risk management arun kumar.docx

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Risk management

From Wikipedia, the free encyclopedia

Jump to: navigation, search For non-business risks, see risk . For other uses, see risk analysis. For the magazine, see Risk Management (magazine).

This article needs additional citations for verification. Please help improve thisarticle by adding citations to reliable sources. Unsourced material may bechallenged and removed. (January 2014)

Business administration

Company

Business

Conglomerate

usiness organi!ation "sho#$

usiness entity "sho#$

%orporate governance "sho#$

%orporate titles "sho#$

&conomy "sho#$

%orporate la# "sho#$

Finance "sho#$

'ccounting "sho#$

Trade "sho#$

(rgani!ation "sho#$

)ociety "sho#$

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Types of management "sho#$

• v

• t

• e

&*ample of risk management: ' +')' model sho#ing areas at high risk from impact for thenternational )pace )tation.

Risk management is the identification, assessment, and prioriti!ation of risks -defined in )(/000 as the ee!t o un!ertainty on ob"e!ti#es1 follo#ed by coordinated and economicalapplication of resources to minimi!e, monitor, and control the probability and2or impact ofunfortunate events"/$ or to ma*imi!e the reali!ation of opportunities. 3isk management4sob5ective is to assure uncertainty does not deflect the endeavor from the business goals."6$

3isks can come from various sources: e.g., uncertainty in financial markets, threats from pro5ectfailures -at any phase in design, development, production, or sustainment life7cycles1, legalliabilities, credit risk, accidents, natural causes and disasters as #ell as deliberate attack from anadversary, or events of uncertain or unpredictable root7cause. There are t#o types of events i.e.negative events can be classified as risks #hile positive events are classified as opportunities.)everal risk management standards have been developed including the Pro5ect 8anagement

nstitute, the +ational nstitute of )tandards and Technology, actuarial societies, and )(standards."$"9$ 8ethods, definitions and goals vary #idely according to #hether the riskmanagement method is in the conte*t of pro5ect management, security, engineering, industrial processes, financial portfolios, actuarial assessments, or public health and safety.

3isk sources are more often identified and located not only in infrastructural or technologicalassets and tangible variables, but also in human factor variables, mental states and decisionmaking. The interaction bet#een human factors and tangible aspects of risk highlights the need

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to focus closely on human factors as one of the main drivers for risk management, a changedriver that comes first of all from the need to kno# ho# humans perform in challengingenvironments and in face of risks -;aniele Trevisani, 600


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9././ 3isk avoidance

9./.6 >a!ard prevention

9./. 3isk reduction

9./.9 3isk sharing

9./.@ 3isk retention

o 9.6 3isk management plan

o 9. mplementation

o 9.9 3evie# and evaluation of the plan

• @ Dimitations

• C 'reas

o C./ &nterprise

o C.6 8edical device

o C. Pro5ect management

o C.9 8egapro5ects -infrastructure1

o C.@ +atural disasters

o C.C nformation technology

o C.< Petroleum and natural gas

o C.E Pharmaceutical sector

• < usiness continuity

• E 3isk communication

• ;igital and nternet

• /0 )ee also

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• // 3eferences

Introduction[edit]

' #idely used vocabulary for risk management is defined by $%& 'uie *+200, 3iskmanagement. Gocabulary."$

n ideal risk management, a prioriti!ation process is follo#ed #hereby the risks #ith the greatestloss -or impact1 and the greatest probability of occurring are handled first, and risks #ith lo#er probability of occurrence and lo#er loss are handled in descending order. n practice the processof assessing overall risk can be difficult, and balancing resources used to mitigate bet#een risks#ith a high probability of occurrence but lo#er loss versus a risk #ith high loss but lo#er probability of occurrence can often be mishandled.

ntangible risk management identifies a ne# type of a risk that has a /00B probability ofoccurring but is ignored by the organi!ation due to a lack of identification ability. For e*ample,#hen deficient kno#ledge is applied to a situation, a kno#ledge risk materiali!es. 3elationshiprisk appears #hen ineffective collaboration occurs. Process7engagement risk may be an issue#hen ineffective operational procedures are applied. These risks directly reduce the productivityof kno#ledge #orkers, decrease cost7effectiveness, profitability, service, Auality, reputation, brand value, and earnings Auality. ntangible risk management allo#s risk management to createimmediate value from the identification and reduction of risks that reduce productivity.

3isk management also faces difficulties in allocating resources. This is the idea of opportunitycost. 3esources spent on risk management could have been spent on more profitable activities.'gain, ideal risk management minimi!es spending -or manpo#er or other resources1 and alsominimi!es the negative effects of risks.

'ccording to the definition to the risk, the risk is the possibility that an event #ill occur andadversely affect the achievement of an ob5ective. Therefore, risk itself has the uncertainty. 3iskmanagement such as %()( &38, can help managers have a good control for their risk. &verycompanies have different level for their internal control, #hich leads to the different result for thedifferent companies. For e*ample, the frame#ork for &38 components includes nternal&nvironment, (b5ective )etting, &vent dentification, 3isk 'ssessment, 3isk 3esponse, %ontrol'ctivities, nformation and %ommunication, and 8onitoring.

Method[edit]

For the most part, these methods consist of the follo#ing elements, performed, more or less, inthe follo#ing order.

/. identify, characteri!e threats

6. assess the vulnerability of critical assets to specific threats

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. determine the risk -i.e. the e*pected likelihood and conseAuences of specific types ofattacks on specific assets1

9. identify #ays to reduce those risks

@. prioriti!e risk reduction measures based on a strategy

Principles of risk management[edit]

The nternational (rgani!ation for )tandardi!ation -)(1 identifies the follo#ing principles ofrisk management:"


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Establishing the contet[edit]

This involves:

/. identification of risk in a selected domain of interest

6. planning the remainder of the process

. mapping out the follo#ing:

o the social scope of risk management

o the identity and ob5ectives of stakeholders

o the basis upon #hich risks #ill be evaluated, constraints.

9. defining a frame#ork for the activity and an agenda for identification

@. developing an analysis of risks involved in the process

C. mitigation or solution of risks using available technological, human and organi!ationalresources.

Identification[edit]

'fter establishing the conte*t, the ne*t step in the process of managing risk is to identify potential risks. 3isks are about events that, #hen triggered, cause problems or benefits. >ence,

risk identification can start #ith the source of our problems and those of our competitors-benefit1, or #ith the problem itself.

• )ource analysis"!itation neee $ 7 3isk sources may be internal or e*ternal to the system that is thetarget of risk management -use mitigation instead of management since by its o#ndefinition risk deals #ith factors of decision7making that cannot be managed1.

&*amples of risk sources are: stakeholders of a pro5ect, employees of a company or the #eatherover an airport.

• Problem analysis"!itation neee $ 7 3isks are related to identified threats. For e*ample: the threatof losing money, the threat of abuse of confidential information or the threat of humanerrors, accidents and casualties. The threats may e*ist #ith various entities, mostimportant #ith shareholders, customers and legislative bodies such as the government.

When either source or problem is kno#n, the events that a source may trigger or the events thatcan lead to a problem can be investigated. For e*ample: stakeholders #ithdra#ing during a pro5ect may endanger funding of the pro5ectI confidential information may be stolen by

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employees even #ithin a closed net#orkI lightning striking an aircraft during takeoff may makeall people on board immediate casualties.

The chosen method of identifying risks may depend on culture, industry practice andcompliance. The identification methods are formed by templates or the development of templates

for identifying source, problem or event. %ommon risk identification methods are:

• (b5ectives7based risk identification"!itation neee $ 7 (rgani!ations and pro5ect teams haveob5ectives. 'ny event that may endanger achieving an ob5ective partly or completely isidentified as risk.

• )cenario7based risk identification 7 n scenario analysis different scenarios are created.The scenarios may be the alternative #ays to achieve an ob5ective, or an analysis of theinteraction of forces in, for e*ample, a market or battle. 'ny event that triggers anundesired scenario alternative is identified as risk H see Futures )tudies for methodologyused by Futurists.

• Ta*onomy7based risk identification 7 The ta*onomy in ta*onomy7based riskidentification is a breakdo#n of possible risk sources. ased on the ta*onomy andkno#ledge of best practices, a Auestionnaire is compiled. The ans#ers to the Auestionsreveal risks."E$

• %ommon7risk checking"!itation neee $ 7 n several industries, lists #ith kno#n risks areavailable. &ach risk in the list can be checked for application to a particular situation. "$

• 3isk charting "/0$ 7 This method combines the above approaches by listing resources atrisk, threats to those resources, modifying factors #hich may increase or decrease the risk

and conseAuences it is #ished to avoid. %reating a matri* under these headings enables avariety of approaches. (ne can begin #ith resources and consider the threats they aree*posed to and the conseAuences of each. 'lternatively one can start #ith the threats ande*amine #hich resources they #ould affect, or one can begin #ith the conseAuences anddetermine #hich combination of threats and resources #ould be involved to bring themabout.

