Client project teams

How Risk Management is set up for you

A client project can carry several concerns at once: a schedule dependency, a resource gap and an unresolved change item. The project record holds the organization and delivery plan. Separate risk, checkpoint and escalation records let the team explain each concern to the people responsible for a decision.

Pilot one engagement with an active project record. Bring over the risks the project manager will actually discuss at the next review, and name a Risk Owner for each. Use a Review Checkpoint on a date tied to a client commitment. The Delivery Lead can add tasks for the mitigation work, while the project manager reads the risk and task states together.

For a schedule concern, describe the dependency in the register and set likelihood and impact. If a work package is blocked, the team can assign a response task without pretending that task completion automatically closes the risk. At the checkpoint, the owner explains what has changed. The project manager records Met or Missed for the review and decides whether the project status should remain Active or become at risk.

Time entries provide another decision trail during delivery. A team member submits positive hours against the project, triggering the approval workflow. The Time Approver reviews the resulting decision and operation receipt. Agree who checks project assignments before the first operating cycle.