RM Maturity Level Development 2002

RMRP–2002-02, Version 1.0
Risk Management Maturity Level
Development
April 2002
Risk Management Research and
Development Program Collaboration
[Formal Collaboration:
INCOSE Risk Management Working Group; Project Management Institute Risk
Management Specific Interest Group; UK Association for Project Management
Risk Specific Interest Group]

2
Table of Contents
Abstract
Major Contributors
1.0 Introduction
2.0 The Risk Management Maturity Model
3.0 The Risk Management Maturity Model Framework
Level 1 – Ad Hoc
Level 2 – Initial
Level 3 – Repeatable
Level 4 – Managed
4.0 Determining Organizational Maturity Level
5.0 Progressing Between Maturity Levels
Level 1 to Level 2
Level 2 to Level 3
Level 3 to Level 4
Maintaining Level 4
6.0 Conclusions
References
Appendix 1 – Risk Management Maturity Model Checklist
Appendix 2 – EIA/IS 731
Appendix 3 – Basic Risk Attitudes

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Abstract
Organizations wishing to implement a formal approach to risk management or to improve
their existing approach need a framework against which to benchmark their current Risk
Management practice. “Best Practice” benchmarks are usually defined in terms of
maturity, normally reflecting increasing levels of sophistication together with other
features. This report describes a Risk Management Maturity Model (RMMM) with four
levels of capability maturity, each linked to specific attributes. Organizations and
projects can use this model to assess their current level of Risk Management capability
maturity, identify realistic targets for improvement, and produce action plans for
developing or enhancing their Risk Management capability maturity level. This is a
maturity model that is very simplified and designed to quickly target weaknesses but
NOT to be so formal that it would become a constraint or overly invasive. The
developers decided that an assessment of Risk Management capability did not require
that much formality. If someone felt such formality was required, they could use the full
EIA/IS 731 assessment process or the CMMI assessment process. All we advocate and
present here is a simple assessment tool that helps organizations understand the maturity
and possible shortcomings of their risk management process.
Major Contributors
Roger Graves, Davion Systems Ltd [rgraves@davion.com]
Dr. Stephen Grey, Broadleaf Capital [grey@broadleaf.com.au]
Scott Gunderson, TriQuint Semiconductor [sgunderson@tqs.com]
David C. Hall, SRS Information Services [dhall5@earthlink.net]
Dr. David Hillson, PM Professional [dhillson@pmprofessional.com]
Dr. David Hulett, Hulett & Associates [info@projectrisk.com]
Robert Jones, Robert Jones Associates [RJonesAssn@aol.com]
Ron Kohl, Titan Sytems [ron.kohl@titan.com]
Steve Waddell, Naptheon [waddell_js@naptheon.com]
Additional Reviewers
Note that inclusion on this list does not imply agreement with the contents of this report.
Bruce Chadbourne Ted Hammer
Paul Callender David Jacobs
Ralph Simon Etienne Bossard
Craig Peterson Ron Siddaway
Elmar Kutsch Christopher Boedicker
Sandee Whitmoyer

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1.0 Introduction
The PMBOK®
Guide – 2000 Edition, defines Project Risk Management as “the systematic
process of identifying, analyzing, and responding to project risk.” Successful projects
have dealt effectively with all types of risk1
, maximizing benefits while minimizing
uncertainty. This Program is developing guidelines and standards to define “Suggested
Practices2
” for effective Risk Management. Risk Management within organizations and
individual projects has developed into an accepted discipline, with its own language,
techniques, procedures and tools. The value of a proactive formal structured approach to
managing risks and uncertainty is widely recognized, and many organizations are seeking
to introduce risk management into their organizational and project processes in order to
gain the potential benefits.
Despite this increasing consensus on the value of risk management, effective
implementations of risk management processes into organizations and projects are not
common. Those who have tried to integrate risk management into their business
processes have reported differing degrees of success, and some have given up the attempt
without achieving the potential benefits. In many of these uncompleted cases, it appears
that expectations were unrealistic, and there was no clear vision of what implementation
would involve or how it should be managed. Organizations attempting to implement a
formal structured approach to risk management need to treat the implementation itself
as a project, requiring clear objectives and success criteria, proper planning and
resourcing, and effective monitoring and control. In order to define the goals, specify
the process and manage progress, it is necessary to have a clear view of the
organization’s current approach to risk, as well as a definition of the intended destination.
The organization must be able to benchmark its present maturity and capability in
managing risk, using a generally accepted framework to assess current levels objectively
and assist in defining progress towards increased maturity.
There is currently a broad consensus on the fundamentals and potential benefits of project
risk management when it is conducted within a mature and effective process and
supported by a comprehensive infrastructure. The core elements of project risk
management are known and used, and many organizations are noting the benefits of
implementing risk processes within their projects and wider business. However, there are
a number of areas where risk management needs to develop in order to build on the
foundation that currently exists. One of the most important of these is the ability to
measure effectiveness in managing risk.
This report describes a Risk Management Maturity Model (RMMM) with four levels of
process maturity, each linked to specific attributes, that provides a methodology that
allows an organization to determine whether or not its risk processes are adequate for the
1
See Program Report URP-001, Universal Risk Project Final Report.
2
We use the term “suggested practices” rather than “best practices” since all organizations, projects and
operations have differing requirements and, for risk management, one size does not fit all. Considerable
tailoring may have to be accomplished in most or all of the procedures and techniques described here.

