1. Why is risk appetite important? -- 2. The risk appetite story so far -- 3. Terminology wars -- 4. Putting the pieces together : the RARA model -- 5. Applying the RARA model : making risk-informed decisions -- 6. Practical implications : what can we measure? -- 7. Using the RARA model in...

ch. 1. Uncertainty and risk -- ch. 2. Risk and projects -- ch. 3. Managing risk in practice -- ch. 4. Risk and people -- ch. 5. Integrating risk management with wider project management -- ch. 6. The bigger picture -- ch. 7. Making risk management work.

pt. I. Understanding and managing risk attitude : the state of current knowledge -- pt. II. Group risk attitude in action : from theory to practice -- pt. III. Effective group decision-making through managed risk attitude.

Risk identification often produces nothing more than a long list of risks, which can be hard to understand or manage. The list can be prioritised to determine which risks should be addressed first, but this does not provide any insight into the structure of risk on the project. Traditional...

Many businesses recognise project management as a core competence and seek to deliver benefits to the business through effective management of projects. But how can an organisation know whether its project management processes are adequate? Can a business compare itself with best practice or its...

Purpose This opinion piece draws on the author's experience as a thought leader and expert practitioner in risk management to explore possible routes to applying antifragility in the organisational context, drawing on three metaphors from outside the business domain. Organisational responses to...