!ssessment[edit]

Main arti!le+ Risk assessment

This section may re"uire cleanup to meet Wikipedias Auality standards. Thespecific problem is: vague Please help improve this section if you can. (January201)

(nce risks have been identified, they must then be assessed as to their potential severity ofimpact -generally a negative impact, such as damage or loss1 and to the probability ofoccurrence. These Auantities can be either simple to measure, in the case of the value of a lost building, or impossible to kno# for sure in the case of the probability of an unlikely event

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occurring "!lariy$. Therefore, in the assessment process it is critical to make the best educateddecisions in order to properly prioriti!e the implementation of the risk management plan.

&ven a short7term positive improvement can have long7term negative impacts. Take theturnpike e*ample. ' high#ay is #idened to allo# more traffic. 8ore traffic capacity leads to

greater development in the areas surrounding the improved traffic capacity. (ver time, trafficthereby increases to fill available capacity. Turnpikes thereby need to be e*panded in aseemingly endless cycles. There are many other engineering e*amples #here e*panded capacity-to do any function1 is soon filled by increased demand. )ince e*pansion comes at a cost, theresulting gro#th could become unsustainable #ithout forecasting and management.

The fundamental difficulty in risk assessment is determining the rate of occurrence sincestatistical information is not available on all kinds of past incidents. Furthermore, evaluating theseverity of the conseAuences -impact1 is often Auite difficult for intangible assets. 'sset valuationis another Auestion that needs to be addressed. Thus, best educated opinions and availablestatistics are the primary sources of information. +evertheless, risk assessment should produce

such information for senior e*ecutives of the organi!ation that the primary risks are easy tounderstand and that the risk management decisions may be prioriti!ed #ithin overall companygoals. Thus, there have been several theories and attempts to Auantify risks. +umerous differentrisk formulae e*ist, but perhaps the most #idely accepted formula for risk Auantification is:3ate -or probability1 of occurrence multiplied by the impact of the event eAuals riskmagnitude.

Composite risk inde[edit]

The above formula can also be re7#ritten in terms of a composite risk inde*, as follo#s:

composite risk inde # impact of risk event probability of occurrence

The impact of the risk event is commonly assessed on a scale of / to @, #here / and @ representthe minimum and ma*imum possible impact of an occurrence of a risk -usually in terms offinancial losses1. >o#ever, the / to @ scale can be arbitrary and need not be on a linear scale.

The probability of occurrence is like#ise commonly assessed on a scale from / to @, #here /represents a very lo# probability of the risk event actually occurring #hile @ represents a veryhigh probability of occurrence. This a*is may be e*pressed in either mathematical terms -eventoccurs once a year, once in ten years, once in /00 years etc.1 or may be e*pressed in plain&nglish -event has occurred here very oftenI event has been kno#n to occur hereI event has

been kno#n to occur in the industry etc.1. 'gain, the / to @ scale can be arbitrary or non7lineardepending on decisions by sub5ect7matter e*perts.

The composite risk inde* thus can take values ranging -typically1 from / through 6@, and thisrange is usually arbitrarily divided into three sub7ranges. The overall risk assessment is thenDo#, 8edium or >igh, depending on the sub7range containing the calculated value of the%omposite nde*. For instance, the three sub7ranges could be defined as / to E, to /C and /< to6@.

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• 3eduction -optimi!e H mitigate1

• )haring -transfer H outsource or insure1

• 3etention -accept and budget1

deal use of these strategies may not be possible. )ome of them may involve trade7offs that arenot acceptable to the organi!ation or person making the risk management decisions. 'nothersource, from the U) ;epartment of ;efense -see link1, ;efense 'cAuisition University, callsthese categories '%'T, for 'void, %ontrol, 'ccept, or Transfer. This use of the '%'T acronym isreminiscent of another '%'T -for 'cAuisition %ategory1 used in U) ;efense industry procurements, in #hich 3isk 8anagement figures prominently in decision making and planning.

Risk avoidance[edit]

This includes not performing an activity that could carry risk. 'n e*ample #ould be not buying a

property or business in order to not take on the legal liability that comes #ith it. 'nother #ould be not flying in order not to take the risk that the airplane #ere to be hi5acked. 'voidance mayseem the ans#er to all risks, but avoiding risks also means losing out on the potential gain thataccepting -retaining1 the risk may have allo#ed. +ot entering a business to avoid the risk of lossalso avoids the possibility of earning profits. ncreasing risk regulation in hospitals has led toavoidance of treating higher risk conditions, in favor of patients presenting #ith lo#er risk ."/6$

$a%ard prevention[edit]

Main arti!le+ azar /re#ention

>a!ard prevention refers to the prevention of risks in an emergency. The first and most effectivestage of ha!ard prevention is the elimination of ha!ards. f this takes too long, is too costly, or isother#ise impractical, the second stage is mitigation.

Risk reduction[edit]

3isk reduction or optimi!ation involves reducing the severity of the loss or the likelihood ofthe loss from occurring. For e*ample, sprinklers are designed to put out a fire to reduce the riskof loss by fire. This method may cause a greater loss by #ater damage and therefore may not besuitable. >alon fire suppression systems may mitigate that risk, but the cost may be prohibitiveas a strategy.

'ckno#ledging that risks can be positive or negative, optimi!ing risks means finding a balance bet#een negative risk and the benefit of the operation or activityI and bet#een risk reduction andeffort applied. y an offshore drilling contractor effectively applying >)& 8anagement in itsorgani!ation, it can optimi!e risk to achieve levels of residual risk that are tolerable."/$

8odern soft#are development methodologies reduce risk by developing and delivering soft#areincrementally. &arly methodologies suffered from the fact that they only delivered soft#are in

https://en.wikipedia.org/wiki/Defense_Acquisition_Universityhttps://en.wikipedia.org/wiki/Defense_Acquisition_Universityhttps://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=11https://en.wikipedia.org/wiki/Real_propertyhttps://en.wikipedia.org/wiki/Legal_liabilityhttps://en.wikipedia.org/wiki/Airplanehttps://en.wikipedia.org/wiki/Aircraft_hijackinghttps://en.wikipedia.org/wiki/Aircraft_hijackinghttps://en.wikipedia.org/wiki/Aircraft_hijackinghttps://en.wikipedia.org/wiki/Risk_management#cite_note-12https://en.wikipedia.org/wiki/Risk_management#cite_note-12https://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=12https://en.wikipedia.org/wiki/Hazard_preventionhttps://en.wikipedia.org/wiki/Hazard_(risk)https://en.wikipedia.org/wiki/Disaster_mitigation#Mitigationhttps://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=13https://en.wikipedia.org/wiki/Fire_sprinklerhttps://en.wikipedia.org/wiki/Fire_sprinklerhttps://en.wikipedia.org/wiki/Firehttps://en.wikipedia.org/wiki/Halomethanehttps://en.wikipedia.org/wiki/Strategyhttps://en.wikipedia.org/wiki/Strategyhttps://en.wikipedia.org/wiki/Risk_management#cite_note-13https://en.wikipedia.org/wiki/Risk_management#cite_note-13https://en.wikipedia.org/wiki/Defense_Acquisition_Universityhttps://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=11https://en.wikipedia.org/wiki/Real_propertyhttps://en.wikipedia.org/wiki/Legal_liabilityhttps://en.wikipedia.org/wiki/Airplanehttps://en.wikipedia.org/wiki/Aircraft_hijackinghttps://en.wikipedia.org/wiki/Risk_management#cite_note-12https://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=12https://en.wikipedia.org/wiki/Hazard_preventionhttps://en.wikipedia.org/wiki/Hazard_(risk)https://en.wikipedia.org/wiki/Disaster_mitigation#Mitigationhttps://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=13https://en.wikipedia.org/wiki/Fire_sprinklerhttps://en.wikipedia.org/wiki/Firehttps://en.wikipedia.org/wiki/Halomethanehttps://en.wikipedia.org/wiki/Strategyhttps://en.wikipedia.org/wiki/Risk_management#cite_note-13


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the final phase of developmentI any problems encountered in earlier phases meant costly re#orkand often 5eopardi!ed the #hole pro5ect. y developing in iterations, soft#are pro5ects can limiteffort #asted to a single iteration.

(utsourcing could be an e*ample of risk reduction if the outsourcer can demonstrate higher

capability at managing or reducing risks."/9$

For e*ample, a company may outsource only itssoft#are development, the manufacturing of hard goods, or customer support needs to anothercompany, #hile handling the business management itself. This #ay, the company canconcentrate more on business development #ithout having to #orry as much about themanufacturing process, managing the development team, or finding a physical location for a callcenter.

Risk sharing[edit]

riefly defined as sharing #ith another party the burden of loss or the benefit of gain, from arisk, and the measures to reduce a risk.

The term of risk transfer is often used in place of risk sharing in the mistaken belief that you cantransfer a risk to a third party through insurance or outsourcing. n practice if the insurancecompany or contractor go bankrupt or end up in court, the original risk is likely to still revert tothe first party. 's such in the terminology of practitioners and scholars alike, the purchase of aninsurance contract is often described as a transfer of risk. >o#ever, technically speaking, the buyer of the contract generally retains legal responsibility for the losses transferred, meaningthat insurance may be described more accurately as a post7event compensatory mechanism. Fore*ample, a personal in5uries insurance policy does not transfer the risk of a car accident to theinsurance company. The risk still lies #ith the policy holder namely the person #ho has been inthe accident. The insurance policy simply provides that if an accident -the event1 occurs

involving the policy holder then some compensation may be payable to the policy holder that iscommensurate #ith the suffering2damage.

