-RMP, EVP)

Dalam Dr. Mamduh M. Hanafi, MBA, Kenapa muncul suatu risiko? Risiko berkaitan erat dengan kondisi ketidakpastian. Risiko muncul karena ada kondisi ketidakpastian. Praktis kita menghadapi banyak ketidakpastian di dunia ini.

 

 Contoh-contoh Risiko Murni

TIPE RISIKO	DEFINISI	ILUSTRASI
Risiko Aset Fisik	Risiko yang terjadi karena kejadian tertentu berakibat buruk (kerugian) pada aset fisik organisasi.	Kebakaran yang melanda gudang atau bangunan perusahaan. Banjir mengakibatkan kerusakan pada bangunan dan peralatan
Risiko karyawan	Risiko karena karyawan organisasi mengalami peristiwa yang merugikan	Kecelakaan kerja mengakibatkan karyawan cedera, kegiatan operasional perusahaan terganggu
Risiko legal	Risiko kontrak tidak sesuai yang diharapkan, dokumentasi yang tidak benar	Terjadi perselisihan sehingga perusahaan lain menuntut ganti rugi yang signifikan

 

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