Expertise

Risk, Change & Performance Governance

Programme risk, change control and performance governance — connected to schedule and reporting so exposure drives decisions and escalation, not surprises.

Risk management earns its place only when it changes decisions. A register that is updated but never acted on is theatre. Done well, risk is connected to the schedule and cost, quantified where it matters, and owned by someone who can actually move it.

How I approach it

I run risk as a live discipline with real ownership and a genuine cadence — tied to the critical path and the cost plan, so exposure is visible in the same terms leadership decides in. The point is not a longer register; it is fewer surprises, and earlier ones.

Reading exposure

A programme risk matrix turns a register into a picture leadership can act on — likelihood against impact — so the handful of exposures that genuinely matter stand out from the many that don’t.

Rare
Unlikely
Possible
Likely
Almost certain
Severe
5
10
15
20
25
Major
4
8
12
16
20
Moderate
3
6
9
12
15
Minor
2
4
6
8
10
Negligible
1
2
3
4
5
Likelihood →
A 5×5 exposure matrix — likelihood (horizontal) against impact (vertical); the value shown is likelihood × impact. The purpose is to make the few high-exposure risks impossible to miss and to drive them to an owner.

Discuss this capability for your programme.

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