)ome #ays of managing risk fall into multiple categories. 3isk retention pools are technicallyretaining the risk for the group, but spreading it over the #hole group involves transfer amongindividual members of the group. This is different from traditional insurance, in that no premiumis e*changed bet#een members of the group up front, but instead losses are assessed to allmembers of the group.

Risk retention[edit]

nvolves accepting the loss, or benefit of gain, from a risk #hen it occurs. True self insurance falls in this category. 3isk retention is a viable strategy for small risks #here the cost of insuringagainst the risk #ould be greater over time than the total losses sustained. 'll risks that are notavoided or transferred are retained by default. This includes risks that are so large or catastrophicthat they either cannot be insured against or the premiums #ould be infeasible. War is ane*ample since most property and risks are not insured against #ar, so the loss attributed by #aris retained by the insured. 'lso any amounts of potential loss -risk1 over the amount insured isretained risk. This may also be acceptable if the chance of a very large loss is small or if the cost

https://en.wikipedia.org/wiki/Outsourcinghttps://en.wikipedia.org/wiki/Risk_management#cite_note-14https://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=14https://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=15https://en.wikipedia.org/wiki/Self_insurancehttps://en.wikipedia.org/wiki/Warhttps://en.wikipedia.org/wiki/Outsourcinghttps://en.wikipedia.org/wiki/Risk_management#cite_note-14https://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=14https://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=15https://en.wikipedia.org/wiki/Self_insurancehttps://en.wikipedia.org/wiki/War


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to insure for greater coverage amounts is so great it #ould hinder the goals of the organi!ationtoo much.

Risk management plan[edit]

Main arti!le+ Risk management /lan

)elect appropriate controls or countermeasures to measure each risk. 3isk mitigation needs to beapproved by the appropriate level of management. For instance, a risk concerning the image ofthe organi!ation should have top management decision behind it #hereas T management #ouldhave the authority to decide on computer virus risks.

The risk management plan should propose applicable and effective security controls formanaging the risks. For e*ample, an observed high risk of computer viruses could be mitigated by acAuiring and implementing antivirus soft#are. ' good risk management plan should containa schedule for control implementation and responsible persons for those actions.

'ccording to )(2&% 6


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Prioriti!ing the risk management /ro!esses too highly could keep an organi!ation from evercompleting a pro5ect or even getting started. This is especially true if other #ork is suspendeduntil the risk management process is considered complete.

t is also important to keep in mind the distinction bet#een risk and uncertainty. 3isk can be

measured by impacts * probability.

f risks are improperly assessed and prioriti!ed, time can be #asted in dealing #ith risk of lossesthat are not likely to occur. )pending too much time assessing and managing unlikely risks candivert resources that could be used more profitably. Unlikely events do occur but if the risk isunlikely enough to occur it may be better to simply retain the risk and deal #ith the result if theloss does in fact occur. Kualitative risk assessment is sub5ective and lacks consistency. The primary 5ustification for a formal risk assessment process is legal and bureaucratic.

!reas[edit]

's applied to corporate finance, risk management is the techniAue for measuring, monitoring andcontrolling the financial or operational risk on a firms balance sheet, a traditional measure is thevalue at risk -Ga31, but there also other measures like profit at risk -Pa31 or margin at risk . Theasel frame#ork breaks risks into market risk -price risk1, credit risk and operational risk andalso specifies methods for calculating capital reAuirements for each of these components.

Enterprise[edit]

Main arti!le+ nter/rise Risk Management

n enterprise risk management, a risk is defined as a possible event or circumstance that can have

negative influences on the enterprise in Auestion. ts impact can be on the very e*istence, theresources -human and capital1, the products and services, or the customers of the enterprise, as#ell as e*ternal impacts on society, markets, or the environment. n a financial institution,enterprise risk management is normally thought of as the combination of credit risk, interest raterisk or asset liability management, liAuidity risk, market risk, and operational risk.

n the more general case, every probable risk can have a pre7formulated plan to deal #ith its possible conseAuences -to ensure !ontingen!y if the risk becomes a liability1.

From the information above and the average cost per employee over time, or cost accrual ratio, a pro5ect manager can estimate:

• the cost associated #ith the risk if it arises, estimated by multiplying employee costs perunit time by the estimated time lost -!ost im/a!t , #here !ost a!!rual ratio 3 % 1.

• the probable increase in time associated #ith a risk - s!heule #arian!e ue to risk , Rs #here 3s L P M )1:

https://en.wikipedia.org/wiki/Uncertaintyhttps://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=20https://en.wikipedia.org/wiki/Corporate_financehttps://en.wikipedia.org/wiki/Operational_riskhttps://en.wikipedia.org/wiki/Operational_riskhttps://en.wikipedia.org/wiki/Balance_sheethttps://en.wikipedia.org/wiki/Value_at_riskhttps://en.wikipedia.org/wiki/Profit_at_riskhttps://en.wikipedia.org/wiki/Margin_at_riskhttps://en.wikipedia.org/wiki/Margin_at_riskhttps://en.wikipedia.org/wiki/Basel_IIhttps://en.wikipedia.org/wiki/Market_riskhttps://en.wikipedia.org/wiki/Market_riskhttps://en.wikipedia.org/wiki/Credit_riskhttps://en.wikipedia.org/wiki/Capital_requirementhttps://en.wikipedia.org/wiki/Capital_requirementhttps://en.wikipedia.org/wiki/Capital_requirementhttps://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=21https://en.wikipedia.org/wiki/Enterprise_Risk_Managementhttps://en.wikipedia.org/wiki/Interest_rate_riskhttps://en.wikipedia.org/wiki/Interest_rate_riskhttps://en.wikipedia.org/wiki/Interest_rate_riskhttps://en.wikipedia.org/wiki/Asset_liability_managementhttps://en.wikipedia.org/wiki/Cost_accrual_ratiohttps://en.wikipedia.org/wiki/Uncertaintyhttps://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=20https://en.wikipedia.org/wiki/Corporate_financehttps://en.wikipedia.org/wiki/Operational_riskhttps://en.wikipedia.org/wiki/Balance_sheethttps://en.wikipedia.org/wiki/Value_at_riskhttps://en.wikipedia.org/wiki/Profit_at_riskhttps://en.wikipedia.org/wiki/Margin_at_riskhttps://en.wikipedia.org/wiki/Basel_IIhttps://en.wikipedia.org/wiki/Market_riskhttps://en.wikipedia.org/wiki/Credit_riskhttps://en.wikipedia.org/wiki/Capital_requirementhttps://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=21https://en.wikipedia.org/wiki/Enterprise_Risk_Managementhttps://en.wikipedia.org/wiki/Interest_rate_riskhttps://en.wikipedia.org/wiki/Interest_rate_riskhttps://en.wikipedia.org/wiki/Asset_liability_managementhttps://en.wikipedia.org/wiki/Cost_accrual_ratio


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o )orting on this value puts the highest risks to the schedule first. This is intended tocause the greatest risks to the pro5ect to be attempted first so that risk isminimi!ed as Auickly as possible.

o This is slightly misleading as s!heule #arian!es #ith a large P and small ) and

vice versa are not eAuivalent. -The risk of the 38) itani! sinking vs. the passengers meals being served at slightly the #rong time1.

• the probable increase in cost associated #ith a risk -!ost #arian!e ue to risk , R! #here3c L PM% L PM%'3M) L PM)M%'31

o sorting on this value puts the highest risks to the budget first.

o see concerns about s!heule #arian!e as this is a function of it, as illustrated in theeAuation above.

3isk in a pro5ect or process can be due either to )pecial %ause Gariation or %ommon %auseGariation and reAuires appropriate treatment. That is to re7iterate the concern about e*tremalcases not being eAuivalent in the list immediately above.

Medical device[edit]

For medical devices, risk management is a process for identifying, evaluating and mitigatingrisks associated #ith harm to people and damage to property or the environment. 3iskmanagement is an integral part of medical device design and development, production processesand evaluation of field e*perience, and is applicable to all types of medical devices. Theevidence of its application is reAuired by most regulatory bodies such as F;'. The management

of risks for medical devices is described by the nternational (rgani!ation for )tandardi!ation-)(1 in )( /9


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soft#are. F8&' analysis can be done using a spreadsheet program. There are also integratedmedical device risk management solutions.

Through a draft guidance, F;' has introduced another method named )afety 'ssurance %asefor medical device safety assurance analysis. The safety assurance case is structured argument

reasoning about systems appropriate for scientists and engineers, supported by a body ofevidence, that provides a compelling, comprehensible and valid case that a system is safe for agiven application in a given environment. With the guidance, a safety assurance case is e*pectedfor safety critical devices -e.g. infusion devices1 as part of the pre7market clearance submission,e.g. @/0-k1. n 60/, F;' introduced another draft guidance e*pecting medical devicemanufacturers to submit cybersecurity risk analysis information.

