PM ADVISORY:

Risks in Projects: Edicts and The Letter and Spirit of Risk Process Implementation
(Part 8 in a Series)

By Glenn R. Koller, PhD

In closing the previous article – #7 in this series – I addressed the critical aspect of gaining support from upper management for implementation of any risk assessment/management process. Although such endorsement is essential, this is truly a case of “beware of what you ask for.

“THOU SHALT…”

Much of the material upon which I draw to write these articles emanates from personal experience. The alignment of upper-management support is no exception.

Years ago, I served as a research scientist at a large technology center. Toward the later stages of my tenure at that institution, I was primarily focused on the development of risk-based technologies and their implementation in the corporation. By happenstance, I was friendly with the President of the company who, as luck would have it, also took an interest in things risk. He arranged for me to have two audiences with the C.E.O.

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About the Author Glenn R. Koller, PhD Dr. Glenn Koller received his Ph.D. in geochemistry/geophysics from Syracuse University. In his career Glenn has held positions with the Department of Energy, DuPont, Amoco, BP, and Schlumberger. Glenn’s primary focus for the past 20 years has been on aspects of risk-and-uncertainty analysis, management, and training. Responsibilities included implementation of risk-assessment/management technologies and processes; development of statistical routines that comprise risk systems; marketing risk technology; and performing technical and consulting services. Areas of responsibility include business and product development, environmental concerns, ranking and prioritization of projects and products, analysis of legal commercial, security, logistical, financial etc. scenarios and other aspects of a diversified business. Glenn has authored four books on risk/uncertainty and currently resides in Tulsa, Oklahoma. Glenn may be contacted at riskaid@cox.net.

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