Hi @ALL, In an organizational perspective, key risk indicators are metrics capable of showing that it is subject to risk/s that may or may not exceeds the defined risk appetite (Wikipedia, 2013). In an individual perspective, key risk indicators are metrics capable of showing that his/her interest is subject to risk/s that may or may not exceeds the defined risk appetite (Frago, R. 2014). Standards and/or benchmarks are yardsticks that came to be because a group of people, an associations, a law making body, a community, and/or culture agreed to have one and use it as such. I always see standards as a box, representing all the traditional or accepted boundaries of doing things. This presentation is just the start of our conversation in bringing to fore KRI and making them clear to all. If you believe as I do that risk-based management is part of our daily life, you will be in terested in KRIs. Cheers, Rufran (042214) Copyright 2014 Rufran is the author of the book Risk-based Management in the World of Threats and Opportunities: A Project Controls Perspective. • https://youtu.be/LDESPW6OYkg • http://www.amazon.com/RUFRAN-C.-FRAGO-PMI-RMP/e/B01055MPYI • https://www.amazon.com/author/rufrancfrago For those who are interested, please join Rufran at (click hyperlink) the following sites. 1) LinkedIn Risk-based Management (RBM) Group https://www.linkedin.com/groups/6575331 2) My Oil Pro http://oilpro.com/rufran 3) Risk-based Management and Services Inc. Facebook https://www.facebook.com/RiskBasedManagement/ 4) Your World, Our Risk Universe: WordPress https://rufrancfrago.wordpress.com/tag/rufran-frago/ 5) E-Touch Up: A Brand of RBM&S Inc. https://www.facebook.com/ETouchUp/ 6) Author Page: Amazon.com http://www.amazon.com/RUFRAN-C.-FRAGO-PMI-RMP/e/B01055MPYI 7) LinkedIn Professional Website https://www.linkedin.com/in/rufranfrago Other articles authored by Rufran Frago. 1) Schedule Critical path https://www.linkedin.com/pulse/schedule-critical-path?trk=pulse-det-nav_art 2) Primer to Good Schedule Integration https://www.linkedin.com/pulse/primer-good-schedule-integration-rufran?trk=pulse-det-nav_art 3) Project Schedule: P50, Anyone? https://www.linkedin.com/pulse/project-schedule-p50-anyone-article-rufran-frago-edmonton-section 4) Schedule Baseline Dilemma Part 1 https://www.linkedin.com/pulse/schedule-baseline-dilemma-part-1-rufran?trk=pulse-det-nav_art 5) Schedule Baseline Dilemma Part 2 https://www.linkedin.com/pulse/schedule-baseline-dilemma-part-2-rufran?trk=pulse-det-nav_art 6) 4D Scheduling Part 1: What is it about? https://www.linkedin.com/pulse/4d-scheduling-my-vista-part-1-rufran?trk=pulse-det-nav_art 7) Risks as a Function of Time https://www.linkedin.com/pulse/risk-function-time-rufran-frago-p-eng-pmp-ccp-pmi-rmp-?trk=pulse-det-nav_art 8) Oil Price, Recession: Causes, Issues and Risks https://www.linkedin.com/pulse/oil-price-recession-causes-issues-risks-rufran?trk=pulse-det-nav_art

1. AUTHOR : RUFRAN C. FRAGO, P.Eng, PMP®, CCP, PMI-RMP®
REVISION 1: November 30, 2015
RCF’s KRI Series Presentation
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The gaps represent the project’s departures from the agreed-to measurement (benchmark or
standard). Whether, the base measurements reflect the best practice in the industry is
another story, as the subject can be contentious as anything else. Suffice it to say at this time,
that the boundaries give us more than ample KRI information.
Standards and/or benchmarks are yardsticks that came to be because a group of people, an
association, a law making body, a community, and/or culture agreed to have one and use it as
such. I always see standards and benchmark as a box, representing all the traditional or
accepted boundaries of doing things.
The box tries to contain what can be
done, and what should be done with
good measure.The lines we see in
the parking lot for one are good
syllogism of boundaries. If we stick
within that boundary in parking our
vehicle, there is less problem of
getting a dent. If we go over the line
boundary, the probability of
damage rises. In the same manner,
in the world of project
management, such situations
permit risk manager to put together
his key risk indicators by looking at
the gaps before him.

