Opportunity and risk management is the key to sustainable project success. There are also huge opportunities to gain to apply specific practices at the organizational level. Indeed, specific challenges need to be addressed at the organizational level for organizations that manage simultaneously several complex projects. In our new White Paper 2012-16, we go one step further than the previous post “Take Risks, but Take Risks the Right Way: Reframing the Opportunities and Risk Process for Complex Projects” and the associated White Paper 2012-11 which reframes opportunity and risk management at the project level. We address what needs to be done further up, at the organization level, to further release significant value to the organization and its stakeholders.
Protecting the dollar
There are several areas of action in terms of risk & opportunities which can be effectively leveraged at the enterprise level. In particular, resource buffers are generally the responsibility of the organization and not of a particular project.
All in all, the PMO should see its mission extended to advise whether projects that are considered are a good fit for the current portfolio’s risk in terms of effect on resources and buffers, and advise on the deployment of resources to avoid ongoing project to get stuck, creating a domino effect in the organization.
Well implemented, organization-level opportunity & risk management is an investment with a very high ROI, so why hesitate and neglect this function?
