The Risk of Not Properly Managing Risk
We have a risk management problem. This is not to say that we have a problem with the risks on our projects (although that is certainly a possibility). It is to say that we have a problem with managing them.
What we know about risk management is that it is important. Research has repeatedly demonstrated that it is the single most important activity a project manager can do in terms of optimizing the chance of a successful project. In fact, some studies have suggested that it is more critical than every other project management tool and approach combined. Suffice it to say is that risk management should be at the top of everyone’s mind. And yet, while many of us pay it lip service, it isn’t.
One of the significant aspects of my consulting work is auditing and evaluating projects, and conducting organizational project management assessments. I also do research, which often involves extensively exploring how organizations approach project management, and the impact that it has. I’ve even contributed to some of the studies that demonstrate just how important risk management is. I’ve assessed mediocre organizations, organizations that are striving to improve, those that are striving to excel and those that are pretty much at the top of their game. That’s led to some fascinating insights and perspectives about what organizations do, what works and
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