Pro(ect management[edit]

Main arti!le+ /ro"e!t risk management

'n e*ample of the 3isk 3egister for a pro5ect that includes 9 steps: dentify, 'naly!e, Plan3esponse, 8onitor and %ontrol. "/@$

n pro5ect management, risk management includes the follo#ing activities:"/C$"/


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• )ummari!ing planned and faced risks, effectiveness of mitigation activities, and effortspent for the risk management.

Megapro(ects )infrastructure*[edit]

8egapro5ects -sometimes also called ma5or programs1 are large7scale investment pro5ects,typically costing more than U)/ billion per pro5ect. 8egapro5ects include ma5or bridges,tunnels, high#ays, rail#ays, airports, seaports, po#er plants, dams, #aste#ater pro5ects, coastalflood protection schemes, oil and natural gas e*traction pro5ects, public buildings, informationtechnology systems, aerospace pro5ects, and defense systems. 8egapro5ects have been sho#n to be particularly risky in terms of finance, safety, and social and environmental impacts."/$ 3iskmanagement is therefore particularly pertinent for megapro5ects and special methods and specialeducation have been developed for such risk management."60$

+atural disasters[edit]

t is important to assess risk in regard to natural disasters like floods, earthAuakes, and so on.(utcomes of natural disaster risk assessment are valuable #hen considering future repair costs, business interruption losses and other do#ntime, effects on the environment, insurance costs, andthe proposed costs of reducing the risk."6/$ There are regular conferences in ;avos to deal #ithintegral risk management.

Information technology[edit]

Main arti!le+ $ risk management

nformation technology is increasingly pervasive in modern life in every sector ."66$"6$"69$

T risk is a risk related to information technology. This is a relatively ne# term due to anincreasing a#areness that information security is simply one facet of a multitude of risks that arerelevant to T and the real #orld processes it supports.

' number of methodologies have been developed to deal #ith this kind of risk alongsideadaptations of e*isting practices to ne# paradigms including agile risk management.

)'%'s Risk $ frame#ork ties T risk to enterprise risk management.

Petroleum and natural gas[edit]

For the offshore oil and gas industry, operational risk management is regulated by the safety caseregime in many countries. >a!ard identification and risk assessment tools and techniAues aredescribed in the international standard )( /


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submissionsI these are kno#n as bo&,tie diagrams. The techniAue is also used by organisationsand regulators in mining, aviation, health, defence, industrial and finance. "6@$

Pharmaceutical sector[edit]

The principles and tools for Auality risk management are increasingly being applied to differentaspects of pharmaceutical Auality systems. These aspects include development, manufacturing,distribution, inspection, and submission2revie# processes throughout the lifecycle of drugsubstances, drug products, biological and biotechnological products -including the use of ra#materials, solvents, e*cipients, packaging and labeling materials in drug products, biological and biotechnological products1. 3isk management is also applied to the assessment ofmicrobiological contamination in relation to pharmaceutical products and cleanroommanufacturing environments."6C$

Business continuity[edit]

3isk management is simply a practice of systematically selecting cost7effective approaches forminimising the effect of threat reali!ation to the organi!ation. 'll risks can never be fullyavoided or mitigated simply because of financial and practical limitations. Therefore, allorgani!ations have to accept some level of residual risks. "!itation neee $

Whereas risk management tends to be preemptive, business continuity planning -%P1 #asinvented to deal #ith the conseAuences of realised residual risks. usiness continuity planningconsists of measured that are proposed in the event of various natural disasters or other seriousincidents affecting a company. The necessity to have %P in place arises because even veryunlikely events #ill occur if given enough time. 3isk management and %P are often mistakenlyseen as rivals or overlapping practices. n fact, these processes are so tightly tied together that

separation seems artificial. For e*ample, the risk management process creates important inputsfor the %P -e.g., assets, impact assessments, cost estimates1. 3isk management also proposesapplicable controls for the observed risks. Therefore, risk management covers several areas thatare vital for the %P process. >o#ever, the %P process goes beyond risk managements preemptive approach and assumes that the disaster &ill happen at some point."!itation neee $

Risk communication[edit]

3isk communication is a comple* cross7disciplinary academic field related to core values of thetargeted audiences."6


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n the 6000s, the digital era brings a paradigm shift. ;igital risks are risks of potential loss ofinformation, breaches or privacy or confidentiality and2or loss of core services #hich are arisingfrom increased dependency on information technology systems, digital information storagesystems, nternet services and digital processes. 's more businesses are advertising and providing services online, as #ith 'pple %omputers and its online iTunes store, businesses are

becoming more dependent on their T and nternet operations. t #ill become a ma5or challengefor the ne# evolving e*ecutive role of Qdigital4 risk officer. &*ecutives are accountable for bothoperational performance and achieving strategic ob5ectives. There is no# a need for e*ecutivesto understand the direct alignment of digital risks #ith the strategic business goals of theenterprise. ;igital risk management is the ne*t evolution in Qdigital risk and security strategies4.t is about re7defining corporate governance and Qdigital perpetuation4 and should form part ofthe digital risk management plan.

.ee also[edit]

• 'irmic

• %arto;

• %hief risk officer

• &nvironmental 3isk 8anagement 'uthority

• &vent chain methodology

• Financial risk management

• Fuel price risk management

• Rlobal 'ssociation of 3isk Professionals

• Rlobal 3isk Forum R3F ;avos

• >a!ard analysis

• >a!ard and operability study

• nstitute of 3isk 8anagement

• nternational nstitute of 3isk S )afety 8anagement

• nternational 3isk Rovernance %ouncil

• nternational )#aps and ;erivatives 'ssociation

https://en.wikipedia.org/wiki/Internethttps://en.wikipedia.org/wiki/Internethttps://en.wikipedia.org/wiki/Apple_Computershttps://en.wikipedia.org/wiki/ITuneshttps://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=32https://en.wikipedia.org/wiki/Airmichttps://en.wikipedia.org/wiki/CartoDBhttps://en.wikipedia.org/wiki/Chief_risk_officerhttps://en.wikipedia.org/wiki/Environmental_Risk_Management_Authorityhttps://en.wikipedia.org/wiki/Event_chain_methodologyhttps://en.wikipedia.org/wiki/Financial_risk_managementhttps://en.wikipedia.org/wiki/Fuel_price_risk_managementhttps://en.wikipedia.org/wiki/Global_Association_of_Risk_Professionalshttps://en.wikipedia.org/wiki/Global_Risk_Forum_GRF_Davoshttps://en.wikipedia.org/wiki/Hazard_analysishttps://en.wikipedia.org/wiki/Hazard_and_operability_studyhttps://en.wikipedia.org/wiki/Institute_of_Risk_Managementhttps://en.wikipedia.org/wiki/International_Institute_of_Risk_%26_Safety_Managementhttps://en.wikipedia.org/wiki/International_Risk_Governance_Councilhttps://en.wikipedia.org/wiki/International_Swaps_and_Derivatives_Associationhttps://en.wikipedia.org/wiki/Internethttps://en.wikipedia.org/wiki/Apple_Computershttps://en.wikipedia.org/wiki/ITuneshttps://en.wikipedia.org/w/index.php?title=Risk_management&action=edit&section=32https://en.wikipedia.org/wiki/Airmichttps://en.wikipedia.org/wiki/CartoDBhttps://en.wikipedia.org/wiki/Chief_risk_officerhttps://en.wikipedia.org/wiki/Environmental_Risk_Management_Authorityhttps://en.wikipedia.org/wiki/Event_chain_methodologyhttps://en.wikipedia.org/wiki/Financial_risk_managementhttps://en.wikipedia.org/wiki/Fuel_price_risk_managementhttps://en.wikipedia.org/wiki/Global_Association_of_Risk_Professionalshttps://en.wikipedia.org/wiki/Global_Risk_Forum_GRF_Davoshttps://en.wikipedia.org/wiki/Hazard_analysishttps://en.wikipedia.org/wiki/Hazard_and_operability_studyhttps://en.wikipedia.org/wiki/Institute_of_Risk_Managementhttps://en.wikipedia.org/wiki/International_Institute_of_Risk_%26_Safety_Managementhttps://en.wikipedia.org/wiki/International_Risk_Governance_Councilhttps://en.wikipedia.org/wiki/International_Swaps_and_Derivatives_Association


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• )( /000

• Dist of finance topics

• Dist of pro5ect management topics

• Doss7control consultant

• 8anagerial risk accounting

• (perational risk management

• (ptimism bias

• Precautionary principle

• Process )afety 8anagement

• Professional 3isk 8anagers nternational 'ssociation

• Public &ntity 3isk nstitute

• 3epresentativeness heuristic

• 3eference class forecasting

• 3isk'o'

