ABSTRACT
This chapter helps the readers truly establish project risk management as a natural activity in their organization, but doing so will require diligent effort on behalf. If there is a single key to making project risk management “stick” in the organization, it is to make it an integral part of all project phases and treat it just as seriously as the readers do project scope, budgeting, scheduling, and resource allocation. A project risk management program can make substantial improvements in their projects’ predictability. But it should be clear by now that it is not a cure-all. Put another way, project risk management requires a considerable investment and provides considerable benefits. The readers gain the greatest value by adjusting the process to achieve the best outcome for the effort expended. Relative to conducting a successful program on one project, successfully implementing an enduring risk management program in organization requires a broader view and one more sensitive to organizational dynamics and politics.
