Internal Audit, Corporate Strategy, Kuala Lumpur, Financial Risk Management

Objectives

Contents, Concepts and Issues

Module 1 - Introduction, Fundamental Concepts and Issues in Internal Audit. Module Duration: 1 Day

Module Objectives

Contents, Concepts and Issues

By the conclusion of the specified learning and development activities, delegates will be able to:

Discuss, with confidence, the importance of internal account to an organisation
Use a manufacturing organisation, to provide an example of the way in which the cost elements might be apportioned, thereby paving the way for an effective internal accounting structure
Explicitly explore the functioning of a ‘Responsibility Accounting System’

Internal Accounting
Internal cost elements
a ‘Responsibility Accounting System’

Explain the general function of internal audit in national organisations and international operations, on the other.
Effectively explore the advisory role of internal audit in organisations

Internal Auditing

Distinguish between internal and external auditing
Illustrate the extent to which an effective internal auditing regime can enhance to work of the external auditor

Differences Between Internal And External Audit

Exhibit a heightened understanding of the internal audit structure and its relation to corporate management, using an organisation of choice, as an example
Explain the accountability of corporate directors to the internal auditing group

Internal audit structure and Corporate Governance

Module 2 - Internal Audit in Practice. Module Duration: 1.5 Days

Module Objectives

Contents, Concepts and Issues

By the conclusion of the specified learning and development activities, delegates will be able to:

Explain the importance of an internal auditing policy to the role and functioning of an internal audit department
Use case examples to illustrate the inclusions of a typical internal auditing policy
Resolve the scenario in which an internal auditing policy conflicts with ‘Audit professionalism’ and Public Expectation
Suggest how to remedy a situation in which an internal auditing policy is in direct contravention of statutory directives or guidelines

Internal Auditing Policy
Enhancing the role of the External Auditor
Internal audit and internal conflict
Internal audit and statutory conflict

Demonstrate their awareness of the role of the internal auditor in the implementation of the ‘Board Approved’ Audit Directive
Illustrate their ability to design, implement, monitor and evaluate an internal audit programme.
Internalise the importance of training and development in the enhancement of the audit management function

Audit Management
Audit programme development
Audit programme monitoring
Audit programme evaluation
Training and development in internal audit

Give a brief explanation to the Sarbanes Oxley (SOX) Act and at least 3 of the associated requirements for audit firms;
Illustrate two key responsibilities for internal auditors, under the ACT;
Evaluate the chief consequence of the internal auditor’s omission, under the ACT

Sarbanes Oxley (SOX) Act and its implications for Internal Auditing of International Firms
Key responsibilities for internal auditors, under the ACT
Consequences for Internal Auditors who operate below the expected standards.

Module 3 - Internal Audit and Corporate Governance. Module Duration: 1.5 Days

Module Objectives

Contents, Concepts and Issues

By the conclusion of the specified learning and development activities, delegates will be able to:

Define corporate governance in relation to the processes, customs, policies, laws and institutions affecting the way a corporation is directed, administered or controlled.
Relate corporate governance to the relationships that persists between internal and external stakeholders, particularly in relation to the establishment of organisational goals and objectives
Demonstrate a heightened understanding of the organisation’s responsibility and accountability to its shareholders as primary stakeholders
Exhibit a heightened awareness of the organisation’s accountability to its Board of Directors
Accurately locate an organisation’s management and workers within the ‘internal-external-stakeholder-spectrum’
Distinguish between winding up or insolvency, Bankruptcy, Receivership, and Administration
Demonstrate an understanding of the difference that exists between ordinary and preference shares
Assess the implications of the ‘Receivership’ of a company for its statutory, primary and secondary creditors
Explain the order in which the proceeds of a company’s assets will be distributed among its creditors, in the event of it falling into ‘Receivership’
Exhibit an understanding of what constitutes the rights and equitable treatment of shareholders
Explain how the interests of secondary stakeholders can be preserved
Outline the roles and responsibilities of the Board of Directors
Outline salient steps that can be taken to preserve an organisation’s integrity
Establish the array of issues that are enshrined in a company’s ethical behaviour
Determine the importance of operational ‘transparency’ in the face of the regulatory authorities’ demand and in the enhancement of shareholder and client confidence

