The document discusses moving beyond a conventional view of project risk management that focuses only on operational risks within the project. It argues for an expanded view of risk that includes strategic risks related to the enterprise and contextual risks in the external environment. It promotes changing the focus from the project level to the executive level, where strategic decisions are made. The key points are: 1) Project risks should be categorized into operational, strategic, and contextual risks. 2) A "Bermuda Project Risk Triangle" can represent the overlapping nature of these risk types. 3) Risk management and governance should shift to the executive level, with a new role of Project Executive Officer responsible for overall results.

1. Project 2011, Succeeding with Projects Oslo October 20, 2011 Beyond the Myth of Predictability Dr. George F. Jergeas PEng Department of Civil Engineering University of Calgary

7. Conventional Risk Aversion Slide George Jergeas

10. Tunneling Concept Neglect of Sources of Uncertainty Outside the Plan Itself Slide George Jergeas

11. Black Swans and Tunnel Vision Slide George Jergeas

14. 1. The Extended Project Risk Model Slide George Jergeas

20. Reasons for Changes: Owners Response

22. The Bermuda Project Risk Triangle Slide George Jergeas

23. START George Jergeas

29. Leadership structure of a temporary organization Slide George Jergeas

40. George Jergeas

41. Health Check Average of All Responses Slide George Jergeas

42. Health Check Average Response by Organization Slide George Jergeas

43. Issue Resolution and Dispute Management Mechanism Slide George Jergeas