Recently we have also started to use LeanKit to manage our department’s risks. At our company, we have an Operational Risk framework used across the organisation that looks like this:
The first job is to reproduce this layout in LeanKit so that everyone can relate the board back to the model. The board editor makes this super easy.
Here the typical Kanban setup of ‘to do’, ‘doing’ and ‘done’ is represented by the ‘New Risks’, ‘Current (Residual) Risk — After Mitigation’ and ‘Closed — Ready To Archive’ lanes respectively:
The man section is then broken down into rows for ‘likelihood’, with ‘severity’ columns in each row. The coloured circles in each of the box titles are emojis that are added when editing the title of each box (on Windows use the Windows key plus ‘.’ to bring up the emoji picker, and on a Mac press ‘fn’ or use the Edit > Emoji & Symbols dropdown in the menu bar). We also have a ‘Themes’ section at the top of this lane — more on this later.
In the ‘New Risks’ column we have a space for a template as well as a ‘For review’ section which has been allocated as the drop lane. By default, new risks will go here when we think of them; we then periodically review them as a team and drag them to the appropriate place on the board.
We then need to configure the board. The Board Settings tab can be used to set a title, description, custom URL and specify who gets access:
In this example, I’m not yet ready to let anyone else use it so I have set the default security to ‘No Access’:
In the Card Types section we define three types of card. The main one is ‘Risk’ but we also create ‘Theme’ to group our risks together. We also left ‘Subtask’ as one of the defaults in case someone wants to use the on-card mini-Kanban board to manage the tasks relating to an individual risk. We pick some colours we like, and delete all of the other default types of card:
We also set up a Custom icon so that we can see at a glance which of our risks are mitigated/accepted, those that we are working on and those where we need to give them attention.
We ensure that every card has one of these custom icons when we create it. During a review we can then filter the board so that, for example, only the red-starred cards appear.
Next we create the template card. First, we set the Card Header to allow custom header text. With templates, I like to leave the board user with instructions such as ‘Copy me!’:
We then create the template card itself. This goes some way to ensuring that all of the new risks get created in a similar way, with similar information. This card will be put into the ‘Template’ section of the board:
In order to distinguish one risk from another, and report them to wherever they need to go, we want each risk to have a unique identifier. We can now go back to the Card Header in the board’s settings and select ‘Auto-incremented Number’ with a header prefix of ‘Risk ‘. This means that new cards added to the board will be called ‘Risk 1’, ‘Risk 2’, ‘Risk 3’ etc.:
The ‘Risk ‘ prefix does have the effect of changing the name of the template card, but this isn’t too confusing:
We can now start adding risks to the board, and linking them to themes as shown below:
Having a visual representation of our risks in this way is so much better than the usual spreadsheet with one risk per row. It’s allowed us to incorporate risk management much more into our day-to-day work. We can assign owners to each risk, and use all of the rich features of LeanKit such as adding comments, due dates etc.
If we decide a risk needs to be reclassified in terms of its likelihood or severity, we simply drag the card to the new location on the board. The card itself will keep a history of its journey in its audit log. If we absolutely have to submit our risks in a spreadsheet somewhere, we can export the board contents as a CSV file and format it in Excel.
The best thing about managing the risks in this way is that we can link any mitigation work directly to the risks themselves. Where we agree a follow-up action, we create a task cards on the appropriate team Kanban boards and then link each of those cards to the risk — the risk card becomes the parent card of the task. In this way, we can see at a glance all of our risks and track the work as it gets completed across the organisation.