Defining corporate governance
Exploring corporate governance and the relationships between internal and external stakeholders
The organisation’s responsibility and accountability to its shareholders
The organisation’s accountability to its Board of Directors
Making ‘sense’ of the ‘internal-external-stakeholder-spectrum’
The difference between ordinary and preference shareholders
Distinguishing between winding up or insolvency, Bankruptcy, Receivership, and Administration
Assessing the implications of the ‘Receivership’ of a company for its statutory, primary and secondary creditors
Rules for distributing the proceeds of a company’s assets in ‘Receivership’
Rights and equitable treatment of shareholders: Interests of other stakeholders
Recognising the organisation’s legal obligations to all legitimate stakeholders.
Role and responsibilities of the board
Integrity and ethical behaviour: Disclosure and transparency:

Module 4 - Internal Audit and Financial Risk Management. Module Duration: 2 Days

Module Objectives

Contents, Concepts and Issues

By the conclusion of the specified learning and development activities, delegates will be able to:

Define risk in an organisational context
Demonstrate their understanding and ability to apply the issue of ‘Financial Risk Management’ to it broader context
Define, with examples, the concepts or financial risk and financial risk management within an organisational setting
Exhibit their mastery of the link between market dynamics and financial risk
Demonstrate their understanding of Liquidity Risk
Pinpoint the bases of Operating Risk within organisations
Draw on cases to highlight the vulnerability of organisations to operational risks.
Illustrate the role of the internal audit team in identifying, verifying and addressing the risk associated with internal organisational members
Demonstrate their ability to use audit trail or audit log to indentify perpetrators of internal fraud
Devise a mechanism whereby organisational personnel vulnerable to outside influence, that might form the basis of ‘insider information’ that could be used frequently, might be identified and the appropriate risk management measure applied.
Illustrate their competence in identifying operational activities that are prone to Settlement Risk, proposing the measures that might be taken to reduce the associated financial risk
Analyse organisational Corporate Strategy, identifying the associated financial risk and employing the appropriate Risk Management Strategy
Demonstrate the various issues that are associated with The Currency Derivatives Market, indicating the extent to which their organisations are exposed and the degree to which financial risk management can reduce or avert the associated financial risk
Demonstrate an understanding of the external environmental, uncontrollable forces that affect an organisation’s operation and how they might be circumvented to effectively manage its Financial Risk
Explain how the Legal and Political Risk Environments will affect an organisation and the efforts that can be applied in the interest of its continuity
Indicate their understanding ‘Risk as an Economic Factor’ within an organisational context and the counter measures that can be applied
Explain how Technology might pose a financial Risk to an organisation and how the effect might be circumvented or even capitalised on
Identify the financial Risk associated with Socio-Cultural Change and how their effect might be minimised or exploited
Exhibit a heightened awareness of Asset Behaviour and Pricing Implications and their consequence for organisational operation
Demonstrate an awareness of ‘Credit and Counterparty Risk’ and the organisational safeguards that might be applied
Draw on their previous and newly acquired knowledge to demonstrate their understanding of Risk in Financial Institutions and the financial risk management options that are available
Demonstrate their understanding of financial risk management in Banking
Explain to non-financial corporate personnel the financial risk associated with the Equity Market
Use examples from recent international events to illustrate the financial risk that is associated with the Futures Market and how these might be addressed
Explain Economic Exposure and its financial risk implications
Distinguish between Transaction Exposure and Translation Exposure, explaining their financial risk implications and remedy.

Risk: A Working Hypothesis
Defining Risk – Generally
Financial Risk: A Plausible Definition
Financial Risk in an Organisational Setting
Financial Risk and ‘Market Dynamics’
Liquidity Risk
Operating Risk
Fraud Risk
Settlement Risk
Corporate Strategy and Risk Management
The Currency Derivatives Market
Financial Risk and Unpredictability: Uncontrollable Environmental Issues
Asset Behaviour and Pricing Implications
Credit and Counterparty Risk
The Legal and Political Risk Environments
Risk as an Economic Factor
Technological Risk Factor
Risk associated with Socio-Cultural Change
Financial Risk Settings: A Meta-Analytical Exploration
Risk in Financial Institutions
Banking Risk
Risk and the Currency Market
Risk and the Equity Market
Futures Market Risk
Financial Exposure As Risk: An Introduction
Economic Exposure
Transaction Exposure
Translation Exposure
Calculating Risk in Financial Exposure