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ANNOUNCEMENT!
More learning related to the subject can be found in the book "Risk-based Management in the World of Threats
and Opportunities: A Project Controls Perspective." It is now available in paperback and Kindle edition at
Amazon.com. Follow the hyperlinks below for more information.
http://www.amazon.com/RUFRAN-C.-FRAGO-PMI-RMP/e/B01055MPYI
http://www.amazon.com/dp/B0104OFUDI/ref=rdr_kindle_ext_tmb
https://www.amazon.com/author/rufrancfrago
The book provides new/additional knowledge to project management practitioners (beginners to experts), risk
management specialists, project controls people, estimators, cost managers, planners and schedulers, and for
students of undergraduate courses in Risk Management.
The sectional contents offer practical and common sense approach to identifying/managing risks. It is a must
have for company managers, directors, supervisors, aspiring industry professionals, and even those students
fresh from high school. The material is especially design to start with the foundational principles of risk gradually
bringing the reader to deeper topics using a conversational style with simple terminologies. You can grab a copy
now.
https://youtu.be/wxWgYUhiWos
Source:
Frago, R., 2015.Risk-based Management in the World of Threats and Opportunities: A Project Controls
Perspective

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5. In an organizational perspective, key risk
indicators are metrics capable of showing that it
is subject to risk/s that may or may not exceed
the defined risk appetite (Wikipedia, 2013).
In an individual perspective, key risk indicators
are metrics capable of showing that his/her
interest is subject to risk/s that may or may not
exceed the defined risk appetite (Frago, R.
2014).
Source:
Wikipedia, 2013.Key Risk Indicators.Retrieved from
http://en.wikipedia.org/wiki/Key_Risk_Indicator
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7. When you look into that space, think
about your Project bench mark
Don’t be a fool…
Don’t be fooled…
Picture by Barford, P. (2012)
Picture by Diaz, B, 2007
When you look into this parking lot,
think about your Project bench marks.
7

8. Some managers ignore
the key risk indicator
Heck, what
am I
thinking?!
Source: Fun on the Net, (2014).
Original drawing by Frago, R., 1991
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9. False success can be inevitable due to hard headedness?
Okay, you started the project, now how do you get out?
Source: Miller,V., 2009-Picture by Caivano, M, 2009
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10. Apply persistence and perseverance where it
makes sense, otherwise, it is not always a
good thing. Source: Fun on the Net, 2014
10

11. REFERENCES
1. Frago, R., 2015.Risk-based Management in the World ofThreats and
Opportunities:A Project Controls Perspective
2. Wikipedia, 2013.Key Risk Indicators.Retrieved from
http://en.wikipedia.org/wiki/Key_Risk_Indicator
3. Barford, P.,(2012).Protecting Sites fromTheft - Coiney Style.Picture retrieved
from http://paul-barford.blogspot.ca/2012/02/protecting-sites-from-theft-
coiney.html
4. Fun on the Net, (2014).The Worst Parking Jobs Ever!.Picture retrieved from
http://www.funonthenet.in/articles/worst-parking-jobs.html
5. Miller,V., (2009). Boulder High mulling solutions to parking problem.Picture by
Caivano, M. retrieved from http://www.dailycamera.com/news/ci_13737776
6. The problematic manager.Original drawing by Frago, R. (1991)
7. Diaz, B., (2007). Parallel Parking Rant Blog.Picture retrieved from
http://www.smartcarofamerica.com/forums/f4/parallel-parking-rant-23606/
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