A Risk Register Is Not a Risk Management System
Why documenting project risks is insufficient, and how leaders create active ownership, triggers, responses and practical portfolio-level resilience.
Professional knowledge and strategic perspectives across strategy, projects, operations, engineering, transformation and business performance.
4 articles found
Why documenting project risks is insufficient, and how leaders create active ownership, triggers, responses and practical portfolio-level resilience.
A register that feeds appraisal stops reporting exposure and starts reporting reputations. Decide which instrument you own, because the appraisal cycle decides by default.
Once an item passes the likelihood threshold it is reclassified out of the risk process entirely, which leaves the enterprise funding the improbable and absorbing the certain.
The register that authorises and carries risk treatment has no field for what the treatment costs, so controls are bought on gross benefit and never on net.