Upcoming Courses - Upstream Oil & Gas Accounting & Contracts: Oil & Gas Operation, Mineral Rights, Leases & Successful Efforts Accounting - Central London UK, June 13-17, 2011; Vibration Analysis (1) - Dubai UAE, June 19-30, 2011; Advanced Oil and Gas Accounting (1) - Paris France July 04-09, 2011; Corporate Social Investment (CSI): Policy Formation, Communication and Implementation Strategy Modules 1-5 - Kuala Lumpur Malaysia, July 04-08, 2011; Public Relations in Principle and Practice - Paris France, July 04-15, 2011; Travel and Protocol Management Module 1 - Central London UK, July 18-29, 2011; Advanced Oil and Gas Accounting (1) - Central London UK, July 25-30, 2011; Enhancing Objective Accomplishment Through an Enthusiastic Workforce - Milan Italy, September 05-09, 2011; Advanced Value Engineering: Cost-Effective Project Initiation, Management and Delivery - Paris France, September 05-09, 2011; Human Resource Management: Selected HRM Brochures From HRM: A Practitioner’s Approach - Durban South Africa, September 19-24, 2011; Fundamentals of Air Cargo - Central London UK, October 31 - November 04, 2011; Comprehensive Real Estate Management - Central London UK, January 03 - April 04, 2012. Courses delivered in Afghanistan, Kabul, Albania, Tirane, Algeria, Algiers, Andorra, Andorra la Vella, Angola, Luanda, Antigua and Barbuda, Saint John's, Argentina,, Buenos Aires, Armenia, Yerevan, Australia, Canberra, Austria, Vienna, Azerbaijan, Baku, The Bahamas, Nassau, Bahrain, Manama, Bangladesh, Dhaka, Barbados, Bridgetown, Belarus, Minsk, Belgium, Brussels, Belize, Belmopan, Benin, Sarajevo, Botswana, Gaborone, Brazil, Brasilia, Brunei, Bandar Seri Begawan, Bulgaria, Sofia, Burkina Faso, Ouagadougou, Burundi, Bujumbura, Cambodia, Phnom Penh, Cameroon, Yaounde, Canada, Ottawa, Cape Verde, Praia, Central, China, Beijing, Colombia, Bogota, Comoros, Moroni Congo, Republic of the, Brazzaville, Congo, Democratic Republic of the, Kinshasa, Costa Rica, San Jose, Cote d'Ivoire, Yamoussoukro, Abidjan, Croatia, Zagreb, Cuba, Havana, Cyprus, Nicosia, Czech Republic, Prague, Denmark, Copenhagen, Djibouti, Djibouti, Dominica, Roseau, Dominican Republic, Santo Domingo, East Timor, Dili, Ecuador, Quito, Egypt, Cairo, El Salvador, San Salvador, Equatorial Guinea, Malabo, Eritrea, Asmara, Estonia, Ethiopia, Addis Ababa, Fiji, Suva, Finland, Helsinki, France, Paris, Gabon, Libreville, The Gambia, Banjul, Georgia, Tbilisi, Germany, Berlin, Ghana, Accra, Greece, Athens, Grenada, Saint George's, Guatemala, Guatemala City, Guinea, Conakry, Guinea Bissau, Bissau, Guyana, Georgetown, Haiti, Port