RISK ASSESMENT 12 12 RISK ASSESMENT Author Notes

Running head: RISK ASSESMENT
RISK ASSESMENT
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RISK ASSESMENT1
Table of Contents
1. Identification of value creation activities...............................................................................2
2. Identification of key roles and responsibilities......................................................................3
3. Information System for the Council.......................................................................................4
4. Identified Risks......................................................................................................................5
5. Likelihood and impact analysis of risks.................................................................................7
6. Recommendations................................................................................................................10
References................................................................................................................................11

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1. Identification of value creation activities
The City of Melbourne is currently having explorations in regard to the digitalized
technology that will provision Melbourne to be one of the major places to be working in,
living, as well as play in reference to the 21st Century. The city initiated the activity with the
help of an event commonly referred to as the CoM Connect, bringing all the leaders, the
thinkers, the designers, all the individuals related to technology, the urbanists along with the
individual researchers (Carvalho and Rabechini , 2015). However, in carrying out the even
that has been primarily aimed towards the digitalization of the system, has been facing a
number of issues that may be considered as potential risks towards the proper working of the
system.
As a fact that CoM carries out its operation in a number of countries, it should be
subjected to the specific law of the respective country that it is operating currently. CoM has
its headquarters located in the country of Australia. While working as well as carrying out of
the activities, the council also needs to be in compliance with the Australian law on the other
hand (Kliem and Ludin, 2019). This can be a regarded as a particular challenge for the
council, posing a potential threat to the normal working of the system. Such situations are
however, easily dealt by the council having entrusted the CoM employees with such power to
take decisions working in other countries whenever necessary.
In accordance to the current situation of the activities related to the council, officers of
the CoM have been provisioned with a specific set of mobile communication devices
(Cagliano, Grimaldi and Rafele, 2015). This particularly carries the inclusion of short range
devices for communication, a single smart phone, a satellite phone along with that of a
laptop. In reference to certain situations, the staffs have been provisioned with the facility to
bring their own device and work from them. However, in regard to such situations when the

RISK ASSESMENT3
staff brings in their own devices, specific issues related to their working have been visibly
arising (Giannakis and Papadopoulos, 2016). Such issues include the likes of compatibility,
differently existing format of file as well as the devices not being supported by the working
system within the premise of the working place. In addition to this, malicious codes have
been instilled into the system unknowingly, by the employees from their own devices.
However, this issue is still to be dealt with by the organization. Hence, specifically this kind
of a risk is still to be added to the risk appetite of the council.
Following this, it is also important for the council to understand the competitive
nature that has been existing within the NFP as well as the charity organizations in regards to
the attainability of the funds that are required on a monthly basis by the organization in order
to carry out the specific set of activities. As a reason to this potential risk, the council has
been keeping it very transparent to the contributors or the donors as to where the money is
being spent to be exactly specific (Van Staveren, 2018). In addition to this, he council has
kept the pool of resources in the form of collective revenue to provision the multiple donors
to contribute even in the form of non-cash resources as well.
As a method aimed towards the expansion of the target market, CoM has been very
much active towards the undertaking of newer strategies meant for marketing. Having a
proper recognition of the power complying with the social media, CoM has undertaken a
web-marketing strategy (Teixeira et al., 2015). A number of appeals have been launched
through the website, and hence having targeted a larger area along with a huge number of
customers existing within the current market.
2. Identification of key roles and responsibilities
The council existing within the CoM has been acting towards the digitization of the
City having taken into consideration a number of resources, in which a number of