STAGES OF STRATEGIC AND PROJECT RISK MANAGEMENT FOR INITIATIVE PROJECTS
DOI:
https://doi.org/10.31470/2786-6246-2025-11-6-13Keywords:
initiative projects, strategic risks, project risks, management, sequenceAbstract
The article discusses the main stages of strategic and project risk management in the context of initiative projects. It is determined that effective risk management is a key success factor for projects implemented in conditions of uncertainty, limited resources, and rapid changes in the external environment. The key approaches to identifying, assessing, minimising and monitoring risks at each stage of their life cycle are analysed. The author proposes to use the procedure of indicative analysis as the basis for an objective assessment of the potential for realisation of the risks of failure to achieve national goals. According to the indicative method of analysis, the essence of the assessment of the potential for risks of failure to achieve national goals is carried out in the system of indicative indicators. At the strategic level of management, the risks that affect the achievement of national goals are managed, which can be designated as over-project risks, i.e. risks whose consequences may affect one or more projects (programmes) simultaneously.
The article proposes a scheme for planning impacts on strategic risks, indicating the stages and relevant instruments, and develops a register of strategic risks and a register of quantitative indicators of strategic risks. The register of strategic risks is divided into the following groups: 1) political risks; 2) economic risks; 3) social and health risks; 4) environmental, natural, man-made risks; 5) energy risks; 6) personnel risks; 7) scientific, technical and innovation risks; 8) infrastructure risks; 9) commercial risks; 10) information and cybersecurity risks.
The article emphasises the importance of an integrated approach to managing strategic and project risks, which allows for greater project flexibility, minimising the likelihood of negative scenarios, and identifying opportunities for process improvement in a timely manner. The results of the study may be useful for project managers, strategic managers, and risk managers in organisations seeking to improve their performance in the face of uncertainty and dynamic change.
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