au Prince, Honduras, Tegucigalpa, Hungary, Budapest, Iceland, Reykjavik, India, New Delhi, Indonesia, Jakarta, Iran, Tehran, Iraq, Baghdad, Ireland, Dublin, Israel, Jerusalem, Italy, Rome, Jamaica, Kingston, Japan, Tokyo, Jordan, Amman, Kazakhstan, Astana, Kenya, Nairobi, Kiribati, Tarawa, Korea, North, Pyongyang, Korea, South, Seoul, Kuwait, Kuwait City, Kyrgyzstan, Bishkek, Laos, Vientiane, Latvia, Riga, Lebanon, Beirut, Lesotho, Maseru, Liberia, Monrovia, Libya, Tripoli, Liechtenstein, Vaduz, Lithuania, Vilnius, Luxembourg, Luxembourg, Macedonia, Skopje, Madagascar, Antananarivo, Malawi, Lilongwe, Malaysia, Kuala Lumpur, Maldives, Male, Mali, Bamako, Malta, Valletta, Marshall Islands, Majuro, Mauritania, Nouakchott, Mauritius, Port Louis, Mexico, Mexico City, Federated States of Micronesia, Palikir, Moldova, Chisinau, Monaco, Monaco, Mongolia, Ulaanbaatar, Montenegro, Podgorica, Morocco, Rabat, Mozambique, Maputo, Myanmar (Burma), Rangoon but moving to Pyinmana, Namibia, Windhoek, Nauru, no official capital, government offices in Yaren District, Nepal, Kathmandu, Netherlands, Amsterdam, New Zealand, Wellington, Nicaragua, Managua, Niger, Niamey, Nigeria, Abuja, Norway, Oslo, Oman, Muscat, Pakistan, Islamabad, Palau, Koror, Panama, Panama City, Papua New Guinea, Port Moresby, Paraguay, Asuncion, Peru, Lima, Philippines, Manila, Poland, Warsaw, Portugal, Lisbon, Qatar, Doha, Romania, Bucharest, Russia, Moscow, Rwanda, Kigali, Saint Kitts and Nevis, Basseterre, Saint Lucia, Castries, Saint Vincent and the Grenadines, Kingstown, Samoa, Apia, San Marino, San Marino, Sao Tome and Principe, Sao Tome, Saudi Arabia, Riyadh, Senegal, Dakar, Serbia, Belgrade, Seychelles, Victoria, Sierra Leone, Freetown, Singapore, Singapore, Slovakia, Bratislava, Slovenia, Ljubljana, Solomon Islands, Honiara, Somalia, Mogadishu, South Africa, Pretoria (administrative) Cape Town (legislative) Bloemfontein (judiciary), Spain, Madrid, Sri Lanka, Colombo, Sudan, Khartoum, Suriname, Paramaribo, Swaziland, Mbabana, Sweden, Stockholm, Switzerland, Bern, Syria, Damascus, Tajikistan, Dushanbe, Tanzania, Dar es alaam, Thailand, Bangkok, Togo, Lome, Tonga, Nuku'alofa, Trinidad and Tobago, Port,of Spain, Tunisia, Tunis, Turkey, Ankara, Turkmenistan, Ashgabat, Tuvalu, Funafuti, Uganda, Kampala, Ukraine, Kyiv, United Arab Emirates, Abu Dhabi, United Kingdom, London, United States, Washington D.C, Uruguay, Montevideo, Uzbekistan, Tashkent, Vanuatu, Port Vila, Vatican City (Holy See), Vatican City, Venezuela, Caracas, Vietnam, Hanoi, Yemen, Sanaa, Zambia, Lusaka, Zimbabwe, Harare