5
organization3
, identify realistic targets for improvement, and produce action plans for
developing or enhancing their Risk Management process maturity level. This is a
maturity model that is very simplified and designed to quickly target weaknesses but
NOT to be so formal that it would become a constraint or overly invasive. The
developers decided that an assessment of organizational and project Risk Management
processes did not require much formality. If an organization believed that such formality
was required, they can use the full EIA/IS 731 assessment process (see appendix 1) or the
CMMI assessment process. This model provides some measures to enable an
organization to compare its risk management process with Suggested Practice and an
accepted benchmark for determining your organizational risk management process
maturity level. Note that much of the model is based on the initial work accomplished by
Dr. David Hillson as detailed in references 1 and 2.
2.0 The Risk Management Maturity Model (RMMM)
The concept of maturity models is well developed and accepted. The Software
Engineering Institute (SEI) at Carnegie-Mellon University has developed a Capability
Maturity Model (CMM) for Software organizations and one (CMMI) for Systems
Engineering organizations4
. These models define five levels of increasing capability and
maturity, termed Initial (Level 1), Repeatable (Level 2), Defined (Level 3), Managed
(Level 4) and Optimizing (Level 5). Each level is clearly characterized and defined,
enabling organizations to assess themselves against an agreed scale. Having discovered
its CMM level, an organization can then set clear targets for improvement, aiming
towards the next level of capability and maturity.
Although the SEI CMMI is becoming well established, its application is limited by its
overall invasiveness. To fully apply the CMMI model (which contains a risk
management maturity model) requires significant amounts of resources and integration
within the overall Systems Engineering process. The RMMM outlined in this report
focuses on Risk Management specifically and provides a less formal methodology that
can be accomplished much easier than a formal CMMI assessment. It is more of a
generic risk-focused maturity model that attempts to be of assistance to organizations
wishing to implement formal risk processes or improve their existing approach. It should
be applicable to all types of projects and all types of organizations in any industry,
government or commercial sector.
The RMMM is designed as a diagnostic tool instead of a prescriptive model for
implementation. The authors recommend that organizations use either EIA/IS-731.1 or
CMMI – SE/SW for a formal administrative system if one is desired. The RMMM
3
Note that there can be (and usually are) differing issues (attribution of the importance of a risk occurring
is normally the one most seen) between an organization and an individual project. This fact needs to be
taken into account in using the model. One must first decide if they want to determine their organization’s
risk management maturity level or a specific project’s risk management maturity level.
4
www.sei.cmu.edu/cmmi

6
includes four levels to measure maturity, which compare to other model levels as shown
in the following table:
Table 1. Comparison of Maturity Model Levels
Level RMMM CMMI – SE/SW EIA/IS-731.1
0 Ad Hoc Incomplete Initial
1 Initial Performed Performed
2 Repeatable Managed Managed
3 Repeatable Defined Defined
4 Managed Managed quantitatively Measured
5 Managed Optimizing Optimizing
The RMMM offers a framework to allow an organization to benchmark its approach to
risk management against four standard levels of maturity, and outlines the activities
necessary to move to the next level. The Risk Management Maturity Model (RMMM)
described here provides clear guidance to organizations wishing to develop or improve
their approach to risk management, allowing them to assess their current level of
maturity, identify realistic targets for improvement, and develop action plans for
increasing their risk maturity. The four RMMM levels are outlined, followed by
guidelines to allow diagnosis of current level. Suggested strategies for developing
towards the next level of maturity are then discussed.
3.0 The Risk Management Maturity Model Framework
The maturity of an organization’s Risk Management processes can be categorized into
groups that range from those who have no formal process to organizations where risk
management is fully integrated into all aspects of the organization. In order to reflect
this, the Risk Management Maturity Model (RMMM) described in this report provides
four standard levels of risk management maturity (Figure 1). As with all models, it is
expected that some organizations may not fit neatly into these categories, but the RMMM
levels are defined sufficiently different to accommodate most organizations
unambiguously. It was felt that to have more than four levels would increase ambiguity
without giving any additional refinement to the model.

