9. "Failures don't plan to fail; they fail to plan" ‐ Harvey MacKay
Using a sound process that increases our opportunity to capture profits and reduce costs
makes perfect sense at the project level.
Why would this same process not make sense to implement at the corporate management
level?
Bringing the management of risk to the inter‐project and interdepartmental level, and
reaching up to the business group and market sector levels defines our company‐wide
threats and opportunities.
We are than able to use this information to drive decisions at each subordinate level,
ultimately enabling project teams to respond to risks based on how they fit into the
corporate structure.
Important too is who will be responsible and accountable for assuring that threats are
mitigated and opportunities realized. The corporate‐wide or enterprise approach assigns
responsibility and defines accountability.
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