ASOCIATIA PROXEMIS - Asociatia de Management a Riscurilor Globale (NGO/ONG)
Legea pensiilor, demitere, gigacalorie, FMI, Victor Ponta, Vantu, datorii, Boc, Andrei Igas, Ioan Botis, Ialomitieanu, sindicate, salarii bugetari' UNPR, PSD, PNL, PDL, motiune, Roberta Anastase, Crin Antonescu, Traian Basescu, Voiculescu, BNR, proteste, joburi, presedintie, Bogdan Hossu, Bucuresti, sindicalisti, sanatate, educatie, Funeriu, Elena Udrea, parlamentari ,constitutie, creditare, imobiliare, Monica Macovei, Baconschi, FNI, BCR, Mugur Isarescu, investitii, Cotroceni,
Str. Arh. Hirjeu nr. 10 Bucuresti - ROMANIA
PHONE ; 040724581078
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PROXEMIS - SCOPUL SI OBIECTUL DE ACTIVITATE
ART. 1 Scopul ASOCIATIEI PROXEMIS - ASOCIATIA DE MANAGEMENT AL RISCURILOR GLOBALE este asimilarea treptata de catre societatea civila româna a programelor internationale de management al crizelor de orice natura, precum si implicarea si participarea directa a societatii civile la rezolvarea situatiilor de criza si post - criza interna si internationala.
ART. 2 In vederea realizarii acestui scop, ASOCIATIA PROXEMIS - ASOCIATIA DE MANAGEMENT AL RISCURILOR GLOBALE are ca obiective de activitate:
a). promovarea în România a cunostintelor stiintifice europene si internationale privind rezolvarea situatiilor de criza si post - criza ;
b). asimilarea normelor, reglementarilor internationale în domeni ;
c). informarea si educarea societatii civile românesti în legatura cu atitudinea si comportamentul cerut în situatii de criza ;
d). initierea de cursuri specifice în scopul asimilarii normelor si reglementarilor internationale ;
e). crearea de centre regionale si a unui centru national de formare, scolarizare, calificare a cadrelor de conducere a nucleelor de management al crizelor ;
f). initierea de proiecte si programe de identificare si cercetare a zonelor din România care prezinta pericol potential de crize (ecologice, seismice, sociale etc.) în scopul localizarii, prevenirii si anticiparii acestor crize ;
g). elaborarea de studii cu privire la dezvoltarea si accelerarea capacitatii de raspuns a organismelor statului în perioada crizelor sau în perioadele urmatoare acestor situatii de criza ;
h). sustinerea si finantarea unor programe si proiecte specifice ;
i). acordarea de burse pentru specializare si premii pentru cele mai bune proiecte sau programe în domeniu ;- j). participarea activa la proiecte europene si internationale initiate în domeniu ;
k). publicarea de pliante, brosuri, materiale informative si de propaganda, editarea unui organ de presa (revista) al Asociatiei ;
l). organizarea de expozitii, simpozioane, conferinte în scopul raspândirii cunostintelor absolut necesare populatiei privind comportamentul adecvat si participarea eficienta la rezolvarea situatiilor de criza ;
m). desfasurarea de activitati economice directe, cu caracter accesoriu si în strânsa legatura cu scopul asociatiei, având ca finalitate finantarea obiectului de activitate al asociatiei , în conf. cu disp. art. 47 din O.G. nr. 26/2001 ;
n). colaborarea cu autoritatile interne si internationale în domeniu pentru introducerea si implementarea în România a unei legislatii adaptata reglementarilor si standardele U.E. în materie;
o). initierea în regim de parteneriat cu autoritatile abilitate românesti si internationale a unui program de protejare si regenerare a cursurilor de apa din România în scopul prevenirii unor situatii de criza ;
p) . participarea la proiecte nationale sau internationale privind refacerea habitatelor si ecosistemelor naturale în arealele riverane Dunarii având ca obiectiv evitarea producerii unei crize majore ( disparitia speciilor animale si piscicole specifice zonei) ;
r). initierea si participarea la refacerea prin metode ecologice a arealelor afectate de poluare sau exploatari intensive de resurse fara strategii si programe de prevenire a dezechilibrelor cauzate mediului ;
s) . militarea pentru introducerea managementului ecologic ca parte integranta a oricarei activitati economice, în special a celor cu potential intens poluant pentru sol, vegetatie, apa, aer ;
t). colaborarea cu asociatii si organisme similare din strainatate si efectuarea de schimburi de experienta cu acestea ;
u). afilierea la organismele internationale de profil.
Contact : Dr. Mircea Halaciuga, Esq., Presedinte.
Expert al Comisiei Europene
**D-na. Avocat Calarasu Mariana, Vicepresedinte
**D-na. Doina Halaciuga, Vicepresedinte
**Dl. Dan Sandru, MBA, Director, U.S.A branch.
**Dr. Alberto Vispi, Director,Torino Italy Branch
PROXEMIS - Asociatia de Management al Riscurilor Globale
Str. Arh. Hirjeu nr. 10. sector 2. BUCURESTI, ROMANIA TELEFON/FAX : 04021.321.6125 MOBIL : 0724581078 E-MAIL: arbitraj@aol.com
Risk Management
Background | SEI Risk Statement | Risk Examples
Software Risk Evaluation | Continuous Risk Management Guidebook
Risk Process Check | For More Information
Background
The term risk management is applied in a number of diverse disciplines. People in the fields of statistics, economics, psychology, social sciences, biology, engineering, toxicology, systems analysis, operations research, and decision theory, to name a few, have been addressing the field of risk management.