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Level 1 :
Ad Hoc
Level 2 :
Initial
Level 3 :
Repeatable
Level 4 :
Managed
Figure 1 : The Four Levels of Risk Management Maturity
The RMMM levels are described as follows:
Level 1 – Ad Hoc (Worship The Hero)
At the Ad Hoc Level, the organization is unaware of the need for risk management and
has no structured approach to dealing with uncertainty, resulting in a series of crises for
each project5
or operation. Management and engineering processes, if they exist, are
repetitive and reactive, with little or no attempt to learn from past projects or to prepare
for future uncertainties. No attempt is made to identify risks to the project or to develop
mitigation or contingency plans. The normal method for dealing with problems is to
react after a problem occurs with no proactive thought. During a crisis, projects typically
abandon plans and hope for the best. Project success depends on having an exceptional
manager and a seasoned and effective team. Occasionally, capable and forceful managers
can identify and work to mitigate risks during the project; but when they leave, their
influence leaves with them. Even a strong engineering process cannot overcome the
instability created by the absence of sound risk management practices.
In spite of this chaotic process of reactive crisis management, Level 1 organizations
frequently develop products that work, even though they will normally exceed their
original budget and schedule and will not contain all of the originally required
functionality. Success in Level 1 organizations depends on the competence and heroics
of the people in the organization and cannot be repeated unless the same competent
5
For this discussion, the term “project” is defined as a temporary endeavor undertaken to achieve a particular aim for an identified
customer. Every project has a definite beginning and a definite end. While projects are similar to operations in that both are
performed by people, both are generally constrained by limited resources, and both are planned, executed and controlled, projects
differ from operations in that operations are ongoing and repetitive while projects are temporary and unique. Projects are created at all
levels of an organization. They may involve a single person or thousands. Their time spans vary greatly. They may involve a single
department of one organization or cross organizational boundaries.

8
individuals are assigned to the next project. Thus, at Level 1, capability is a characteristic
of the individuals, not of the organization.
Note that the most difficult step in this maturity model is the move from Level 1 to Level
2. This is because of all the management procedures and activities that have to be put in
place. It can also be due to the lack of perceived need to change. An Ad Hoc
organization may lack any sense or awareness of having a problem. At higher levels of
maturity the organizational and project management has better visibility on the
uncertainties, and can take any necessary mitigative or contingency actions. This
visibility enables management to take such action before something goes wrong or to
have a plan in place when something goes wrong. The difference in maturity levels is
also characterized by the ability to accurately identify and proactively deal with
uncertainties. As an organization moves up the maturity level ladder, identification of
risks becomes more accurate and the mitigation/contingency actions required become
clearer.
Level 2 – Initial (Try It Out)
At the Initial Level, organizations are experimenting with the application of risk
management, usually through a small number of nominated individuals within specific
projects. At this level, the organization has no formal or structured Risk Management
process in place. Although the organization is aware, at some level, of the potential
benefits of managing their project risks, there is no effectively implemented organization-
wide process implemented. Some projects, those containing the nominated individuals,
learn from past mistakes, however, there is no method implemented for providing these
Lessons Learned to all of the organization’s projects. Risk management at this point may
be described as the start of crystallization of the organization’s corporate experience. The
organization is becoming aware that it can learn from past mistakes, but this knowledge
is not yet formalized nor are there any structures in place to ensure its consistent
application throughout the organization.
Level 3 - Repeatable (Plan The Work, Work The Plan)
At the Repeatable Level, the organization has implemented risk management into their
routine business processes and implements risk management in most, if not all, projects.
Generic risk policies and procedures are formalized and widespread, and the benefits are
understood at all levels of the organization, although they may not be consistently
achieved in all cases. Planning and managing new projects is based on experience with
similar projects. Risk Management capability is enhanced by establishing basic Risk
Management discipline on a project-by-project basis. Projects implement risk
management through processes that are defined, documented, practiced, trained,
measured, enforced, and improvable. All projects have an assigned Risk Manager. On
small projects, the roles of the Project Manager and Risk Manager may be combined in
the same person, but on larger projects the Risk Manager is distinct from the Project
Manager.
Projects in Level 3 make realistic project commitments based on the results observed on
previous projects and on the risks identified for the current project. The Risk Manager for

