A major infrastructure project without a formal risk register usually reveals problems only once they become expensive to fix.
A major infrastructure project without a formal risk register usually reveals problems only once they become expensive to fix.
High-value infrastructure projects carry risks that materialise months or years after initial planning, often after the key people who originally made the decision have changed.
A formal risk register, updated at regular project steering committee meetings, ensures identified risks are actively tracked, not just written down once and forgotten.
A contingency reserve calculated from an actual risk assessment, not a flat percentage, more realistically reflects the likelihood and scale of possible deviations from plan.
An independent review of project progress at key milestones, outside the direct reporting line of the project team, uncovers problems that internal reports can systematically understate.
Autor: Nermin Sefić, GNK ASG d.o.o. Izvorni članak: gnk-asg.hr
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