The success of a risk assessment depends on the proper application of it in the (project) organization. How will the (project) organization achieve the objectives that are set? What resources are available and how are they mobilized? In addition, the definition and boundaries of the assignment must be formulated clearly. In a project, these issues are described in a strategy.. The plan describes clearly how the risk assessment is set up, what the context boundaries are, and what the purpose of the of the assessment is.
The organizational set up of a team, which performs a risk assessment, depends largely on the issues that need to be addressed. For example, in some cases one may prefer to have the assessment done by a group of individuals working together as while in other cases one prefers the individuals to work separately and produce their own findings. Do we want to look at the issues within the organization as a whole or should we focus on the imperfections of the different parts?
For complex or large-scaled projects, it is advisable to appoint an independent risk manager to ensure the continuity and quality of the assessment. The manager coordinates the assessment of the risks and ensures that they are formulated in a clear and concise manner, while at the same time making sure that the project organization implements resulting decisions. In addition, the risk manager organizes and coordinates the process, and reports any encountered risks to the client on behalf of the project organization.
By creating a good organizational structure, the project organization will be able to implement the risk assessment in a clear, efficient and straightforward manner.