9
a project track costs, schedules, functionality and quality6
; problems in meeting
commitments are identified as they arise. The Risk Manager for the project works with
its customers and subcontractors (if any) to establish an effective customer-supplier
relationship.
Risk Management processes may differ between projects in a Level 3 organization. The
organizational requirement for achieving Level 3 is that there be organization-level
policies that guide the projects in establishing the appropriate management processes.
The risk management capability of Level 3 organizations can be summarized as
disciplined because planning and tracking of the project is stable and earlier successes
can be repeated. The project's risk management process is under the effective control of a
project management system, following realistic plans based on the performance of
previous projects.
Level 4 - Managed (Measure The Work, Work The Measures)
At the Managed Level, the organization has established a risk-aware (not risk-averse)
culture that requires a proactive approach to the management of risks in all aspects of the
organization. Risk information is continually developed and actively used to improve all
organization processes and to increase the probability of success in projects and
operations. A standard Risk Management process (or processes) is documented and used
across the organization. Processes established at Level 3 are used (and changed, as
appropriate) to help the organization’s project and operations managers and technical
staff perform more effectively. A group of personnel within the organization are
assigned responsibility for Risk Management. This formal assignment provides for an
informal communications channel to organization management outside of the Project
communications channels or operational management structure. An organization-wide
training program is implemented to ensure that the staff and managers have the
knowledge and skills required to fulfill their assigned roles.
Projects tailor the organization's standard Risk Management process and tools to develop
their own defined process, which accounts for the unique characteristics of the project. It
is the process used in performing the project's activities. A defined risk management
process contains a coherent, integrated set of well-defined risk identification, assessment,
handling and monitoring tools and processes. A well-defined process can be
characterized as including readiness criteria, inputs, standards and procedures for
performing the work, verification mechanisms (such as peer reviews), outputs, and
completion criteria. Because the risk management process is well defined, management
has good insight into risks and their potential impact on the project or operation.
The Risk Management process capability of Level 4 organizations can be summarized as
standard and consistent because activities are stable and repeatable. Within established
product lines, cost, schedule, functionality and quality risks are known, controlled, and
risk mitigation status is tracked. This process capability is based on a common,
6
Note: The effect of a risk occurring can be to deliver lower quality, both in the project deliverables (e.g.
more bugs in a software program) and in the project process itself (e.g. more accidents on a construction
site). Quality is as important a measure of project success as the delivered functionality.

10
organization-wide understanding of the activities, roles, and responsibilities in a defined
risk management process.
Innovations that exploit the best risk management practices are identified and transferred
throughout the organization. Risk Management teams in Level 4 organizations
continuously analyze the results from past projects to determine how accurate risk
identification was versus actual impacts and causes. They disseminate lessons learned
throughout the organization.
4.0 Determining Organizational Maturity Level
The brief descriptions of each RMMM level can indicate where an organization stands in
terms of the relative maturity of its risk processes, but a more detailed diagnostic tool is
required for objective and consistent assessment of risk management process maturity.
Table 1 (Appendix 1) presents suggested attributes of a typical organization at each
RMMM level under four attribute headings: Culture, Process, Experience and
Application. This breakout enables an organization to compare itself against clear
criteria that have been accepted by numerous professional Risk Management
organizations7
and assess its current level of risk maturity. It is recognized that some
organizations may cross the boundaries between successive RMMM levels, but the
granularity between levels is such that there should be a clear distinction in most cases
and it should prove possible to determine where most organizations are to a single level.
The extent to which the attributes noted in the Maturity Level Table in Appendix 1 are
implemented at each level determines the process maturity level rating of an
organization. The extent of implementation of a specific attribute is evaluated by
assessing:
• Commitment to perform (policies and leadership)
• Ability to perform (resources and training)
• Activities performed (plans and procedures)
• Measurement and analysis (measures and status)
• Verification of implementation (oversight and quality assurance)
5.0 Progressing Between Maturity Levels
The assessed RMMM level can be used in a number of ways. For example, organizations
may wish to enhance their level of risk capability by devising strategies to enable more
effective management of risk. Alternatively, they may want to rate themselves against
key competitors in order to gain advantage in the market place.
Once your current risk maturity level is determined, action plans for moving towards the
next level can be developed. Many organizations are at Level 2 or Level 3, or have
7
International Council on Systems Engineering Risk Management Working Group, Project Management
Institute Risk Management Specific Interest Group and the Risk Management Specific Interest Group of
the UK Association for Project Management.

