ABSTRACT
From financial crises to the British Broadcasting Corporation, from the US Internal Revenue Service or the Veterans Health Administration to the UK Parliament, all around us is the evidence that our systems and safeguards are failing to protect their stakeholders from the slings and arrows of outrageous management and an ever more demanding and volatile environment. Clearly, modern life has an enormous dependence on the integrity of human systems. Risk’ is then defined as the effect that this uncertainty has on the organisation’s objectives. This view of risk as a human construct is valid, whether or not one believes in a probabilistic or a deterministic universe, and applies as much in project management to achieving project objectives, as it does in operations. Applications of quality management systems and ISO 9001, are inherently antifragile features within projects. Arguably, globally the organisations and systems are failing with increasing frequency and magnitude, and the risk and quality professions appear to be ignoring it.
