Projects fail when they are not delivered on time, not finished within budget or when the system does not work according to the requirements. Traditional risk management frameworks include identification, evaluation and prioritization followed by eliminating ambiguities, minimizing the possibility and impact of adverse events along with monitoring and controlling them.
However, as a project manager, you can be another risk yourself or trigger creation of new risks that aren’t inherent in the project itself.
What are some of the ways that project managers can become a risk to their own project and how can they avoid them?
Below are topics covered in the article: