Categorizing risks in seven large projects : which risks do the projects focus on?
By: KRANE, Hans Petter
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Contributor(s): ROLSTADAS, Asbjørn | OLSSON, Nils O. E.
Material type: 
ArticlePublisher: Drexel Hill : Project Management Institute, mar. 2010Subject(s): Gestão de Projetos | Gestão de Risco | Modelo de GestãoProject Management Journal 41, 1, p. 81-86Abstract: In a hierarchy of project objectives, strategic objectives will often be principally different from the operational ones. Operational objectives concern the project outputs/results, and strategic objectives concern the project goal and purpose. In this study, risks are categorized as risks to operational, long-term, or short-term strategic objectives, and, by studying a dataset of some 1,450 risk elements that make up the risk registers of seven large projects, we examine how operational and strategic risks are distributed in the projects. The study strongly indicates that risks to a project's strategic objectives rarely occur in the project's risk registers, though project success and failure stories indicate their importance
In a hierarchy of project objectives, strategic objectives will often be principally different from the operational ones. Operational objectives concern the project outputs/results, and strategic objectives concern the project goal and purpose. In this study, risks are categorized as risks to operational, long-term, or short-term strategic objectives, and, by studying a dataset of some 1,450 risk elements that make up the risk registers of seven large projects, we examine how operational and strategic risks are distributed in the projects. The study strongly indicates that risks to a project's strategic objectives rarely occur in the project's risk registers, though project success and failure stories indicate their importance
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