Neutral Risk Monitoring or NRM as it is becoming known is a is a truly revolutionary approach developed by ResoLex for monitoring major projects, outsourcing deals and other complex commercial relationships. It monitors risk and prevents differences between team members escalating into conflict.
NRM is future looking, allows issues to be identified and dealt with before they degenerate into damaging positional disputes.
Our proprietary software and teams of industry experts allow ResoLex to help our clients improve their performance by providing real insight into the project dynamics.
Using our specialist X-Tracker tool, ResoLex creates a virtual, safe arena in which project team members provide monthly feedback on their perceptions about the project, programme or contract. This feedback is only ever fed back to the project in a pre-agreed anonymous format.
The major benefit our neutrality brings is the ability to address risk on a project or relationship level and build a collaborative approach to reducing risk. We do this by working with all of the delivery team and stakeholders to test individuals' perception of risk on a monthly basis.
Divergence of perception can indicate areas of uncertainty, risk or potential conflict. By understanding the perception of risks, the team from ResoLex can very quickly identify where divergence of perception is occurring and direct the project team to issues that need addressing.
ResoLex provides a clear and simple monthly report that gives an overview of the project team's perceptions. It quickly identifies changes since the last report and highlights any areas of concern.
We are able to operate this forward looking approach because we look for the core reasons rather than the results of them. Our dispute resolution work over the last 10 years has enabled us to develop an expertise on recognising the beginnings of disputes and tackle the issues before personal ego’s and positional behaviour make the resolution many times more difficult.
How it works
Using our propriety X-tracker system we run confidential project evaluation exercises at frequent intervals to ascertain individuals perceptions of areas of the project. We then plot these results on a virtual model of the project team. This modelling approach enables us to dissect the results in many ways, by company, by function, by organisational structure. This ability allows us to plot trends and identify divergence of opinion often before the people or team involved realise that there is one.
As we have been asking for individual’s perceptions rather than a technical measurement, we are accessing the information which is seldom sought but is what is driving all behaviours on the project.
Where divergence in perception is detected we flag this area of the project and after a variety of methods to solve the difference. The NRM cycle is easy described in the diagram opposite.
The general result of the evaluation exercise provide valuable information for the monthly team meetings and are reported with a simple traffic light approach and trend diagram.