
160 • e Strategic Project Leader
issues or assumptions, or—even worse—they are pushed under the table.
By properly identifying the risk event or condition, probability, and
impact, the sources can be rooted out and mitigation plans built into the
project plan. Condent, rational discussions can take place with custom-
ers, sponsors, and key stakeholders, allowing them to make decisions to
accept or mitigate the risk. A project manager who does not aggressively
pursue risk management dialogue with her customers sees her schedule
and costs continually slip with no concrete evidence as to why. She is le
holding the bag of project waste.
Wel