代写assignment：Case_study_for_Manage_Risk_Assignment

代写assignment：Case_study_for_Manage_Risk_Assignment

Read through this scenario and respond to the activities that follow it.
What went wrong? This was the question everyone was asking.
After many planning sessions and the evaluation of many alternative options it had been decided that Papa Rondo's winery would enter into the joint venture with the interstate winery to supply wines for the newly emerging Asian markets.

This move was seen as an important one in the value chain opportunities for the future of the business. 'Pre value' was also being achieved by an alliance between Papa's business and the small local wineries. These wineries were now into full grape production but having difficulty in using their full harvest. They would supply the grapes and Papa Rondo would make the wines at his winery.

This was an outcome that benefited everyone. The small growers could sell all their produce and Papa Rondo could take advantage of the Asian market opportunities without having to purchase more land or plant more vines. Likewise the interstate winery could concentrate on what they did best - marketing.

This was certainly an outcome Papa Rondo would never have contemplated without the structure of a sound strategic management process. After all who would have thought that so many competitors could form an alliance where everyone won?

To enable the project to happen Papa Rondo had agreed to purchase and install at his winery, additional grape crushing equipment together with new wine fermentation and storage tanks. Whilst this required Papa to borrow finance it was seen as adding value to Papa's business and a necessary investment in the future of the winery.

Today was the deadline the new storage equipment had to be fully operational for Papa Rondo's winery to take consignment of the grapes from the first local small growers in this strategic alliance. Picking had commenced and the grapes would start arriving early the next morning.

However the reality was that the facilities wouldn't be ready for at least another two weeks. This may not sound a long time but it definitely was a critical one for a perishable product that had to be harvested at the 'perfect moment' to ensure quality wine production. At risk was the whole venture into the Asian market, not to mention the financial commitments of all parties and Papa's reputation within the industry as a reliable supplier.

Everything seemed to be going well with the project and then a series of contractor delays and unexpected technical problems brought the project to a halt. When these occurred no one seemed to know what to do about them and no contingency plans had been developed in case such a situation eventuated. In fact no-one even knew who should be responsible for doing what could be done. The outcome was that the situation was made worse by general confusion, inaction, and lack of any coordinated response.

With other major projects currently planned that were critical for the future of the business it was imperative the same or similar disasters didn't occur again. Papa's daughter had arranged for you, an expert in the fields of Project Management and Risk Management to come in today and provide training to the staff in these areas.#p#分页标题#e#
Central to each phase were risk evaluation and the establishing of contingency plans that could be put in place if various risks threatened the outcome of the project.
 
Like strategic management Project Management provided a planned and logical framework to operate within that gave maximum control of not only each project, but also each stage in its planning and implementation to the organisation.

In discussing the current crisis everyone agreed they had failed to do any of these things, other than identify the expected overall outcome of the project. Everyone also agreed it was now easy to see why the lack of any effective management of the project had contributed significantly to the current outcome.

The current crisis was unexpectedly overcome through the intervention of another competitive wine company.

When the manager of the neighboring German wine company heard of the crisis affecting Papa Rondo and the small local vineyards, he approached Papa with a proposition that would not only overcome the present crisis but would present significant future opportunities for all concerned.

The manager explained that as his grapevines were not yet fully mature their business had considerable excess crushing, fermentation and storage capacity. He offered the use of these facilities to Papa Rondo and the other small local growers to alleviate the present problems.

The manager further explained his management team considered it in the interest of all the local wineries to contribute and support a strong and viable local industry. Their strategic planning had identified the benefits in developing and promoting the area as a unique wine district. This current crisis had provided the perfect opportunity for the manager to raise and discuss this strategy and for his winery to demonstrate their commitment to the concept through this offer of support.

Papa Rondo and all the local growers willingly accepted this offer. All agreed with the overall concept of all working together towards the promotion of the local region.

