risk

Turns options, criteria, and risks into a tangible result through defining the initiative, assuming failure, and assigning mitigations.

Core question: What reasons could cause the initiative to fail, and which mitigations can we build in now to reduce these risks?

20-45 min

4-10

Turns customer problems, solution ideas, and evidence into a tangible result through collecting assumptions, rating importance, and planning tests.

Core question: Which assumptions do we need to validate first because they are both critical to the initiative and uncertain?

45-60 min

2-8

Turns options, criteria, and risks into a tangible result by defining scope, clarifying the Red Team role, and deriving mitigations.

Core question: Which attack vectors, weaknesses or entry paths overcome the artifact, and which of these vectors are likely enough to justify mitigation?

1-4 h

3-8

Turns ideas, open questions, and testable next steps into a tangible result by defining the challenge, asking a reverse question, and turning ideas into improvements.

Core question: How would we make the problem maximally worse, and which improvements emerge when we reverse that deterioration?

30-60 min

3-12

Clarifies workflows, data, causes, and improvements by defining scope and process, collecting failure modes, and assigning actions and owners.

Core question: Which failure modes in the process have enough risk to require preventive or detective actions before deployment?

2-6 h

3-10

Clarifies options, criteria, and risks by framing the initiative or decision, collecting implicit assumptions, and planning tests or research.

Core question: Which implicit assumptions hold up the initiative, and which of them are so important and uncertain that we need to test them before implementation?

45-90 min

2-8

Turns concepts, relationships, and rules into a tangible result by defining the scope and knowledge domains, gathering knowledge holders and artifacts, and planning transfer actions.

Core question: Where is knowledge located, who is the sole holder, and which gaps or single points of failure must be closed before a critical period?

1-3 h

3-12

Turns workflows, data, causes, and improvements into a tangible result by defining the top event, collecting direct causes, and deriving critical paths and measures.

Core question: Which logical combinations of basic events lead to the undesired top event, and which minimal cut sets are critical enough to trigger action?

2-6 h

3-8

Turns technical problems, hypotheses, and next steps into a tangible result by defining the system or process, collecting plausible failure scenarios, and deriving tests, prevention, and response.

Core question: How could the system plausibly fail, what would that impact be, and which controls are missing?

1-3 h

3-8

Moves options, criteria, and risks toward a concrete result through "collect three values", "explain the formula", and "document the planning assumption".

Core question: What weighted expected value and confidence interval result from the three estimate values, and is that enough for the planning decision at hand?

15-45 min

1-8

Moves group input, selection, and decision toward a concrete result through "make items visible", "clarify what the dots mean", and "discuss large or risky items".

Core question: Which items does the group indicate as especially effortful, risky, or unclear, and where are clusters or outliers that need discussion or discovery?

5-20 min

3-20

Moves architecture context, options, and consequences toward a concrete result through "place the architecture diagram or plan in the center", "set risk categories such as technical, organizational, and external", and "assign an owner and next steps for each top risk".

Core question: Which risks are embedded in this architecture or plan artifact, and which of them need action before the next iteration?

60-90 min

4-12

Moves options, criteria, and risks toward a concrete result through "set the scales for likelihood and impact", "collect risks or carry them over from earlier identification", and "define actions for each high-risk item".

Core question: Where does each risk sit on probability-impact scale, and which risks need immediate action, which observation, which accepted exposure?

30-60 min

3-10

Moves backlog, sprint work, and team flow toward a concrete result through "create a board with the four columns Resolved, Owned, Accepted, Mitigated", "carry over risks from earlier stages such as Risk Storming", and "update the board at every review".

Core question: Which risks are in which follow-up state, who is responsible, and which need movement between columns now?

20-40 min initial, dann laufend

3-15

Moves scope, sequence, and delivery flow toward a concrete result through "create a table for Risks, Assumptions, Issues, and Dependencies", "carry over initial entries from discovery and kickoff", and "archive resolved items instead of deleting them".

Core question: Which risks, assumptions, issues and dependencies are currently open, who takes care of them, and which ones need movement or escalation now?

30 min Setup, dann laufend

1-3 Pflege, Briefing für alle

Moves the current situation, opportunities, and strategic options toward a concrete result through "place the Business Model Canvas at the center", "define two to three scenarios", and "derive actions per scenario".

Core question: Which parts of the business model hold up across different scenarios, and which actions should follow from the weak spots?

Half day

3-8