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A common misconception is that risk management is supplementary to the project management set of processes. A more appropriate approach is to view risk management as core to the overall project management approach. Spending too much time assessing and managing the wrong risk can divert resources that could be used more effectively somewhere else.
The ability to distinguish and integrate the management of key or emergent issues and risks within a project significantly improves the chances of successful project execution. The ability to link these to performance parameters increases cost and schedule confidence. The only way you can legitimately talk about risk is by actively managing risk.
A focus on threats alone may lead an organization to focus on risk avoidance and miss opportunities. Taking calculated risks also enhances the ability of an organization to achieve beyond its current business objectives.
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At the proposal, project, program, portfolio, or enterprise level, we assist your organization in:
- Identifying, characterizing, and assessing threats which may have a negative impact to your business goals and organization,
- Identifying , characterizing, and assessing opportunities which may have a positive impact to your business goals and organization
- Determining and identifying methods to realistically address your risks,
- Contingency and management reserve planning,
- Schedule and cost risk analysis,
- Integration, management and control of the risk management process
- We assist in building a practical risk framework (PMI ®, Prince2 ®, ISO) into your organization to help create a culture that encourages risk management and links risk management to project and organizational success.
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We assist in building a practical risk framework into your organization to help create a culture that encourages risk management and links risk management to project and organizational success.
Remember - a decision without risk is probably not a decision. We assist you to make the best decision.
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