Operational risk, which is defined as the possibility of losses resulting from failure, deficiency or inadequacy of internal processes, people and systems or from external events, is present in any activity of an institution, be it financial or not. These features make the management and measurement of this risk challenging and completely different from other types of risk. Although Basel II in 2004 has proposed guidelines for the internal models for operational risk, which aim to determine the amount of capital that must be set aside to cover this risk, operational risk internal models have not yet developed as credit risk and Market models. This has led the Basel Committee to signal the intention to eliminate internal models for measuring operational risk recently, replacing all current approaches, including internal models by a single standardized approach, which considers the internal losses of financial institutions. The absence of comprehensive internal databases that include all operational risks to which a financial institution is exposed has created the need to use other elements such as external data loss and scenarios. However, these elements are criticized for its subjectivity. This thesis aimed to demonstrate the use of the element scenario analysis in Loss Distribution Approach (LDA) methodology for calculating regulatory capital for operational risk with reference to the experience of the Brazilian Development Bank (BNDES) in the integration of operational risk management with the measurement of capital. The proposed methodology allowed, among others: (i) the measurement of regulatory capital considering feasible scenarios; (ii) identification of tail and body scenarios of the aggregate losses distributions, which are not reflected in the internal loss database; (iii) the identification and measurement of BNDES s operational risk in a comprehensive manner; (iv) obtaining information that can target the risk management as regards the identification of risks that should be prioritized treatment; (V) developing a risk culture in view of the involvement of experts from various units; (Vi) use a comprehensive approach to all business experts, who are the ones who know the risks of their activities.