11
embarked on the transition from Level 2 to Level 3 and a significant number are at Level
1.
Different barriers are faced by organizations at each of the RMM levels, which must be
overcome if progress is to be made to the next level of risk maturity. These are outlined
below, together with some suggested strategies for overcoming them.
Level 1 to 2 – Ad Hoc to Initial
The Level 1 organization faces a number of problems as it starts implementing effective
risk management:
• Initially there is no clear understanding of a formal risk management process,
procedures and techniques, and even the language and terminology will be unknown.
• There is no clear concept of the benefits that can be gained from formal risk
management, and the cost of implementing the process is normally not considered.
• There is no in-house expertise or experience in performing risk management or when
trying to consider the applicability of risk management to the organization’ programs
and business processes.
• At least some of the organization’s projects and business processes are in crisis at any
given time, leading to a lack of time, energy or resources to commit to installing and
following a new process.
• The organization’s upper level management may not be receptive to anyone, internal
or external, that is promoting risk management, since they are uninformed customers
and lack any track record or yardstick against which to judge the promised benefits.
They may also believe that acknowledging that the organization’s processes and
projects are subject to uncertainty may be seen as an admission of weakness or lack of
skill.
• The organizational culture may not be committed to quality and may lack the concept
of professionalism.
In order to develop from an Ad Hoc level to the Initial level, a number of actions must
be accomplished. Some of these actions are as follows (in no specific order):
• Clearly define the objectives of the risk management implementation to enable
the risk process to be tailored and scoped accordingly.
• Get advice and guidance from recognized external experts who have a track
record in assisting organizations in this type of implementation. Such external
experts should be selected carefully, and the organization should beware of being
encouraged to adopt a generic solution that does not match their particular
requirements.
• Identify specific personnel to be the original implementers, carefully select and
build a prototype team.
• Ensure adequate training and support for this team, including all the necessary
risk skills and techniques, to ensure that they can act as “intelligent customers”.
• Undertake awareness briefings to sell the vision of risk management and its
potential benefits to the entire project organization, from senior management to
front-line employees. These awareness briefing should include project customers

12
and subcontractors (see appendix 2 for some insight into views on risk
management one is likely to encounter when accomplishing this action).
• Ensure corporate backing, with nomination of a senior management sponsor to
promote the implementation process.
• Nominate pilot applications for risk management, carefully selected to maximize
the chances of early success.
• Publicize and celebrate successes. Seek to develop momentum in the risk process
and to encourage other projects and individuals to apply risk management to their
areas as they see clear benefits.
• Plan for the long-term, recognizing that effective implementation of risk
management will not be achieved overnight. Count the cost of the implementation
project, and ensure commitment of the necessary resources before starting.
• Build effective controls into the process from the outset, with breakpoints to
enable progress to be monitored and reviewed at key intervals. Collect and trend
appropriate metrics.
• Consider producing draft risk procedures with templates for key inputs and
outputs.
• Identify and use appropriate project risk management tools such as risk
information databases.
Level 2 to 3 – Initial to Repeatable
A Level 2 organization has a number of individuals (possibly only one) able to
effectively plan and apply risk management procedures and techniques. At this level,
risk management is seen as an additional activity to be undertaken where necessary. So
whatever risk process is used by various projects is unlikely to be used consistently or
widely. Application of any risk management process is limited to a few major or
significant projects.
This introduces a number of barriers to be overcome to reach Level 3 and normalize the
application of a risk management process across the organization. It should be noted here
that that some organizations may choose to remain at Level 2, with risk management
being undertaken by an in-house team on selected projects only. There is nothing wrong
with this approach. The transition to Level 3 should only be undertaken if the benefits
are worth the cost and effort involved.
Some of the problems faced by the Level 2 organization attempting to progress to Level 3
are as follows:
• Lack of organizational-wide formal risk processes produces inconsistency in their
application and inconsistency in results.
• Dependence on the skills of a few in-house staff could limit the overall effectiveness
of the risk process and negatively impact both existing projects that use risk
management and projects attempting to implement the process for the first time..
• Lack of support for those implementing risk management may lead to disillusionment
and low morale.
• Limiting promotion of risk to the lone enthusiast can undermine the credibility of the
risk process.

13
• Partial or inconsistent application of risk processes is unlikely to generate useful
metrics that fully demonstrate the benefits of managing risk. There is therefore no
auditable track record of what risk management can achieve, resulting in a lack of
credibility and a reluctance to adopt risk management more formally.
• Poor use of risk assessment tools and risk information databases.
• Lack of a benchmarking process to check process capability against industry
standards.
These problems can be addressed in a number of ways to enable the organization to
progress towards Level 3. Where the actions listed above for the Level 1 to 2 transition
are not in place, these should be considered in addition to those provided below:
• Reinforce and strengthen corporate backing for those individuals and teams
attempting to implement the risk management process. Visible endorsement from
senior management is essential to give the necessary credibility.
• Provide formal risk training to develop in-house expertise and process knowledge.
• Use external expertise as necessary to reinforce and support existing in-house
skills. Use of external expertise can be useful in extending your existing risk
management process into new areas of the organization. Many of these new areas
may be outside the knowledge of your in-house staff. External consultants can
also be used to apply the risk management process to novel or difficult areas.
• Allocate adequate resources to the risk management implementation process, with
assignment or recruitment of sufficient staff, and assigned budgets for risk
management training, risk assessment tools and other required risk management
activities.
• Select key projects to demonstrate the benefits of risk management in all areas of
the organization’s business.
• Continue to publicize and celebrate successes, encouraging wider application of
risk management to other areas as benefits become clear.
• Provide opportunities for in-house staff to attend ongoing risk management
training courses, conferences and seminars, workshops, etc.
• Formalize the chosen risk management process, with clear definition of the scope
and objectives of risk management, together with agreed upon procedures and
properly selected tools.
• Develop and promulgate an organizational policy on the use of risk management.
• Insist that your project managers use risk management as part of their routine
management of projects and business processes. Include regular risk reporting as
an important part of management reviews.
• Start to assemble metrics from the risk process; identification of generic risks,
effective responses, the cost of risk reduction, etc. Specific checklists can be
generated to facilitate the risk identification and assessment processes, based on
actual experience of risk management within the organization.
Level 3 to 4 – Repeatable to Managed
Level 3 is probably sufficient for most organizations, where risk processes are integral to
the organization and are consistently and routinely applied to most or all projects.
However, the consensus of the professional organizations that contributed to this model