MBA< MSc, MA - Executive MBA Courses – London UK - Executive Master of Business Administration (Executive MBA) – Postgraduate Courses Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; Executive MBA or Executive Master of Business Administration, covering Organisation and Management: An Introduction - Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; Delegates who have successfully completed the HRODC General Postgraduate Diploma, HRODC Specialist Postgraduate Diploma and HRODC Cumulative Postgraduate Diploma may proceed to register for the Postgraduate Degree (MBA, MA, MSc). HRODC Cumulative Postgraduate Diploma relates to a Diploma that is granted through the addition of courses taken at intervals over a 3-year period. This type of Postgraduate Diploma might include both General and Specialist groupings. The requirement incorporates the ‘180-Hour Rule’, wherein a delegate should accumulate at least 180 study-hours, in order to qualify for a Postgraduate Diploma. This requirement includes a minimum of 120 hours Direct Lecturer Contact and a minimum of 60 hours supervised or self-directed study. After the Postgraduate Diploma Stage, delegates might register for a Masters Degree (MA, MBA, MSc – as appropriate). They will then be required to study a research module – Course #7 and present an externally assessed Dissertation of 15,000 to 20,000 words. They will receive supervision from 2 research tutors and will submit to an Oral Examination of their Thesis. Specifics of the Regulation governing the HRODC Postgraduate Degrees – MBA, MA, MSc Programmes. On the successful completion of the HRODC Postgraduate Diploma, Delegates will receive the HRODC Postgraduate Diploma in their field of study and type attained (see below); Delegates might then register for the Masters Degree, based on one the 3 categories of Postgraduate Diploma described above and below and begin their preparation for the Masters Dissertation; Their registration will be guided by their assigned or chosen dissertation tutor; The Delegates’ choice of courses and category of Postgraduate Diploma will steer them towards the Postgraduate Degree of Master of Business Administration (MBA), Master of Arts (MA) and Master of Science (MSc); The specific Award Title of the Postgraduate Degree (MBA, MA, MSc) will be based on the defined specialism of their Postgraduate Diploma Study; Examples of Masters Degree Award Titles are: a. MSc in Advanced Oil and Gas Accounting; b. MSc in Accounting and Finance; c. MBA in Executive Management; d. MBA in Finance; e. MA in Human Resource Manement; f. MA in Information and Communication Management; g. MSc in Comprehensive Real Estate Management; h. MSc Human Resource Training and Development Management. Delegates’ choice of Dissertation area and topic must closely reflect their specialism and expected Award Title; The Postgraduate Degree Award Board, which will convene twice during each Academic year, will determine whether the rules have been complied with, in this regard, and will change a registered Award Title, to reflect the reality of programme choice; As part of Delegates’ preparation for their Dissertation, they will also need to study Course #7: Research Project: Design, Conduct & Report; The length of the Dissertation will be between 15,000 and 20,000 words. Higher or lower limits can only be accepted through special dispensation, tabled through their Dissertation Tutor; Delegates will be assigned one Main Dissertation Supervisor, for formal tuition, and a Dissertation Mentor, who will provide them with informal advice, in conjunction with their Main Dissertation Supervisor; Delegates’ Viva Voce, or Oral, Examination will be conducted within 3 months of the submission of their Dissertation; The Dissertation Examination will be conducted by an External and an Internal Examiner; The External Examiner will be drawn from a recognized University and will be an Academic in the Discipline, who is not otherwise associated with HRODC; The Internal Supervisor will be an HRODC Tutor, who is neither Delegates’ Main Dissertation Supervisor or their Dissertation Mentor; The submission date of a Masters Dissertation is expected to be within 12 calendar months of their initial registration for the Degree but can be extended, on application, to a period not exceeding 24 months; In the event that Delegates were not successful on the first attempt, they will be given the opportunity to make minor amendment to, or revise, their Dissertation, with the guidance of their Dissertation Supervisors. The maximum total submission and resubmission period should not exceed 36 calendar months from the date of first registration for a particular Masters Degree; Further details and general aspects of these regulations are contained in the document: Masters Degree - Dissertation Guidelines. *Note*: Please note that for each Postgraduate Diploma or Diploma – Postgraduate -Course, there are core and recommended Readings. These can be included in Delegates’ Invoice, on their request, which will enable them to receive them before the start of the course. Fundamentals of organisational analysis - Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; The Functions of management: An Introduction- Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; Delegating for organisational Effectiveness - Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; Liberia, Nairobi, Kenya, Bahrain, Amman Jordan.

