98 lines
4 KiB
TeX
98 lines
4 KiB
TeX
\section{Part 4: Qualitative Risk Assessment}
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\begin{table}[!ht]
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\begin{adjustbox}{width=0.95\textwidth}
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\centering
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\begin{tabular}{|l|l|l|}
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\hline
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\textbf{Impact Level} & \textbf{Performance} & \textbf{Reputation} \\
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\hline
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Insignificant = 0 & \multicolumn{1}{p{8cm}|}{No effect on ability to sell cars} & \multicolumn{1}{p{8cm}|}{Minor impact on reputation. Still selling cars.} \\
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\hline
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Moderate = 1 & \multicolumn{1}{p{8cm}|}{Additional costs and efforts to keep selling cars.} & \multicolumn{1}{p{8cm}|}{Impact on public reputation due to negative media coverage and lawsuits.}\\
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\hline
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Critical = 2 & \multicolumn{1}{p{8cm}|}{Cars cannot be sold for a prolonged time.} & \multicolumn{1}{p{8cm}|}{Negative reputation for a longer time. Clients prefer other cars.} \\
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\hline
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Catastrophic = 3 & \multicolumn{1}{p{8cm}|}{Continuation of selling cars with its current services is at risk.} & \multicolumn{1}{p{8cm}|}{Permanent impact on reputation. Risk of financial problems due to too few clients.} \\
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\hline
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\end{tabular}
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\end{adjustbox}
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\caption{Impact levels}
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\label{tab:Impact levels}
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\end{table}
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\begin{table}[!ht]
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\centering
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\begin{tabular}{|l|l|l|}
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\hline
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\textbf{Class} & \textbf{Time Period} \\
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\hline
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Almost Certain & Weekly \\
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\hline
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Likely & Monthly \\
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\hline
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Unlikely & < 3 Years \\
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\hline
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Rare & > 3 Years \\
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\hline
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\end{tabular}
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\caption{Occurrence levels}
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\label{tab:Occurrence levels}
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\end{table}
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\begin{table}[!ht]
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\begin{adjustbox}{width=0.95\textwidth}
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\centering
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\begin{tabular}{|l|l|l|}
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\hline
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\textbf{Risk Level} & \textbf{Description} \\
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\hline
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\rowcolor{pink}
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Extreme (E) & \multicolumn{1}{p{14cm}|}{Will require detailed research and management planning at an executive/director level. Ongoing
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planning and monitoring will be required with regular reviews.\newline Substantial adjustment of controls to
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manage the risk are expected, with costs possibly exceeding original forecasts.} \\
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\hline
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\rowcolor{orange}
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High (H) & \multicolumn{1}{p{14cm}|}{Requires management attention, but management and planning can be left to senior project or
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team leaders. Ongoing planning and monitoring with regular reviews are likely, though adjustment
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of controls are likely to be met from within existing resources.} \\
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\hline
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\rowcolor{yellow}
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Medium (M) & \multicolumn{1}{p{14cm}|}{Can be managed by existing specific monitoring and response procedures. Management by
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employees is suitable with appropriate monitoring and reviews.} \\
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\hline
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\rowcolor{lime}
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Low (L) & \multicolumn{1}{p{14cm}|}{Can be managed through routine procedures.} \\
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\hline
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\end{tabular}
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\end{adjustbox}
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\caption{Action levels}
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\label{tab:Action levels}
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\end{table}
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\begin{table}[!ht]
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\centering
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\begin{adjustbox}{width=0.8\textwidth}
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\begin{tabular}{|l|c|c|c|c|}
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\hline
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& \multicolumn{4}{l|}{\textbf{Consequences}} \\
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\hline
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Likelihood & Insignificant & Moderate & Critical & Catastrophic \\
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\hline
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Almost Certain & \cellcolor{yellow} M & \cellcolor{pink} E & \cellcolor{pink} E & \cellcolor{pink} E \\
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\hline
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Likely & \cellcolor{lime} L & \cellcolor{orange} H & \cellcolor{pink} E & \cellcolor{pink} E \\
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\hline
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Unlikely & \cellcolor{lime} L & \cellcolor{yellow} M & \cellcolor{yellow} M & \cellcolor{orange} H \\
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\hline
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Rare & \cellcolor{lime} L & \cellcolor{yellow} M & \cellcolor{yellow} M & \cellcolor{yellow} M \\
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\hline
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\end{tabular}
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\end{adjustbox}
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\caption{Defined levels mapped to action levels}
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\label{tab:Defined levels mapped to action levels}
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\end{table}
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\subsection{Erklärung}
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Wenn man Autos verkauft ist die das Funktionieren aller Prozesse essentiell. Ein Ausfall von nur einer Woche kann aber trotzdem Abgefangen werden und weiterhin Autos verkauft werden. Sobald die Störung länger andauert, ist es immer kritisch solange durch den Ausfall keine unwichtigen Mechanismen verloren gehen. Vernachlässigbare Störungen sind somit immer durch Prozesse abfangbar.
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