14
was that the Risk Management Maturity Model needed to identify a level beyond Level
3, a maturity level where identifying, assessing and managing uncertainty becomes
second nature and is built into all the activities and business processes of the
organization. At Level 4, an organization can systematically use risk processes to
address those uncertainties that have potential positive impact (i.e., opportunities or
“upside risk”). In many ways the Level 3 to Level 4 change is expected to be almost as
difficult as the transition from Level 1 to Level 2, since the Level 3 organization could
easily come to believe that it has fully implemented risk management and no further
change is needed. If the organization wishes to progress to Level 4, the following
problems are likely to be encountered:
• Loss of momentum could result in failure to maintain the required standards of
application, with resultant loss of quality of risk management support. This would
reduce the credibility of the risk management process, making it seem to be a
temporary management fad whose time has passed.
• The organization could fail to update the risk management process to take account of
changes in business needs or other developments in the marketplace. This could result
in the risk process becoming outdated and increasingly irrelevant to the business of the
organization.
• Lack of continued investment in the risk management process could result in reduced
relevance or capability, as tools become obsolete, techniques become superseded and
personnel skills are not maintained.
• Development of in-house expertise might result in risk management being seen as a
specialist discipline that is undertaken by experts, with consequent reduction in
commitment and ownership by others in the projects and the organization.
Actions to assist in progress towards Level 4 are as follows (in no specific order):
• Ensure effective learning from experience. Undertake regular reviews of the risk
management process, with value engineering of the process to ensure that it
remains fully effective.
• Amend and strengthen the risk management process where necessary, including
investment in new tools, new methods, personnel training, etc.
• Investigate novel applications of the risk management process beyond those
already covered. Seek to modify and apply risk management to every activity
within the organization.
• Use every means possible to develop a Risk Management Culture, encouraging
all personnel to think risk, be aware of uncertainty and use risk techniques to
assess and manage potential threats and opportunities. Build risk thinking into
your organizational culture. Be aware of the possible range of attitudes about risk
(appendix 3).
• Ensure that risk is included as a routine criterion in all decision-making.
• Identify and counter incidences of “risk fatigue”, where staff are losing interest in
the process or there is a potential loss of momentum. Use regular re-launch
promotions to renew the process, celebrating successes, publicizing improvement
metrics, and rewarding effective risk management.
• Undertake regular risk management training to ensure that skills remain current.

15
• Consider use of external risk expertise to widen the application of risk
management into novel areas of the organization, or to add the necessary
momentum to maintain progress or introduce change.
Maintaining Level 4
It is expected that to succeed in making risk management a natural part of any
organizational culture will require some significant changes in determining how to apply
risk techniques throughout the business and proactively manage uncertainty (including
both risks and opportunities) in order to maximize the benefits mandates many changes in
existing organizational cultures and personal beliefs. Since the CMM maturity levels
have been available, very few organizations are at Level 5 (their top level). For many
organizations, the benefits of achieving the pinnacle of maturity have not been seen as
worth the cost to get there. In addition, once this pinnacle is achieved, effort (and
resources) must be expended to maintain the position. A continuous improvement
process is required to stay at Level 4 or any other level; without such a process it is of
course possible to move down the RMMM framework and drop to a lower level or risk
management capability. An RMMM Level 4 organization will be threatened by
complacency and boredom and should consider a number of actions to counter these
problems, including those listed below:
• Ensure continued commitment of senior management. It may be necessary or
beneficial to change the sponsor from time to time to allow injection of fresh ideas and
momentum.
• Use audit and review techniques to keep application of risk management techniques at
the required quality and standards.
• Take full advantage of the competitive edge that results from proactive management of
uncertainty (including both risks and opportunities).
• Extend risk management beyond the usual applications, pioneering its use in all areas
of the business.
• Continually invest in improving the risk process, tools, techniques, personnel skills
etc.
• Continue to involve customers and suppliers in the risk process.
6.0 Conclusions
The implementation of risk management into an organization is not a minor challenge,
and cannot be undertaken in a short period of time. Risk Management is not a simple
process of identifying techniques, sending personnel to training courses, buying software
and getting on with it. Risk management capability is a broad spectrum, ranging from the
occasional informal application of risk techniques to specific projects, through routine
formal processes applied widely, to a risk-aware culture with proactive management of
uncertainty.
The Risk Management Maturity Model (RMMM) presented in this report allows
organizations to benchmark their risk management capability against four standard levels
of maturity. It also allows organizations to identify what needs to be done in order to
improve and increase their ability to manage risk. Use of the RMMM will also enable