• 3isk assessment

• 3isk cybernetics

• 3isk governance

• 3isk homeostasis

• 3isk intelligence

• 3isk 8anagement 'gency

• 3isk 8anagement 'uthority

• 3isk 8anagement nformation )ystems

https://en.wikipedia.org/wiki/ISO_31000https://en.wikipedia.org/wiki/List_of_finance_topicshttps://en.wikipedia.org/wiki/List_of_project_management_topicshttps://en.wikipedia.org/wiki/Loss-control_consultanthttps://en.wikipedia.org/wiki/Managerial_risk_accountinghttps://en.wikipedia.org/wiki/Operational_risk_managementhttps://en.wikipedia.org/wiki/Optimism_biashttps://en.wikipedia.org/wiki/Precautionary_principlehttps://en.wikipedia.org/wiki/Process_Safety_Managementhttps://en.wikipedia.org/wiki/Professional_Risk_Managers'_International_Associationhttps://en.wikipedia.org/wiki/Public_Entity_Risk_Institutehttps://en.wikipedia.org/wiki/Representativeness_heuristichttps://en.wikipedia.org/wiki/Reference_class_forecastinghttps://en.wikipedia.org/wiki/RiskAoAhttps://en.wikipedia.org/wiki/Risk_assessmenthttps://en.wikipedia.org/wiki/Risk_cyberneticshttps://en.wikipedia.org/wiki/Risk_governancehttps://en.wikipedia.org/wiki/Risk_homeostasishttps://en.wikipedia.org/wiki/Risk_intelligencehttps://en.wikipedia.org/wiki/Risk_Management_Agencyhttps://en.wikipedia.org/wiki/Risk_Management_Authorityhttps://en.wikipedia.org/wiki/Risk_Management_Information_Systemshttps://en.wikipedia.org/wiki/ISO_31000https://en.wikipedia.org/wiki/List_of_finance_topicshttps://en.wikipedia.org/wiki/List_of_project_management_topicshttps://en.wikipedia.org/wiki/Loss-control_consultanthttps://en.wikipedia.org/wiki/Managerial_risk_accountinghttps://en.wikipedia.org/wiki/Operational_risk_managementhttps://en.wikipedia.org/wiki/Optimism_biashttps://en.wikipedia.org/wiki/Precautionary_principlehttps://en.wikipedia.org/wiki/Process_Safety_Managementhttps://en.wikipedia.org/wiki/Professional_Risk_Managers'_International_Associationhttps://en.wikipedia.org/wiki/Public_Entity_Risk_Institutehttps://en.wikipedia.org/wiki/Representativeness_heuristichttps://en.wikipedia.org/wiki/Reference_class_forecastinghttps://en.wikipedia.org/wiki/RiskAoAhttps://en.wikipedia.org/wiki/Risk_assessmenthttps://en.wikipedia.org/wiki/Risk_cyberneticshttps://en.wikipedia.org/wiki/Risk_governancehttps://en.wikipedia.org/wiki/Risk_homeostasishttps://en.wikipedia.org/wiki/Risk_intelligencehttps://en.wikipedia.org/wiki/Risk_Management_Agencyhttps://en.wikipedia.org/wiki/Risk_Management_Authorityhttps://en.wikipedia.org/wiki/Risk_Management_Information_Systems


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• 3isk 8anagement Programme

• 3isk management tools

• 3isk matri*

• 3isk register

• 3iskDab

• 3oys safety7first criterion

• )ociety for 3isk 'nalysis

• )ocial risk management

• )ocial vulnerability

• )ubstantial eAuivalence

• )upply %hain 3isk 8anagement

• Gulnerability assessment

References[edit]

/. Jump up to: a b ubbar, 6ouglas (200). he Failure o Risk Management+ 7hy $t8s 9roken an o5 to Fi: $t. John 7iley ; %ons. /. 4.

6. /ump up 0 o!abulary. $nternational&rganization or %tanarization.

9. Jump up to: a b $%&D6$% *1000 (200). Risk management E Arin!i/les an guielines onim/lementation. $nternational &rganization or %tanarization.

@. /ump up 0 Trevisani, ;aniele -600arvard usiness 3evie#, vol. E, no. , pp. C0/7C0


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E. /ump up 0 %8U2)&77T37C Ta*onomy7based risk identification in soft#are industry.)ei.cmu.edu. 3etrieved on 60/67097/


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6@. /ump up 0 "/$. o#tieXP. 3etrieved on 60/970709.

6C. /ump up 0 %aghee M, %anle , is5ell (eitors) (2011). Mi!robiology an %terility uman Factors2ehavioral )ciences;ivision, )cience and Technology ;irectorate, 8ay 60/6

• $%&D$D$ 10C?-200 - %ystems an sot5are engineering E ie !y!le /ro!esses E Risk

management. 200. oi+10.110D$%6.200.2CC?4 . $%9 C-0-*C1-4-1.

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https://en.wikipedia.org/wiki/Risk_management#cite_ref-bowtiexp.com.au_25-0https://en.wikipedia.org/wiki/Risk_management#cite_ref-bowtiexp.com.au_25-0http://www.bowtiexp.com.au/about-us/bowtie-xp-methodologyhttp://www.bowtiexp.com.au/about-us/bowtie-xp-methodologyhttps://en.wikipedia.org/wiki/Risk_management#cite_ref-Sandle_26-0https://en.wikipedia.org/wiki/Risk_management#cite_ref-Sandle_26-0https://en.wikipedia.org/wiki/International_Standard_Book_Numberhttps://en.wikipedia.org/wiki/International_Standard_Book_Numberhttps://en.wikipedia.org/wiki/International_Standard_Book_Numberhttps://en.wikipedia.org/wiki/Special:BookSources/978-8190646741https://en.wikipedia.org/wiki/Special:BookSources/978-8190646741https://en.wikipedia.org/wiki/Risk_management#cite_ref-27https://en.wikipedia.org/wiki/Risk_management#cite_ref-27http://www.med.navy.mil/sites/nmcphc/Documents/policy-and-instruction/nmcphc-risk-communications-primer.pdfhttp://www.med.navy.mil/sites/nmcphc/Documents/policy-and-instruction/nmcphc-risk-communications-primer.pdfhttps://en.wikipedia.org/wiki/Risk_management#cite_ref-28https://en.wikipedia.org/wiki/Risk_management#cite_ref-28http://www.start.umd.edu/sites/default/files/files/publications/UnderstandingRiskCommunicationTheory.pdfhttp://www.start.umd.edu/sites/default/files/files/publications/UnderstandingRiskCommunicationTheory.pdfhttp://www.start.umd.edu/sites/default/files/files/publications/UnderstandingRiskCommunicationTheory.pdfhttps://en.wikipedia.org/wiki/Digital_object_identifierhttps://dx.doi.org/10.1109%2FIEEESTD.2006.288594https://en.wikipedia.org/wiki/International_Standard_Book_Numberhttps://en.wikipedia.org/wiki/International_Standard_Book_Numberhttps://en.wikipedia.org/wiki/Special:BookSources/978-0-7381-4969-1https://en.wikipedia.org/wiki/Special:BookSources/978-0-7381-4969-1https://en.wikipedia.org/wiki/Risk_managementhttps://en.wikipedia.org/wiki/Template:Systems_engineeringhttps://en.wikipedia.org/wiki/Template_talk:Systems_engineeringhttps://en.wikipedia.org/w/index.php?title=Template:Systems_engineering&action=edithttps://en.wikipedia.org/wiki/Systems_engineeringhttps://en.wikipedia.org/wiki/Risk_managementhttps://en.wikipedia.org/wiki/Template:Software_engineeringhttps://en.wikipedia.org/wiki/Template_talk:Software_engineeringhttps://en.wikipedia.org/w/index.php?title=Template:Software_engineering&action=edithttps://en.wikipedia.org/wiki/Risk_management#cite_ref-bowtiexp.com.au_25-0http://www.bowtiexp.com.au/about-us/bowtie-xp-methodologyhttps://en.wikipedia.org/wiki/Risk_management#cite_ref-Sandle_26-0https://en.wikipedia.org/wiki/International_Standard_Book_Numberhttps://en.wikipedia.org/wiki/Special:BookSources/978-8190646741https://en.wikipedia.org/wiki/Risk_management#cite_ref-27http://www.med.navy.mil/sites/nmcphc/Documents/policy-and-instruction/nmcphc-risk-communications-primer.pdfhttp://www.med.navy.mil/sites/nmcphc/Documents/policy-and-instruction/nmcphc-risk-communications-primer.pdfhttps://en.wikipedia.org/wiki/Risk_management#cite_ref-28http://www.start.umd.edu/sites/default/files/files/publications/UnderstandingRiskCommunicationTheory.pdfhttp://www.start.umd.edu/sites/default/files/files/publications/UnderstandingRiskCommunicationTheory.pdfhttp://www.start.umd.edu/sites/default/files/files/publications/UnderstandingRiskCommunicationTheory.pdfhttps://en.wikipedia.org/wiki/Digital_object_identifierhttps://dx.doi.org/10.1109%2FIEEESTD.2006.288594https://en.wikipedia.org/wiki/International_Standard_Book_Numberhttps://en.wikipedia.org/wiki/Special:BookSources/978-0-7381-4969-1https://en.wikipedia.org/wiki/Risk_managementhttps://en.wikipedia.org/wiki/Template:Systems_engineeringhttps://en.wikipedia.org/wiki/Template_talk:Systems_engineeringhttps://en.wikipedia.org/w/index.php?title=Template:Systems_engineering&action=edithttps://en.wikipedia.org/wiki/Systems_engineeringhttps://en.wikipedia.org/wiki/Risk_managementhttps://en.wikipedia.org/wiki/Template:Software_engineeringhttps://en.wikipedia.org/wiki/Template_talk:Software_engineeringhttps://en.wikipedia.org/w/index.php?title=Template:Software_engineering&action=edit


