Managing Project Risk: For managers who want to ensure value from program and project investments by using smart risk management practices (Managing Change Companion Series)

Managing Project Risk is designed to assist senior managers who exercise project oversight of project investments. By understanding risk management practices, they can ensure project investments are value driven to achieve the planned results.

Risk management is not about avoiding risk but rather about fully understanding its nature and planning appropriate responses so that the organization can undertake and effectively manage challenging ventures in order to realize benefits from those projects.

Managing project risk needs to operate well not only at the project or program level, but also in Governance forums where key decisions are required about risk management practices to support Project Managers and their teams.

The book fully explores traditional risk management including a basic quantitative approach. The author emphasizes certain types of risks that are not amenable to standardized approaches. These require greater levels of dialogue and collaboration among senior management to develop a suitable risk management plan.

The benefits and limitations of risk management are covered along with suggestions for how organizations can move beyond a “tick the box” approach to a more considered, collaborative and mature level of risk management for project investments.

------------------------------------------

In a dynamic world where project and program investments are increasingly prevalent, the rate of investment failure is also dramatically increasing. Harold’s concise take on risk management is both value-driven and practical, making it a great resource for both leaders and managers who seek to maximize the success of their most critical initiatives.

Tan Kim Leng, Founder KDi Asia, Singapore

Harold Ainsworth has held senior management positions in significant project service organizations involving oversight of large complex projects. In addition, he has been responsible for organization change management initiatives. He has considerable experience as a consultant and an educator in portfolio, program and project management in Australia and South East Asia.

His current consulting work is in helping organizations achieve sustainable value from their strategic investments through effective Governance, and the practices of portfolio, program and project management.

Harold holds post-graduate qualifications in management, is a member of four professional organizations and teaches at two Australian Universities in their graduate Project Management Programs.

The author considers himself fortunate to have experienced a wide ranging career and gratified to be able to offer insights based on his deep expertise. He finds particular satisfaction in assisting others as they navigate the changing world of managing projects and programs.