PROJECT LEADERSHIP AND RISK MANAGEMENT
Review the theoretical concepts of Risk Management in relation to projects and discuss the practical implementation of strategies, plans and procedures at the project and operational level.
“For the want of a nail the shoe was lost; for the want of a shoe the horse was lost; and for the want of a horse the rider was lost, being overtaken and slain by the enemy. All for the want of care for a horseshoe nail.”
We are not getting safety right and it has been recognised that a new approach is needed to ensure that all of our personnel are kept as safe as possible, hence the creation of the Navy Safety Improvement Programme (NSIP). NSIP was launched on 13th October 2011 with a personal pledge being made by the First Sea Lord Admiral Sir Mark Stanhope GCB OBE ADC. It is currently being taken forward under the branding of 'NAVYSAFE - Lethal to Our Enemies Safe to Ourselves'
NAVYSAFE intends to re-energise the safety culture across the whole Naval Service (Royal Navy (RN) Royal Marines (RM) and Royal Fleet Auxiliary (RFA)) and help us to operate more efficiently and safely, at home and abroad. NSIP is underway and will make changes to safety and risk management such that the way in which we DO safety is understood by all from the most junior sailor at the sharp end to the senior officers in the Headquarters.
The fundamental aim of NAVYSAFE is to develop a more effective Safety Culture that prevents unnecessary harm to equipment and people, based on the Haddon-Cave recommendations. A Just Culture and Flexible Culture will be promoted by a rationalised organisation for safety and risk management based on a framework of Duty Holders (those officers at 4*, 2* and in command who are responsible for the duty of care to ensure that our people do not suffer unreasonable harm or loss). Reporting and Learning will be addressed under a discrete work stream, which will deliver the tools for easier reporting and effective learning from experience (LfE). The desire to use these tools and to question will be inculcated through education and development of all personnel at key points in career training and periodic update.
However it must be emphasised that whilst activity will centre on the Navy Command TLB there will be significant work to improve cross-boundary interaction to ensure that our partners in the Defence Equipment and Support (DE&S) and industry trust the Royal Navy. As part of this, the organisational changes will take full account of concurrent changes within other organisations and will seek to ensure that lines of communication are optimised to aid the management of risk and assist in learning from the experience.
Understanding, awareness, the correct tools and an effective structure for managing issues will deliver a safer environment in which all personnel can undertake their role in maintaining the nations maritime force.
Haddon-Cave described the Nimrod loss as a failure of leadership. In recognition of this NSIP was initiated with the issue of a safety pledge by the First Sea Lord. In his pledge, 1SL states his commitment to creating the safe environment described above and ensures that his chain of Command listens and learns. He also describes what he expects from everyone in the Naval Service and MOD civilians- to discharge their responsibilities for managing their own safety. The pledge recognises that safety is everyone's business and that a Military Service needs to be proactive in managing safety.
Much improvement activity will centre on the enactment of Duty Holder responsibilities. A principle responsibility of all Duty Holders in the Naval Service is to learn from experience and ensure accidents and incidents aren't needlessly repeated. To do this requires an awareness of hazards by timely reporting of events when they happen and effective ways of identifying the root causes of the events....
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