16
customers, suppliers and other areas of the organization to determine how well a project
or organization is implementing risk management, and can aid in the development of
specific strategies for going to a higher maturity level. Some additional work is required
to enhance the diagnostic elements of the RMMM, however, the present RMMM
framework provides a useful tool to those organizations or projects interested in either
implementing a formal approach to risk management or improving their existing
approach.
References
1. Towards a Risk Maturity Model, Dr. David Hillson, International Journal of
Project & Business Risk Management, Volume 1, Issue 1, pages 35-45, January
1997
2. Benchmarking Risk Management Capability, Dr. David Hillson, PMI Europe
2000 Symposium Proceedings, January 2000
3. Project Management Institute. 2000. A Guide to the Project Management Body of
Knowledge (PMBOK® Guide) – 2000 Edition. Newtown Square, PA: Project
Management Institute, page 127.
4. Spotlight: CMMI Model Representations, Sandy Shrum, SEI Interactive,
December 1999
5. RM3
– Risk Management Maturity Model, Steve Waddell, private
communication, February 2002
6. Key Characteristics of a Mature Project Risk Management Organization, Dr,
David Hulett, 13th
Annual International Integrated Program Management
Symposium Proceedings, 2001
7. Project Management – Risk Management: Continuous Representation, CMMI-
SE/SW/IPPD/SS, version 1.1, 2001,
www.sei.cmu.edu/cmmi/products/models.html
8. Software, Systems Engineering and Product Development Capability Maturity
Models (CMMs), www.sei.cmu.edu/cmm/cmms/transition.html
9. Risk Management in Complex Project Organizations: A Godfather-Driven
Approach, G. Getto and D. Landes, Proceedings of the 30th
Annual Project
Management Institute 1999 Seminars and Symposium, October 1999
10. Industry Models of Risk Management and Their Future, K. Artto and D. Hawk,
Proceedings of the 30th
Annual Project Management Institute 1999 Seminars and
Symposium, October 1999
11. Risk and Opportunity Management, K. Forsberg and H. Mooz, Proceedings of the
INCOSE Symposium, 2001.

17

Appendix 1 – Risk Management Maturity Level Checklist
Level 1 – Ad Hoc Level 2 – Initial Level 3 – Repeatable Level 4 - Managed
Definition Unaware of the need for
management of uncertainties (risk).
No structured approach to dealing
with uncertainty.
Repetitive and reactive
management processes.
Little or no attempt to learn from
past projects or prepare for future
projects.
Experimenting with risk
management through a
small number of individuals.
No structured approach in
place.
Aware of potential benefits
of managing risk, but
ineffective implementation.
Management of uncertainty built into
all organizational processes.
Risk management implemented on
most or all projects.
Formalized generic risk process.
Benefits understood at all
organizational levels, although not
always consistently achieved.
Risk-aware culture with proactive
approach to risk management in all
aspects of the organization.
Active use of risk information to
improve organizational processes and
gain competitive advantage.
Culture No risk awareness.
No upper management
involvement.
Resistant/reluctance to change.
Tendency to continue with existing
processes even in the face of
project failures.
Shoot the messenger.
Risk process may be viewed
as additional overhead with
variable benefits.
Upper management
encourages, but does not
require, use of Risk
Management.
Risk management used only
on selected projects.
Accepted policy for risk management.
Benefits recognized and expected.
Upper Management requires risk
reporting.
Dedicated resources for risk
management.
“Bad news” risk information is
accepted.
Top-down commitment to risk
management, with leadership by
example.
Upper management uses risk
information in decision-making.
Proactive risk management encouraged
and rewarded.
Organizational philosophy accepts idea
that people make mistakes.
Process No formal process.
No Risk Management Plan or
documented process exists.
None or sporadic attempts to apply
Risk Management principles.
Attempts to apply Risk
Management process only when
required by customer.
No generic formal
processes, although some
specific formal methods
may be in use.
Process effectiveness
depends heavily on the
skills of the project risk
team and the availability of
external support.
All risk personnel located
under project.
Generic processes applied to most
projects.
Formal processes incorporated into
quality system.
Active allocation and management of
risk budgets at all levels.
Limited need for external support.
Risk metrics collected.
Key suppliers participate in Risk
Management process.
Informal communication channel to
organization management.
Risk-based organizational processes.
Risk Management culture permeating
the entire organization.
Regular evaluation and refining of
process.
Routine risk metrics used with
consistent feedback for improvement.
Key suppliers and customers participate
in the Risk Management process.
Direct formal communication channel
to organization management.
Experience No understanding of risk principles
or language.
No understanding or experience in
accomplishing risk procedures.
Limited to individuals who
may have had little or no
formal training.
In-house core of expertise, formally
trained in basic risk management skills.
Development and use of specific
processes and tools.
All staff risk aware and capable of
using basic risk skills.
Learning from experience as part of the
process.

