In developing an international infrastructure project, a key challenge was to consistently map the technical and commercial interdependencies between the construction and operational phases in all contracts.
As a lateral hire, I was assigned to the project management team to take stock of the key project risks for my stakeholders and identify any "white spaces", i.e. regulatory gaps.
In many intensive discussions, I developed a comprehensive risk matrix with the project participants from all departments.
On this basis, the project management gained transparency about the main project risks. As expected, these were mainly to be found at the internal and external project interfaces.
The project management was thus able to take targeted countermeasures and mitigate risks.