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.oft&are engineering

;evelopmental

• 'gile

• &UP

• &*ecutable U8D

• ncremental model

• terative model

• Prototype model

• 3';

• UP

•

(ther • )P%&

• %88

• ;ata model

• &3 model

• Function model

• nformation model

• 8etamodeling

https://en.wikipedia.org/wiki/Software_engineeringhttps://en.wikipedia.org/wiki/Agile_software_developmenthttps://en.wikipedia.org/wiki/Enterprise_Unified_Processhttps://en.wikipedia.org/wiki/Executable_UMLhttps://en.wikipedia.org/wiki/Incremental_build_modelhttps://en.wikipedia.org/wiki/Iterative_and_incremental_developmenthttps://en.wikipedia.org/wiki/Software_prototypinghttps://en.wikipedia.org/wiki/Rapid_application_developmenthttps://en.wikipedia.org/wiki/Unified_Processhttps://en.wikipedia.org/wiki/ISO/IEC_15504https://en.wikipedia.org/wiki/Capability_Maturity_Model_Integrationhttps://en.wikipedia.org/wiki/Data_modelhttps://en.wikipedia.org/wiki/Entity%E2%80%93relationship_modelhttps://en.wikipedia.org/wiki/Function_modelhttps://en.wikipedia.org/wiki/Information_modelhttps://en.wikipedia.org/wiki/Metamodelinghttps://en.wikipedia.org/wiki/Software_engineeringhttps://en.wikipedia.org/wiki/Agile_software_developmenthttps://en.wikipedia.org/wiki/Enterprise_Unified_Processhttps://en.wikipedia.org/wiki/Executable_UMLhttps://en.wikipedia.org/wiki/Incremental_build_modelhttps://en.wikipedia.org/wiki/Iterative_and_incremental_developmenthttps://en.wikipedia.org/wiki/Software_prototypinghttps://en.wikipedia.org/wiki/Rapid_application_developmenthttps://en.wikipedia.org/wiki/Unified_Processhttps://en.wikipedia.org/wiki/ISO/IEC_15504https://en.wikipedia.org/wiki/Capability_Maturity_Model_Integrationhttps://en.wikipedia.org/wiki/Data_modelhttps://en.wikipedia.org/wiki/Entity%E2%80%93relationship_modelhttps://en.wikipedia.org/wiki/Function_modelhttps://en.wikipedia.org/wiki/Information_modelhttps://en.wikipedia.org/wiki/Metamodeling


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26/74

2eneral

topics

• &nvironment, health and safety

• &rgonomics

• >ealth physics

• >ospital7acAuired infection

• ndoor air Auality

• (ccupational asthma

• (ccupational disease

• (ccupational hygiene

• (ccupational in5ury

• Risk management

• Process safety management

•

Public health

• 3epetitive strain in5ury

Professions• &nvironmental health

• ndustrial engineering

• (ccupational health nursing

• (ccupational health psychology

• (ccupational medicine

https://en.wikipedia.org/wiki/Environment,_health_and_safetyhttps://en.wikipedia.org/wiki/Ergonomicshttps://en.wikipedia.org/wiki/Health_physicshttps://en.wikipedia.org/wiki/Hospital-acquired_infectionhttps://en.wikipedia.org/wiki/Indoor_air_qualityhttps://en.wikipedia.org/wiki/Occupational_asthmahttps://en.wikipedia.org/wiki/Occupational_diseasehttps://en.wikipedia.org/wiki/Occupational_hygienehttps://en.wikipedia.org/wiki/Occupational_injuryhttps://en.wikipedia.org/wiki/Process_safety_managementhttps://en.wikipedia.org/wiki/Public_healthhttps://en.wikipedia.org/wiki/Repetitive_strain_injuryhttps://en.wikipedia.org/wiki/Environmental_healthhttps://en.wikipedia.org/wiki/Industrial_engineeringhttps://en.wikipedia.org/wiki/Occupational_health_nursinghttps://en.wikipedia.org/wiki/Occupational_health_psychologyhttps://en.wikipedia.org/wiki/Occupational_medicinehttps://en.wikipedia.org/wiki/Environment,_health_and_safetyhttps://en.wikipedia.org/wiki/Ergonomicshttps://en.wikipedia.org/wiki/Health_physicshttps://en.wikipedia.org/wiki/Hospital-acquired_infectionhttps://en.wikipedia.org/wiki/Indoor_air_qualityhttps://en.wikipedia.org/wiki/Occupational_asthmahttps://en.wikipedia.org/wiki/Occupational_diseasehttps://en.wikipedia.org/wiki/Occupational_hygienehttps://en.wikipedia.org/wiki/Occupational_injuryhttps://en.wikipedia.org/wiki/Process_safety_managementhttps://en.wikipedia.org/wiki/Public_healthhttps://en.wikipedia.org/wiki/Repetitive_strain_injuryhttps://en.wikipedia.org/wiki/Environmental_healthhttps://en.wikipedia.org/wiki/Industrial_engineeringhttps://en.wikipedia.org/wiki/Occupational_health_nursinghttps://en.wikipedia.org/wiki/Occupational_health_psychologyhttps://en.wikipedia.org/wiki/Occupational_medicine


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• (ccupational therapist

• )afety engineering

•

.pecific

disorders • 'crodynia

• 'sbestosis

• erylliosis

• rucellosis

• yssinosis -bro#n lung1

• %halicosis

• %himney s#eeps carcinoma

• %hronic solvent7induced encephalopathy -%)&1

• %oal#orkers pneumoconiosis -black lung1

• %oncussions in sport

• ;e Kuervain syndrome

• &*posure to human nail dust

• Farmers lung

• Fiddlers neck

• Flock #orkers lung

https://en.wikipedia.org/wiki/Occupational_therapisthttps://en.wikipedia.org/wiki/Safety_engineeringhttps://en.wikipedia.org/wiki/Acrodyniahttps://en.wikipedia.org/wiki/Asbestosishttps://en.wikipedia.org/wiki/Berylliosishttps://en.wikipedia.org/wiki/Brucellosishttps://en.wikipedia.org/wiki/Byssinosishttps://en.wikipedia.org/wiki/Chalicosishttps://en.wikipedia.org/wiki/Chimney_sweeps'_carcinomahttps://en.wikipedia.org/wiki/Chronic_solvent-induced_encephalopathyhttps://en.wikipedia.org/wiki/Coalworker's_pneumoconiosishttps://en.wikipedia.org/wiki/Concussions_in_sporthttps://en.wikipedia.org/wiki/De_Quervain_syndromehttps://en.wikipedia.org/wiki/Occupational_hazards_associated_with_exposure_to_human_nail_dusthttps://en.wikipedia.org/wiki/Farmer's_lunghttps://en.wikipedia.org/wiki/Fiddler's_neckhttps://en.wikipedia.org/wiki/Flock_worker's_lunghttps://en.wikipedia.org/wiki/Occupational_therapisthttps://en.wikipedia.org/wiki/Safety_engineeringhttps://en.wikipedia.org/wiki/Acrodyniahttps://en.wikipedia.org/wiki/Asbestosishttps://en.wikipedia.org/wiki/Berylliosishttps://en.wikipedia.org/wiki/Brucellosishttps://en.wikipedia.org/wiki/Byssinosishttps://en.wikipedia.org/wiki/Chalicosishttps://en.wikipedia.org/wiki/Chimney_sweeps'_carcinomahttps://en.wikipedia.org/wiki/Chronic_solvent-induced_encephalopathyhttps://en.wikipedia.org/wiki/Coalworker's_pneumoconiosishttps://en.wikipedia.org/wiki/Concussions_in_sporthttps://en.wikipedia.org/wiki/De_Quervain_syndromehttps://en.wikipedia.org/wiki/Occupational_hazards_associated_with_exposure_to_human_nail_dusthttps://en.wikipedia.org/wiki/Farmer's_lunghttps://en.wikipedia.org/wiki/Fiddler's_neckhttps://en.wikipedia.org/wiki/Flock_worker's_lung


