Conclusion: Last month I wrote advising IT practitioners to learn the language of risk management, particularly in the context of ANZ/NZS 4360:2004. The article also contained advice to ensure that IT has a place at the decision-making table when considering the implementation of corporate risk management software.

An assumption was made in the article that in your organisation some corporate risk management initiatives were already under consideration. However, suppose this is not the case. How can the IT practitioner pitch a case for an Enterprise Risk Management (ERM) project as a strategic system? This article provides a guide for doing so, allowing the IT practitioner to assert leadership in a burgeoning area of corporate practice.

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Rob Mackinnon

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Rob Mackinnon