The manager of the German winery also proposed a further strategic alliance between the local wineries. He explained that both his and Papa Rondo's wineries had valuable assets in their names and logos, namely their brand names and wine labels. He suggested that his company had a well-established reputation in both the USA and Europe, where their brand
name was well recognised and associated with quality wines.

Likewise, Papa Rondo's winery held a similar reputation in Australia and would soon be well recognised and accepted in many Asian countries. The manager proposed that his winery would be willing to sell wines under their name made from the local growers' grapes in their European and USA markets.

In return Papa Rondo would market the German company's wines under his label in Australia and Asia. All would benefit and break into major new markets with minimum effort, finance or risk.

The manager also provided the interesting piece of information that whilst his vineyard did have a small parcel of the grape variety Papa Rondo had developed under cultivation, the majority of their planting was of grape varieties none of the local growers grew. This would enable Papa's business to offer the market a new, wider range of wine styles. It would also overcome one of the weaknesses of his business and hedge against the market threat this posed - this being the reliance of the business on the one wine style, with a small bottling of the dessert wine every three years.#p#分页标题#e#

The strategic management SWOT analysis had highlighted that any major change in consumer preferences away from the style of Papa's wine or a disease specific to this grape variety could lead to the ruin of the business.

Once again Papa Rondo marveled at how important it was to be pursuing innovative opportunities beyond the traditional or existing practices. Within a very short timeframe the value of developing supportive strategic alliances had been clearly demonstrated in meeting both immediate and long term business needs.

One thing Papa Rondo was certain of: All aspects of these new ventures would be under strict Project Management programs.

You are the consultant for this service and have been asked to make a presentation to the business concerning risk management within the context of general business management practice.

Prepare a Risk Management Plan report which discusses each of the following:

Establish risk:
• Access relevant documentation relating to standards for risk management and codes of practice
• Discuss how organisational policies and procedures, overall operations and context are relevant to risk management?
• Establish context (internal, external and risk management context) and the area it applies to, e.g. overall goals and objectives of business, particular project or particular activity and what risks the organisation/unit wants to identify, e.g. financial, operational, competitive, political, social, client, cultural, legal
• Define the scope of the risk management process/activity (establish parameters and boundaries to ensure all significant risks are identified (e.g. financial risks, people risk, systems and technology risk), the relevant critical success factors, and the objectives of the issue/process. Research the range of available insurance and insurance providers in relation to risk management and a variety of risk types.
• Develop communication strategies/plan to identify internal and external stakeholders and communicate their roles and responsibilities throughout each step of the risk management process, and how consultation will take place and how communication/issues will be recorded
• Summarise broad research into the context of the risk management including timeframes, resources required, roles and responsibilities, additional expertise required, stakeholders and record keeping requirements (also include internal context – goals/objectives of the organisation, culture to risk, staff affected, capability in terms of people, systems, processes, resources and the external context – political, economic, social, legal, technological and policy context).
 
Identify and Analyse Risks:
• Discuss which relevant parties might meet to assist in risk identification
• Research risks that apply to the scope, using selected consultation strategies and appropriate tools to identify risks (e.g. checklists, diagrams, flow charts) and generate a list of risks.#p#分页标题#e#
• Determine potential impact of risks and document.
• Categorise the likelihood of risk occurring
• Determine the consequence or end result if the risk occurs
• Establish which risks are most significant and prioritise for treatment accordingly
 
Treatment Implementation:
• Select options for treating risks and develop a detailed implementation plan with appropriate treatment actions (including monitoring of the implementation strategies)
•  Discuss with whom you may meet to communicate or present risk management processes to
• Document in plan how/where plans might be stored, in accordance with organisational guidelines (e.g. organisation’s intranet or information management system)

Prepare a presentation that covers the following:
1. What is 'risk management' and its relevance to the business
2. The difference between 'negative risk' and 'positive risk'
3. The process you recommend for developing and implementing risk management in the business.
4. A process for evaluating and improving risk management plans
5. In your presentation use examples from the case study scenario to illustrate the main points you wish to make.