The risk management team is not an organization separate from the program office. Rather, it is integrated with the program office and includes program office, prime contractor, field activity, and support contractor personnel operating toward a shared goal. A conceptual risk management organization, which shows relationships among members of the program risk management team, is provided in Figure 2-1.
Assign a Risk Management Coordinator
The key to establishing an effective risk organization is to formally assign and empower an individual whose primary role is managing risk. This individual, referred to as the Risk Management Coordinator, should be a higher-level program office person, such as the Deputy Program Manager (DPM), and should be accountable directly to the PM for all aspects of the risk program. The Risk Management Coordinator must have a level of authority which provides direct, unencumbered access to the PM and can cross organizational lines. The Risk Management Coordinator:
• Is the official point of contact and coordinator for the risk program