George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
There is a Misconception by some Risk Managers that they are just on a project to ask for status updates of a risk or they think they are there just to take notes or just to change the working of the risk within the risk management system.
I would think a Risk Manager a key asset in a Program or Project who helps the PM actively to detect, communicate and control risks not just asking for status and not understanding the impact of each on every risk over the overall project or program.
Most of the times they don't even know what the risk or issue is about. Saving Changes...
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George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
What type of risk manager are you referring to? Most of the organizations I've run into only have risk managers assigned to operational or business risk, as project delivery or execution risk falls within the scope of portfolio, program or project management roles.
I suppose on a very large project, a dedicated risk manager would add value just like a dedicated project scheduler. In such cases, I'd expect the RM to be responsible for facilitating risk management processes although the accountability for the knowledge area would still fall on the overall PM.
On my projects, including a dedicated risk manager often boils down to justifying the budget for an additional resource.
So project level risks are reviewed and planned by the PM, themselves. we do have a separate team that will oversee risks for a bunch of unrelated projects periodically - but they will actively step in only if high-impact risks have a high probability of being realised.
In any case, a risk manager (be it the PM or a dedicated risk manager) is not simply an observer. Observation is a key part of the profile but it is complemented by active risk response. I would say, no, a risk manager is not just a glorified note-taker. Saving Changes...
