BS 6079-3:2000

Committees responsible
      Foreword
      Introduction
1 Scope
2 Terms and definitions
3 The business related project risk management model
4 Undertaking risk management
Annex A (informative) Communication in risk management
Annex B (informative) Business and risk management tools and
                      techniques
Annex C (informative) Risk perception
Annex D (informative) Stakeholder analysis
Annex E (informative) Common examples of business and project
                      risk
Figure 1 - The risk management process
Figure 2 - The relationship between businesses, projects, and
           sub-projects
Figure 3 - Business level risk management steps
Figure 4 - Project and sub-project level management steps
Figure 5 - Scheme for evaluating risk
Table 1 - Decision making levels
Table 2 - Examples of decision makers
Table 3 - The relationship between decision making focus,
          and decision making levels in the context of risk
          management
Table 4 - Basic qualitative analysis
Table 5 - Counter measures
Table 6 - Opportunities

Provides advice on identification and control of business related risks met when carrying out projects. Covers a wide range of project organizations which operate in the commercial, industrial, voluntary and public sectors. Aimed at project managers and sponsors who are usually responsible to higher authority levels for one or more projects of various kinds. Gives generic advice only and is not appropriate for contractural or certification purposes.

This standard gives guidance on the identification and control of business related risks encountered when undertaking projects. It is applicable to a wide spectrum of project organizations operating in the industrial, commercial and public or voluntary sectors. It is written for project sponsors and project managers, either or both of whom are almost always responsible to higher levels of authority for one or more projects of various types and sizes.

It is intended that its application will be proportional to the circumstances and needs of the particular organization.

This standard offers generic guidance only and it is not suitable for certification or contractual purposes. It is not intended as a substitute for specific standards that address risk assessment in distinct applications, such as health and safety, or areas of technological risk.

NOTE This standard advises that risk management is treated as an integral part of good management practice. Risk management is an iterative process consisting of steps that enable continual improvement in decision making. Its effective use depends on the experience and judgement of the practitioners applying the guidance, and not simply on routinely following the steps outlined.