Confronting the New Paradigm of Enterprise and Knowledge Risks – Anyacho and Khosh

Organizations are expanding the application of traditional risk management to enterprise risk management, aligning each project to the organization’s vision, mission, and goals. As a result, the project managers assess the challenges and opportunities that innovation and market disruption may present at the enterprise level.

This change in organizational behavior helps improve the quality of risk data that project managers communicate to the executive management and promoting a decisive response strategy. Communicating a well-developed enterprise risk management knowledge to all levels of the organization aligned with strategic priorities will allow for a proactive approach to address the projects’ uncertainties. The recent surveys by McKinsey found the 26 percent of workers in the U.S. (40% globally) are already preparing to look for new employment opportunities by the end of the year. These emerging knowledge and enterprise risks and the growing complexity of organizational environments call for the elevation of the importance of enterprise-knowledge loss risk. There are time-tested tools and approaches intended to identify, prevent, or manage these risks, including knowledge maps, identifying critical organizational knowledge, and providing information on where to find them.

This presentation explains the critical components of the Enterprise Risk Management program and the impact of effective knowledge transfer and communication to manage projects, programs, and portfolios at all levels of the organization. We’ll examine a few contemporary paradigms of managing project knowledge and enterprise risks, considering their implications for shaping project success in the post-pandemic era.

Learning Objectives and Takeaways:

  • Exploring Traditional vs. Enterprise Project Risk Management (ERM) and the limitations of traditional risk management.
  • Identifying the role of project managers in successful ERM implementation.
  • Outlining specific steps for project managers to practice and promote sharing organizational knowledge to improve enterprise risk management.

PMI Talent Triangle: Strategic and Business Management (Business Acumen)

Best Practices for Confronting Resiliency and Sea Level Rise – DeGuzman

Evaluate Session

There are several different efforts underway to help our nation, our military, and our local communities improve resilience so we can minimize disruptions to daily activities, business operations, military operations, and maintain the health and safety of our citizens. Improved resilience will help guard against threats coming from increased storm frequencies/ intensities, tidal flooding, and the threat of rising sea levels. But resilience should also guard against threats from other types of disruptions such as natural disasters, public health pandemics. Southeastern coastal Virginia (including Norfolk, Virginia Beach, Portsmouth, Suffolk, Hampton, Newport News, Chesapeake, as well as other municipalities in the Virginia Peninsula) and the NY/NJ/ CT Tri-state area are extremely important centers of gravity for these efforts: thriving regions composed of a diverse municipalities that recognize the threats of sea level rise (SLR) and recurring flooding events. These areas are both particularly susceptible to threat of increased flooding and SLR because of their comparative elevation, the proximity of critical assets to the waterfront, and the rapid rate of relative sea level rise.
Fortunately, federal agencies and state/ local entities are working together to identify the biggest risks associated with SLR and plan mitigating actions to improve resiliency. They have important stories to tell that can serve as examples of how communities can come together to address a tremendously complex problem. Attendees will hear their stories of critical work in the resilience arena and how collaboration with their neighbors and their communities has helped them make progress. Attendees will also learn about best practices to improve resilience and their plans for addressing the challenges of SLR.

PMI Talent Triangle: Strategic and Business Management