Kloman summarized the meaning of risk management in the context of a number of different disciplines in an article for Risk Analysis:
"What is risk management? To many social analysts, politicians, and academics it is the management of environmental and nuclear risks, those technology-generated macro-risks that appear to threaten our existence. To bankers and financial officers it is the sophisticated use of such techniques as currency hedging and interest rate swaps. To insurance buyers and sellers it is coordination of insurable risks and the reduction of insurance costs. To hospital administrators it may mean 'quality assurance.' To safety professionals it is reducing accidents and injuries."
Kloman Paraphrase of Rowe
Risk management is a discipline for living with the possibility that future events may cause adverse effects.
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SEI Risk Statement
For a risk to be understandable, it must be expressed clearly. Such a statement must include
a description of the current conditions that may lead to the loss
a description of the loss
Risk Example
A company has introduced object-oriented (OO) technology into its organization by selecting a well-defined project "X" with hard schedule constraints to pilot the use of the technology. Although many "X" project personnel were familiar with the OO concept, it had not been part of their development process, and they have had very little experience and training in the technology's application. It is taking project personnel longer than expected to climb the learning curve. Some personnel are concerned, for example, that the modules implemented to date might be too inefficient to satisfy project "X" performance requirements.
The risk is: Given the lack of OO technology experience and training, there is a possibility that the product will not meet performance or functionality requirements within the defined schedule.
Non-Risk Example
Another company is developing a flight control system. During system integration testing the flight control system becomes unstable because processing of the control function is not quick enough during a specific maneuver sequence.
The instability of the system is not a risk since the event is a certainty - it is a problem.
Continuous Risk Management Example
When using Continuous Risk Management, risks are assessed continuously and used for decision-making in all phases of a project. Risks are carried forward and dealt with until they are resolved or they turn into problems and are handled as such.
Non-Continuous Risk Management Example
In some projects, risks are assessed only once during initial project planning. Major risks are identified and mitigated, but risks are never explicitly looked at again.
This is not an example of Continuous Risk Management because risks are not continuously assessed and new risks are not continuously identified.
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Software Risk Evaluation
The SEI Software Risk Evaluation (SRE) Service is a diagnostic and decision-making tool that enables the identification, analysis, tracking, mitigation, and communication of risks in software-intensive programs. An SRE is used to identify and categorize specific program risks emanating from product, process, management, resources, and constraints. The program's own personnel participate in the identification, analysis, and mitigation of risks facing their own development effort.
An SRE provides a program manager with a mechanism to anticipate and address program risks. The SRE introduces a set of activities that, when initiated, begin the process of managing risk. These activities can be integrated with existing methods and tools to enhance program management practices.
For more information, see Software Risk Evaluation Service Web page.
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Risk Process Check
A Risk Process Check is the SEI's most recently developed risk management service. It is combination of tutorial, survey instrument, interviews, and feedback session conducted on-site to determine how effective the project or program's risk management process is. It is based on the SEI's Seven Principles of Risk Management, and, being principle-based rather than model-based, it can evaluate any risk management process, whether it follows the guidelines of the SEI's Continuous Risk Management course or some completely different model.
The Risk Process Check has been used on one major DoD program (DoD program office, prime contractor, and two subcontractors to the prime) and two contractor organizations to a non-DoD government agency. There are many areas of opportunity to refine and further define this service with the SEI.
Continuous Risk Management Guidebook
The Continuous Risk Management Guidebook was written with professionals in mind who are directly involved in software-intensive projects (program managers, lead engineers, software engineers, etc.). It may also be of interest to professionals from other disciplines (e.g., quality assurance, hardware engineering, testing) involved in software-intensive projects, and sponsors, change agents, technology transition agents, and software engineering process group members in organizations that want to improve.
The Continuous Risk Management Guidebook describes the underlying principles, concepts, and functions of risk management and provides guidance on how to implement it as a continuous practice in your projects and organization. Risk management can be used to continuously assess what can go wrong in projects (i.e., what the risks are), determine which of these risks are most important, and implement strategies to deal with these risks. The guidebook is based on proven practices confirmed through research, field testing, and direct work with clients.
The Continuous Risk Management Guidebook was developed to help a project or organization establish continuous risk management as a routine practice and then continue to improve this process. It is organized so that different users can read different parts of the book and get different benefits. For example, technical managers and lead engineers can read the book to learn how to build a risk management process that is tailored to their specific project or organization; software engineers can use it to understand how to perform the risk management methods and use the tools described in the guidebook; and change agents (such as members of software engineering process groups) can read it to understand why continuous risk management should be used and how to get projects to tailor it and start using it. In addition, all users of this guidebook will gain a greater understanding of continuous risk management.
Although the Guidebook deals primarily with performing continuous risk management in a software development environment, it can easily address systems, hardware, and other domains.
For more detailed information, visit the CRM Guidebook Web page.
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