APM Blogs

If you're reading this blog I can assume that you, at some point recently, managed some risks.

My career path had a focus on risk and quality management, two subjects I am very fond of; they are an integral part of projects, small or large, throughout the life cycle.

Discussion on the issue of risk as a sub-body of knowledge in programme management was formally recognised from a discussion within CITA in 1993.

Admittedly the title is a considerable stretch, but it doesn’t have to be excruciatingly boring.

Risk management is essential for all projects and industries, but it’s important to build a continuing risk management process to be resilient, especially when taking into account our constantly changing environment (COVID, wars and political movements, large-scale involuntary migration, climate crisis, etc.

If the last five years have taught us anything, it’s that projects are risky places to be.

Many businesses treat risk management as part of their financial or project management processes and assign its use exclusively to commercial or project needs.

Actions speak louder than words: the importance of positive role models An assessment of an organisation’s risk maturity will often consider process, data quality, tools and training, but whilst risk behaviour is harder to measure, it’s this that really determines whether risk is being actively managed.

Technology is driving future work.

Mike Wild records the risks of an ineffective risk log, including generic description of risks and the pitfalls of groupthink I was recently talking with a project manager regarding their project.