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• Rlassblo#ers cataract

• Rolfers elbo#

• >earing Doss

• ndium lung

• Daboratory animal allergy

• Dead poisoning

• 8ad hatter disease

• 8esothelioma

• 8etal fume fever

• 8ule spinners cancer

• +oise7induced hearing loss

•

Phossy 5a#

• Pneumoconiosis

• 3adium 5a#

• )ilicosis

• )ilo7fillers disease

• )urfers ear

• Tennis elbo#

• Tinnitus

https://en.wikipedia.org/wiki/Glassblower's_cataracthttps://en.wikipedia.org/wiki/Golfer's_elbowhttps://en.wikipedia.org/wiki/Hearing_Losshttps://en.wikipedia.org/wiki/Indium_lunghttps://en.wikipedia.org/wiki/Laboratory_animal_allergyhttps://en.wikipedia.org/wiki/Lead_poisoning#Occupational_exposurehttps://en.wikipedia.org/wiki/Mad_hatter_diseasehttps://en.wikipedia.org/wiki/Mesotheliomahttps://en.wikipedia.org/wiki/Metal_fume_feverhttps://en.wikipedia.org/wiki/Mule_spinners'_cancerhttps://en.wikipedia.org/wiki/Noise-induced_hearing_losshttps://en.wikipedia.org/wiki/Phossy_jawhttps://en.wikipedia.org/wiki/Pneumoconiosishttps://en.wikipedia.org/wiki/Radium_jawhttps://en.wikipedia.org/wiki/Silicosishttps://en.wikipedia.org/wiki/Silo-filler's_diseasehttps://en.wikipedia.org/wiki/Surfer's_earhttps://en.wikipedia.org/wiki/Tennis_elbowhttps://en.wikipedia.org/wiki/Tinnitushttps://en.wikipedia.org/wiki/Glassblower's_cataracthttps://en.wikipedia.org/wiki/Golfer's_elbowhttps://en.wikipedia.org/wiki/Hearing_Losshttps://en.wikipedia.org/wiki/Indium_lunghttps://en.wikipedia.org/wiki/Laboratory_animal_allergyhttps://en.wikipedia.org/wiki/Lead_poisoning#Occupational_exposurehttps://en.wikipedia.org/wiki/Mad_hatter_diseasehttps://en.wikipedia.org/wiki/Mesotheliomahttps://en.wikipedia.org/wiki/Metal_fume_feverhttps://en.wikipedia.org/wiki/Mule_spinners'_cancerhttps://en.wikipedia.org/wiki/Noise-induced_hearing_losshttps://en.wikipedia.org/wiki/Phossy_jawhttps://en.wikipedia.org/wiki/Pneumoconiosishttps://en.wikipedia.org/wiki/Radium_jawhttps://en.wikipedia.org/wiki/Silicosishttps://en.wikipedia.org/wiki/Silo-filler's_diseasehttps://en.wikipedia.org/wiki/Surfer's_earhttps://en.wikipedia.org/wiki/Tennis_elbowhttps://en.wikipedia.org/wiki/Tinnitus


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• Writers cramp

•

.tandards

• (ccupational )afety and >ealth %onvention, /E/

• (>)') /E00/

• Worker Protection )tandard -U)1

• Working &nvironment %onvention, /ealth (rgani!ation

•

Regional3+ational• &uropean 'gency for )afety and

>ealth at Work

• >ealth and )afety &*ecutive

• +ational nstitute for

(ccupational )afety and >ealth

• (ccupational )afety and >ealth

https://en.wikipedia.org/wiki/Writer's_cramphttps://en.wikipedia.org/wiki/Occupational_Safety_and_Health_Convention,_1981https://en.wikipedia.org/wiki/OHSAS_18001https://en.wikipedia.org/wiki/Worker_Protection_Standardhttps://en.wikipedia.org/wiki/Working_Environment_(Air_Pollution,_Noise_and_Vibration)_Convention,_1977https://en.wikipedia.org/wiki/Internationalhttps://en.wikipedia.org/wiki/Internationalhttps://en.wikipedia.org/wiki/International_Labour_Organizationhttps://en.wikipedia.org/wiki/International_Labour_Organizationhttps://en.wikipedia.org/wiki/World_Health_Organizationhttps://en.wikipedia.org/wiki/European_Agency_for_Safety_and_Health_at_Workhttps://en.wikipedia.org/wiki/European_Agency_for_Safety_and_Health_at_Workhttps://en.wikipedia.org/wiki/Health_and_Safety_Executivehttps://en.wikipedia.org/wiki/National_Institute_for_Occupational_Safety_and_Healthhttps://en.wikipedia.org/wiki/National_Institute_for_Occupational_Safety_and_Healthhttps://en.wikipedia.org/wiki/Occupational_Safety_and_Health_Administrationhttps://en.wikipedia.org/wiki/Writer's_cramphttps://en.wikipedia.org/wiki/Occupational_Safety_and_Health_Convention,_1981https://en.wikipedia.org/wiki/OHSAS_18001https://en.wikipedia.org/wiki/Worker_Protection_Standardhttps://en.wikipedia.org/wiki/Working_Environment_(Air_Pollution,_Noise_and_Vibration)_Convention,_1977https://en.wikipedia.org/wiki/Internationalhttps://en.wikipedia.org/wiki/International_Labour_Organizationhttps://en.wikipedia.org/wiki/International_Labour_Organizationhttps://en.wikipedia.org/wiki/World_Health_Organizationhttps://en.wikipedia.org/wiki/European_Agency_for_Safety_and_Health_at_Workhttps://en.wikipedia.org/wiki/European_Agency_for_Safety_and_Health_at_Workhttps://en.wikipedia.org/wiki/Health_and_Safety_Executivehttps://en.wikipedia.org/wiki/National_Institute_for_Occupational_Safety_and_Healthhttps://en.wikipedia.org/wiki/National_Institute_for_Occupational_Safety_and_Healthhttps://en.wikipedia.org/wiki/Occupational_Safety_and_Health_Administration


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'dministration

radiation risk

to employee

+on,ioni%ing radiation

• 'coustic radiation force

• nfrared

• Dight

• 8icro#ave

• 3adio #aves

• Ultraviolet

•

Ioni%ing radiation• 'lpha particle

• ackground radiation

• eta particle

• %osmic ray

• Ramma ray

• +uclear fission

• +uclear fusion

• 3adioactive decay

https://en.wikipedia.org/wiki/Occupational_Safety_and_Health_Administrationhttps://en.wikipedia.org/wiki/Non-ionizing_radiationhttps://en.wikipedia.org/wiki/Acoustic_radiation_forcehttps://en.wikipedia.org/wiki/Infraredhttps://en.wikipedia.org/wiki/Lighthttps://en.wikipedia.org/wiki/Microwavehttps://en.wikipedia.org/wiki/Radio_waveshttps://en.wikipedia.org/wiki/Ultraviolethttps://en.wikipedia.org/wiki/Ionizing_radiationhttps://en.wikipedia.org/wiki/Alpha_particlehttps://en.wikipedia.org/wiki/Background_radiationhttps://en.wikipedia.org/wiki/Beta_particlehttps://en.wikipedia.org/wiki/Cosmic_rayhttps://en.wikipedia.org/wiki/Gamma_rayhttps://en.wikipedia.org/wiki/Nuclear_fissionhttps://en.wikipedia.org/wiki/Nuclear_fusionhttps://en.wikipedia.org/wiki/Radioactive_decayhttps://en.wikipedia.org/wiki/Occupational_Safety_and_Health_Administrationhttps://en.wikipedia.org/wiki/Occupational_Safety_and_Health_Administrationhttps://en.wikipedia.org/wiki/Non-ionizing_radiationhttps://en.wikipedia.org/wiki/Acoustic_radiation_forcehttps://en.wikipedia.org/wiki/Infraredhttps://en.wikipedia.org/wiki/Lighthttps://en.wikipedia.org/wiki/Microwavehttps://en.wikipedia.org/wiki/Radio_waveshttps://en.wikipedia.org/wiki/Ultraviolethttps://en.wikipedia.org/wiki/Ionizing_radiationhttps://en.wikipedia.org/wiki/Alpha_particlehttps://en.wikipedia.org/wiki/Background_radiationhttps://en.wikipedia.org/wiki/Beta_particlehttps://en.wikipedia.org/wiki/Cosmic_rayhttps://en.wikipedia.org/wiki/Gamma_rayhttps://en.wikipedia.org/wiki/Nuclear_fissionhttps://en.wikipedia.org/wiki/Nuclear_fusionhttps://en.wikipedia.org/wiki/Radioactive_decay