19
Regular training for personnel to
enhance skills.
Application No structured application.
No dedicated resources.
No risk management tools in use.
No risk analysis performed.
Inconsistent application of
resources.
Qualitative risk analysis
methodology used
exclusively
Routine and consistent application to
all projects.
Dedicated project resources.
Integrated set of tools and methods.
Both qualitative and quantitative risk
analysis methodologies used.
Risk ideas applied to all activities.
Risk-based reporting and decision-
making.
State-of-the-art tools and methods.
Both qualitative and quantitative risk
analysis methodologies used with great
stress on having valid and reliable
historical data sources.
Dedicated organizational resources.

20

Appendix 2
EIA 731
Systems Engineering Capability Model (SECM) – EIA/IS 731
What is EIA/IS-731?
The G-47 Committee of GEIA sponsored project PN-3879, a joint working group
composed of GEIA, EPIC, and INCOSE, to bring together the EPIC Systems
Engineering Capability Maturity Model (SE CMM) and the INCOSE Systems
Engineering Capability Assessment Model (SECAM) into a single capability model. The
purpose was to minimize confusion within the industry and to relate the resulting
capability model to the EIA-632 Standard, Processes for Engineering a System. The new
capability model has been developed as EIA/IS-731, Systems Engineering Capability
Model (SECM), and will be issued as an interim standard. EIA/IS 731 is published and
available
History
EIA/IS-731 was selected by the CMMI Steering Group as a primary source document for
systems engineering processes. EIA/IS-731, Systems Engineering Capability Model, is
not a process standard but actually a standard for defining and assessing maturity of the
Systems Engineering discipline. To eliminate confusion, EIA has created EIA/IS-731 as
an interim standard and intends to allow EIA/IS-731 to go out of existence as the CMMI
comes into existence. It is hoped that this will eliminate confusion and conflict within
the systems engineering community – one of the original objectives of EIA, EPIC, and
INCOSE in cooperating to create EIA/IS-731.
Reference: http://www.geia.org/sstc/G47/page6.htm

22
Appendix 3
Basic Risk Attitudes
From: Benchmarking Risk Management Capability by Dr. David Hillson, PMI Europe
2000 Symposium Proceedings, January 2000
Based on years of experience by the risk practitioners that aided in the development of
this model, one thing stands out: the organization's attitude and culture can make or
break the risk management efforts. The only successful ventures found are where the
management team was 100% behind the effort. They backed up the commitment with
people and money resources as well as leadership in making sure it was implemented.
Half-hearted management support only erodes the effort in the long term and gives
people a way out of using good processes. In this vein, there are three basic risk attitudes
one normally runs into. They can be summarized as follows:
1. Risk-averse: This indicates a conservative risk attitude with a preference for
secure payoffs. People who are risk-averse make good middle managers,
administrators and engineers. Their key characteristics include being practical,
accepting, and showing common sense. Risk-averse people enjoy facts more than
theories, and support established methods of working. They excel at activities
that involve remembering, persevering and building.
2. Risk-seeking: These show a preference for speculative payoffs, and make good
entrepreneurs and negotiators. Risk-seeking people are adaptable and resourceful,
enjoy life and are not afraid to take action. They are good at activities that require
performing, acting and taking risks.
3. Risk-neutral: This attitude prefers future payoffs. People who are risk-neutral
make good executives, system architects and group leaders. They think abstractly
and creatively and envisage the possibilities. They enjoy ideas and are not afraid
of change or the unknown. Risk-neutral people are good at learning, imagining
and inventing.
The importance of understanding risk attitude is clear, since people have such a profound
effect on the effectiveness of any risk process. Knowledge of potential problems in
convincing different types of people about the benefits of a risk management process will
assist in revealing underlying risk attitudes, enabling systemic bias to be exposed and
corrected.

RM Maturity Level Development 2002

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