Human Resource and Organisational Development Consultancy (HRODC). The Head Office of Human Resource and Organisational Development Consultancy (HRODC) has its Headquarters at 122A Bhylls Lane, Castlecroft, Wolverhampton West Midlands, United Kingdom, with its London Office at: 328 Linen Hall, 162-168 Regent Street, London. W1B 5TD, United Kingdom (UK). HRODC UK hopes to eventually have a local presence in all world capitals, for example in Afghanistan – Kabul; Albania – Tirane; Algeria – Algiers; Andorra - Andorra la Vella; Angola – Luanda; Antigua and Barbuda - Saint John's; Argentina; - Buenos Aires; Armenia – Yerevan; Australia – Canberra; Austria – Vienna; Azerbaijan – Baku; The Bahamas – Nassau; Bahrain – Manama; Bangladesh – Dhaka; Barbados – Bridgetown; Belarus – Minsk; Belgium – Brussels; Belize – Belmopan; Benin - Porto-Novo; Bhutan – Thimphu; Bolivia - La Paz (administrative) Sucre (judicial); Bosnia and Herzegovina – Sarajevo; Botswana – Gaborone; Brazil – Brasilia; Brunei - Bandar Seri Begawan; Bulgaria – Sofia; Burkina Faso – Ouagadougou; Burundi – Bujumbura; Cambodia - Phnom Penh; Cameroon – Yaounde; Canada – Ottawa; Cape Verde – Praia; Central African Republic – Bangui; Chad - N'Djamena; Chile – Santiago; China – Beijing; Colombia – Bogota; Comoros – Moroni Congo, Republic of the – Brazzaville; Congo, Democratic Republic of the – Kinshasa; Costa Rica - San Jose; Cote d'Ivoire - Yamoussoukro (official) Abidjan (de facto); Croatia – Zagreb; Cuba – Havana; Cyprus – Nicosia; Czech Republic – Prague; Denmark – Copenhagen; Djibouti – Djibouti; Dominica – Roseau; Dominican Republic - Santo Domingo; East Timor – Dili; Ecuador – Quito; Egypt – Cairo; El Salvador - San Salvador; Equatorial Guinea – Malabo; Eritrea – Asmara; Estonia – Tallinn; Ethiopia - Addis Ababa; Fiji – Suva; Finland – Helsinki; France – Paris; Gabon – Libreville; The Gambia – Banjul; Georgia – Tbilisi; Germany – Berlin; Ghana – Accra; Greece – Athens; Grenada - Saint George's; Guatemala - Guatemala City; Guinea – Conakry; Guinea-Bissau – Bissau; Guyana – Georgetown; Haiti - Port-au-Prince; Honduras – Tegucigalpa; Hungary – Budapest; Iceland – Reykjavik; India - New Delhi; Indonesia – Jakarta; Iran – Tehran; Iraq – Baghdad; Ireland – Dublin; Israel – Jerusalem; Italy – Rome; Jamaica – Kingston; Japan – Tokyo; Jordan – Amman; Kazakhstan – Astana; Kenya – Nairobi; Kiribati – Tarawa; Korea, North – Pyongyang; Korea, South – Seoul; Kuwait - Kuwait City; Kyrgyzstan – Bishkek; Laos – Vientiane; Latvia – Riga; Lebanon – Beirut; Lesotho – Maseru; Liberia – Monrovia; Libya – Tripoli; Liechtenstein – Vaduz; Lithuania – Vilnius; Luxembourg – Luxembourg; Macedonia – Skopje; Madagascar – Antananarivo; Malawi – Lilongwe; Malaysia - Kuala Lumpur; Maldives – Male; Mali – Bamako; Malta – Valletta; Marshall Islands – Majuro; Mauritania – Nouakchott; Mauritius - Port Louis; Mexico - Mexico City; Federated States of Micronesia – Palikir; Moldova – Chisinau; Monaco – Monaco; Mongolia – Ulaanbaatar; Montenegro – Podgorica; Morocco – Rabat; Mozambique – Maputo; Myanmar (Burma) - Rangoon but moving to Pyinmana; Namibia – Windhoek, Nauru - no official capital, government offices in Yaren District; Nepal – Kathmandu; Netherlands – Amsterdam; New Zealand – Wellington; Nicaragua – Managua; Niger – Niamey; Nigeria – Abuja; Norway – Oslo; Oman – Muscat; Pakistan – Islamabad; Palau – Koror; Panama - Panama City; Papua New Guinea - Port Moresby; Paraguay – Asuncion; Peru – Lima; Philippines – Manila; Poland – Warsaw; Portugal – Lisbon; Qatar – Doha; Romania – Bucharest; Russia – Moscow; Rwanda – Kigali; Saint Kitts and Nevis – Basseterre; Saint Lucia – Castries; Saint Vincent and the Grenadines – Kingstown; Samoa – Apia; San Marino - San Marino; Sao Tome and Principe - Sao Tome; Saudi Arabia – Riyadh; Senegal – Dakar; Serbia – Belgrade; Seychelles – Victoria; Sierra Leone – Freetown; Singapore – Singapore; Slovakia – Bratislava; Slovenia – Ljubljana; Solomon Islands – Honiara; Somalia – Mogadishu; South Africa - Pretoria (administrative) Cape Town (legislative) Bloemfontein (judiciary); Spain – Madrid; Sri Lanka – Colombo; Sudan – Khartoum; Suriname – Paramaribo; Swaziland – Mbabana; Sweden – Stockholm; Switzerland – Bern; Syria – Damascus; Tajikistan – Dushanbe; Tanzania - Dar es alaam; Thailand – Bangkok; Togo – Lome; Tonga - Nuku'alofa; Trinidad and Tobago - Port-of-Spain; Tunisia – Tunis; Turkey – Ankara; Turkmenistan – Ashgabat; Tuvalu – Funafuti; Uganda – Kampala; Ukraine – Kyiv; United Arab Emirates - Abu Dhabi; United Kingdom – London; United States - Washington D.C; Uruguay – Montevideo; Uzbekistan – Tashkent; Vanuatu - Port-Vila; Vatican City (Holy See) - Vatican City; Venezuela – Caracas; Vietnam – Hanoi; Yemen – Sanaa; Zambia – Lusaka; Zimbabwe – Harare.

Objectives

Risk and Financial Risk Management in Advanced Project Management

Contents, Concepts and Issues

Risk: A Working Hypothesis