Quantitative Assessment Essay

710 Words2 Pages

In many cases, the additional time and cost to conduct a quantitative analysis is not justified. Some risks with qualitative consequences, e.g. reputation damage, must be transformed into a quantitative amount. Quantitative assessments may be required in some instances, due to regulations, industry norms, or high-risk environments (ISO/IEC, 2009). It is important to be aware that while quantitative assessments look extremely precise, they are only as accurate as the data used to generate the estimate.
Common quantitative methods include:
• Approximating likelihood and consequence based on analogous historical risks
• Soliciting expert opinions
• FMECA extends FMEA analysis, assessing the criticality (probability) to each failure mode (ISO/IEC, …show more content…

Once risk likelihood and consequence have been estimated, the risk can be plotted on a risk reporting matrix (see Figure 15.3.6). Multiplying likelihood by consequence yields the risk level. For qualitative assessments, this will yield a rating such as HL; while quantitative estimates will yield a numerical output. Risk analysis concludes with prioritization of the risks on the register; from highest to lowest risk level.
RISK EVALUATION
During risk evaluation, the results of risk analysis are reviewed to determine which risks require treatment; based on comparing the risk level to the defined risk criteria. ISO (2009) suggests specifying three ranges for risk level: tolerable risks, potentially tolerable risks, and intolerable risks:
• Intolerable risks are too risky to accept. Treatment is required regardless of cost.
• Potentially tolerable risks may be acceptable, depending on the “cost of implementing the control compared to the risk reduction benefit received” (IRM, 2010).
• Tolerable risks can be accepted without …show more content…

In some cases, the eliminated activity is replaced with an alternative activity with a lower risk level.
• Risk sharing distributes a portion of the risk to another party (ISO/IEC, 2008). Typical arrangements include insurance, outsourcing, or contracting. Risk sharing may include risk financing, which arranges funds to cover financial losses if they occur; and risk retention (typically of the residual risk after the risk is transferred) (ISO/IEC, 2008). For example, a customer is still responsible for a deductible after sharing a risk by purchasing an insurance policy.
• Risk mitigation involves taking action to reduce the likelihood or consequence of the risk (ISO/IEC, 2008), reducing the overall risk impact.
The strategies above deal with known risks that are at least partially within the enterprise’s control. In some cases, the company may have no control over the source of the risk; and can only respond after the fact. Uncontrollable risks require developing contingency plans, specifying how the company will react in the event the risk does occur (Kendrick, 2009). For example, a contingency plan may specify a succession plan if a key executive

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