ABSTRACT
Finally, because risk lies somewhere off let me introduce the concept of risk leadership for projects. Risk leadership differs from risk management in many areas (see Table 5.1). Risk management can fundamentally be seen as managing the potential risks occurring against defined criteria such as budgets, programmes or quality where your success is measured against those criteria. Risk leadership is when the risks are managed to some arbitrary preferred albeit fuzzy vision of a satisfactory future where we admit that the future is uncertain and may change, and we acknowledge that there is no generally applicable dynamic relationship between perceived and actual risk,1 but that experienced and well-informed leaders, whether of the risk or project type, are the best capable of handling these dilemmas.