31/74

• +uclear reactors

• +uclear #eapons

• Particle accelerators

• 3adioactive materials

• X7ray

.ee also

• angladesh 'ccord

• &nvironmental to*icology

• nternational %hemical )afety %ard

• )afety data sheet -);)1

• )ports in5uries

• To*ic tort

• Workers compensation

• +ational ;ay of 8ourning -%anadian observance1

•

• Category

• Commons

"sho#$

https://en.wikipedia.org/wiki/Nuclear_reactorhttps://en.wikipedia.org/wiki/Nuclear_weaponhttps://en.wikipedia.org/wiki/Particle_acceleratorhttps://en.wikipedia.org/wiki/Radionuclidehttps://en.wikipedia.org/wiki/X-rayhttps://en.wikipedia.org/wiki/Accord_on_Factory_and_Building_Safety_in_Bangladeshhttps://en.wikipedia.org/wiki/Environmental_toxicologyhttps://en.wikipedia.org/wiki/International_Chemical_Safety_Cardhttps://en.wikipedia.org/wiki/Safety_data_sheethttps://en.wikipedia.org/wiki/Sports_injuryhttps://en.wikipedia.org/wiki/Toxic_torthttps://en.wikipedia.org/wiki/Workers_compensationhttps://en.wikipedia.org/wiki/National_Day_of_Mourning_(Canadian_observance)https://en.wikipedia.org/wiki/Category:Occupational_safety_and_healthhttps://commons.wikimedia.org/wiki/Category:Occupational_safety_and_healthhttps://en.wikipedia.org/wiki/Risk_managementhttps://en.wikipedia.org/wiki/Nuclear_reactorhttps://en.wikipedia.org/wiki/Nuclear_weaponhttps://en.wikipedia.org/wiki/Particle_acceleratorhttps://en.wikipedia.org/wiki/Radionuclidehttps://en.wikipedia.org/wiki/X-rayhttps://en.wikipedia.org/wiki/Accord_on_Factory_and_Building_Safety_in_Bangladeshhttps://en.wikipedia.org/wiki/Environmental_toxicologyhttps://en.wikipedia.org/wiki/International_Chemical_Safety_Cardhttps://en.wikipedia.org/wiki/Safety_data_sheethttps://en.wikipedia.org/wiki/Sports_injuryhttps://en.wikipedia.org/wiki/Toxic_torthttps://en.wikipedia.org/wiki/Workers_compensationhttps://en.wikipedia.org/wiki/National_Day_of_Mourning_(Canadian_observance)https://en.wikipedia.org/wiki/Category:Occupational_safety_and_healthhttps://commons.wikimedia.org/wiki/Category:Occupational_safety_and_healthhttps://en.wikipedia.org/wiki/Risk_management


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IEEE standards

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https://en.wikipedia.org/wiki/Template:IEEE_standardshttps://en.wikipedia.org/wiki/Template_talk:IEEE_standardshttps://en.wikipedia.org/w/index.php?title=Template:IEEE_standards&action=edithttps://en.wikipedia.org/wiki/IEEE_Standards_Associationhttps://en.wikipedia.org/wiki/IEEE_802.1https://en.wikipedia.org/wiki/IEEE_802.1Dhttps://en.wikipedia.org/wiki/IEEE_P802.1phttps://en.wikipedia.org/wiki/IEEE_802.1Qhttps://en.wikipedia.org/wiki/Stream_Reservation_Protocolhttps://en.wikipedia.org/wiki/Provider_Backbone_Bridge_Traffic_Engineeringhttps://en.wikipedia.org/wiki/Spanning_Tree_Protocolhttps://en.wikipedia.org/wiki/IEEE_802.1Xhttps://en.wikipedia.org/wiki/Link_Layer_Discovery_Protocolhttps://en.wikipedia.org/wiki/IEEE_802.1adhttps://en.wikipedia.org/wiki/IEEE_802.1AEhttps://en.wikipedia.org/wiki/IEEE_802.1aghttps://en.wikipedia.org/wiki/IEEE_802.1ah-2008https://en.wikipedia.org/wiki/Multiple_Registration_Protocolhttps://en.wikipedia.org/wiki/IEEE_802.1aqhttps://en.wikipedia.org/wiki/Template:IEEE_standardshttps://en.wikipedia.org/wiki/Template_talk:IEEE_standardshttps://en.wikipedia.org/w/index.php?title=Template:IEEE_standards&action=edithttps://en.wikipedia.org/wiki/IEEE_Standards_Associationhttps://en.wikipedia.org/wiki/IEEE_802.1https://en.wikipedia.org/wiki/IEEE_802.1Dhttps://en.wikipedia.org/wiki/IEEE_P802.1phttps://en.wikipedia.org/wiki/IEEE_802.1Qhttps://en.wikipedia.org/wiki/Stream_Reservation_Protocolhttps://en.wikipedia.org/wiki/Provider_Backbone_Bridge_Traffic_Engineeringhttps://en.wikipedia.org/wiki/Spanning_Tree_Protocolhttps://en.wikipedia.org/wiki/IEEE_802.1Xhttps://en.wikipedia.org/wiki/Link_Layer_Discovery_Protocolhttps://en.wikipedia.org/wiki/IEEE_802.1adhttps://en.wikipedia.org/wiki/IEEE_802.1AEhttps://en.wikipedia.org/wiki/IEEE_802.1aghttps://en.wikipedia.org/wiki/IEEE_802.1ah-2008https://en.wikipedia.org/wiki/Multiple_Registration_Protocolhttps://en.wikipedia.org/wiki/IEEE_802.1aq


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https://en.wikipedia.org/wiki/Link_aggregationhttps://en.wikipedia.org/wiki/Data_center_bridging#IEEE_Task_Grouphttps://en.wikipedia.org/wiki/IEEE_802.11https://en.wikipedia.org/wiki/IEEE_802.11a-1999https://en.wikipedia.org/wiki/IEEE_802.11b-1999https://en.wikipedia.org/wiki/IEEE_802.11chttps://en.wikipedia.org/wiki/IEEE_802.11d-2001https://en.wikipedia.org/wiki/IEEE_802.11e-2005https://en.wikipedia.org/wiki/Inter-Access_Point_Protocolhttps://en.wikipedia.org/wiki/IEEE_802.11g-2003https://en.wikipedia.org/wiki/IEEE_802.11h-2003https://en.wikipedia.org/wiki/IEEE_802.11i-2004https://en.wikipedia.org/wiki/IEEE_802.11j-2004https://en.wikipedia.org/wiki/IEEE_802.11k-2008https://en.wikipedia.org/wiki/IEEE_802.11n-2009https://en.wikipedia.org/wiki/IEEE_802.11phttps://en.wikipedia.org/wiki/IEEE_802.11r-2008https://en.wikipedia.org/wiki/IEEE_802.11shttps://en.wikipedia.org/wiki/Link_aggregationhttps://en.wikipedia.org/wiki/Data_center_bridging#IEEE_Task_Grouphttps://en.wikipedia.org/wiki/IEEE_802.11https://en.wikipedia.org/wiki/IEEE_802.11a-1999https://en.wikipedia.org/wiki/IEEE_802.11b-1999https://en.wikipedia.org/wiki/IEEE_802.11chttps://en.wikipedia.org/wiki/IEEE_802.11d-2001https://en.wikipedia.org/wiki/IEEE_802.11e-2005https://en.wikipedia.org/wiki/Inter-Access_Point_Protocolhttps://en.wikipedia.org/wiki/IEEE_802.11g-2003https://en.wikipedia.org/wiki/IEEE_802.11h-2003https://en.wikipedia.org/wiki/IEEE_802.11i-2004https://en.wikipedia.org/wiki/IEEE_802.11j-2004https://en.wikipedia.org/wiki/IEEE_802.11k-2008https://en.wikipedia.org/wiki/IEEE_802.11n-2009https://en.wikipedia.org/wiki/IEEE_802.11phttps://en.wikipedia.org/wiki/IEEE_802.11r-2008https://en.wikipedia.org/wiki/IEEE_802.11s


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I.1 standards by standard number

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https://en.wikipedia.org/wiki/IEEE_802.11uhttps://en.wikipedia.org/wiki/IEEE_802.11vhttps://en.wikipedia.org/wiki/IEEE_802.11w-2009https://en.wikipedia.org/wiki/IEEE_802.11y-2008https://en.wikipedia.org/wiki/IEEE_802.11achttps://en.wikipedia.org/wiki/Wireless_Gigabit_Alliancehttps://en.wikipedia.org/wiki/IEEE_802.11afhttps://en.wikipedia.org/wiki/IEEE_802.11ahhttps://en.wikipedia.org/wiki/IEEE_802.11aihttps://en.wikipedia.org/wiki/IEEE_802.11axhttps://en.wikipedia.org/wiki/Risk_managementhttps://en.wikipedia.org/wiki/Template:ISO_standardshttps://en.wikipedia.org/wiki/Template_talk:ISO_standardshttps://en.wikipedia.org/w/index.php?title=Template:ISO_standards&action=edithttps://en.wikipedia.org/wiki/International_Organization_for_Standardizationhttps://en.wikipedia.org/wiki/IEEE_802.11uhttps://en.wikipedia.org/wiki/IEEE_802.11vhttps://en.wikipedia.org/wiki/IEEE_802.11w-2009https://en.wikipedia.org/wiki/IEEE_802.11y-2008https://en.wikipedia.org/wiki/IEEE_802.11achttps://en.wikipedia.org/wiki/Wireless_Gigabit_Alliancehttps://en.wikipedia.org/wiki/IEEE_802.11afhttps://en.wikipedia.org/wiki/IEEE_802.11ahhttps://en.wikipedia.org/wiki/IEEE_802.11aihttps://en.wikipedia.org/wiki/IEEE_802.11axhttps://en.wikipedia.org/wiki/Risk_managementhttps://en.wikipedia.org/wiki/Template:ISO_standardshttps://en.wikipedia.org/wiki/Template_talk:ISO_standardshttps://en.wikipedia.org/w/index.php?title=Template:ISO_standards&action=edithttps://en.wikipedia.org/wiki/International_Organization_for_Standardization


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