An Agile Approach to a Formalized and Systematic Risk Management Process for Complex Projects with Esra Tepeli

What You Will Learn

Upon completion of this training, learners will be able to: 

  • Develop a formalized and systematic risk management process throughout the project life cycle.
  • Plan a multidimensional project analysis for identifying and assessing the risk and opportunity events for complex projects, proposing response planning.
  • Demonstrate integration of project management, risk management, and decision-making processes in a systematic approach, adapted to the evolving nature of complex projects.


Project risks can have negative impacts on project objectives, such as delays, cost overruns, and decreases in quality and security aspects, of which we can observe serious project failures.  Complex projects are affected by numerous risks and opportunities because of their complex organizational plan with a large number of stakeholders, complex planning with a long life cycle, complex resource management, contractual complexities, technical issues, and environmental factors. This type of project may also present strategic importance for project stakeholders. 

Risk management aims to identify the possible causes of threats and opportunities, assess them qualitatively and quantitatively, and propose action plans for risks deemed critical in order to decrease the undesirable effects on project objectives. For complex projects, risk management is a difficult task, depending on the project’s characteristics and environmental conditions, and the feedback on similar risks can be inadequate. It is essential to identify and analyze the project risks and opportunities throughout the project life cycle and develop risk response planning in order to decrease the adverse risk effects. However, traditional methods are rather limited for managing the risks of complex and strategic projects.

In this training, a formalized and systematic risk management process is proposed for complex and strategic projects throughout the project life cycle. This process aims to identify systematically the risks and opportunities; assess the risk impacts in terms of cost, delay, quality, and safety; determine the critical risks; and develop action plans in order to mitigate, eliminate, or transfer the negative risk impacts. The process proposes an agile risk management approach in parallel with project management throughout the project life cycle, and adapted to the evolving nature of the project. The risk assessment results are integrated into the project simulation with cost, time, quality, and safety risk impacts. An objective and reliable risk identification and assessment method is provided with a multidimensional project analysis, associated with the project planning, organizational structure, resources, and environmental factors. The risk identification and assessment data are updated with the project progress in a dynamic approach.

The model is designed and developed based on several case studies of complex projects in partnership with project practitioners to favor its use in real operational conditions and to ensure its efficiency by integrating the different perspectives of the project stakeholders. The viewpoints of a wide range of experts from all the major players in complex and strategic projects have also been considered for an effective risk management method. A user-friendly prototype interface has been developed to apply the process for real projects. The process is primarily developed for complex construction projects, but the model can be adapted to a specific type of complex and strategic project in different sectors. How it works in practice is illustrated through a case study of a public–private partnership (PPP) project in France.



    • Analysis of Complex Projects (180 minutes)
      • Life cycle and project planning features; Project stakeholders and organizational features; Resource management; Internal and external environmental factors (EEFs); Project management and risk management keys and strategies; Strategic importance and strategic analysis;
      • Decision-making keys and strategies; Success keys for reaching project objectives; Risk management objectives in a complex project environment.
    • Conventional or Traditional Risk Management Methods (120 minutes)
      • Existing or conventional risk management processes and principles, methods, and tools for identification, assessment, and mitigation of risks; Analysis of advantages, disadvantages, and limits in application to complex projects.
    • Need of a Formalized and Systematic Risk Management Approach in a Complex Project Environment to: (90 minutes)
      • Integrate risk management into a formalized and systematic process; Achieve effective risk management in parallel with project management and adapted to the project life cycle; Achieve consistent risk identification, risk assessment and analysis, optimal risk allocation, and risk response planning throughout the project life cycle; Combine strategic decision-making and risk management in a systematic process; Introduce a dynamic vision of risk management adapted to the evolving nature of a complex project.
    • Group Discussions (30 minutes) 
    • Presentation of the Architecture or General Model of the Formalized and Systematic Risk Management Process (45 minutes)
      • Model description; Process entities; Process running
    • Analysis of the Project Complexity and Strategic Importance (30 minutes)
    • Analysis of the Project Environmental Factors and Their Effects on the Project (30 minutes)
    • Multidimensional Analysis of the Project Features Related to Organizational Management, Time Management, Resource Management,
    • Contract Management, and Their Relationships (60 minutes)
    • Development of the Multidimensional Modeling of Risk Management Process (MMRMP): (60 minutes)
      • Identification of risk and opportunity events for  the entire project life cycle; Assessment of risk events with qualitative and quantitative probability and impact analysis; Evaluation of the progressive risk level of the project throughout the project life cycle; Proposition of risk responses.
    • Project Simulation Integrating Risk Evaluation Results With Time, Cost, Quality, and Security Aspects in a Dynamic Structure (45 minutes)
    • Constitution of a Relational Database and Knowledgebase to Facilitate the Process Run, Adapted to Project Type and Contractual Frame (30 minutes)
      • Combination of project management, risk management, and decision-making processes.
    • Instantiating the Process Run With Project Analysis, Risk Identification and Analysis, and Project Simulation in a Dynamic Structure Throughout the Project Life Cycle (45 minutes)
    • Group Discussions (30 minutes)
    • Implementation of the Multidimensional Modeling of Risk Management Process (MMRMP) Through an Operational Tool (30 minutes)
    • Presentation of the Operational Tool With the Model Description, Variables, Process Instantiation, Application, or Manipulation Steps for: (120 minutes)
      • Analysis of the project complexity; Strategic analysis and decision-making; Project analysis; Risk and opportunity identification, analysis, risk response planning; Iterative risk and project simulation.
    • Use of the Operational Tool in the Key Moments Through the Project Life Cycle (75 minutes)
    • Application of the Process on the Case Studies of Complex and Strategic Projects (120 minutes)
      • Presentation of the projects; Multidimensional project analysis; Formalized and systematic risk management; Process instantiation for identifying and assessing the project risks and opportunities; Proposition of response plans; Project simulation with time, cost, quality, and security aspects; Results; Discussions; Feedback from the project stakeholders about the use of operational tools.
    • Conclusion and Perspectives (45 minutes)
    • Group Discussions (30 minutes)

PDU Allocation Table

The table below displays the number of professional development units (PDUs) awarded for each PMI® credential, as they align to the PMI Talent Triangle®. Power Skills and Business Acumen PDUs apply evenly across all credentials and Ways of Working PDUs apply only to specific credentials. PDUs will be added in full to all eligible credentials. *Please note that the asterisked row below applies to the PMI® Agile Certification Journey and includes Disciplined Agile® Scrum Master (DASM), Disciplined Agile® Senior Scrum Master (DASSM), Disciplined Agile® Coach (DAC), and Disciplined Agile® Value Stream Consultant (DAVSC) certifications.
Ways of Working Power Skills Business Acumen Total
CAPM® / PMI-CP™ / PMP® / PgMP® 15 0 6 21.00
PMI-ACP® / Agile* 0 0 6 6.00
PMI-SP® 0 0 6 6.00
PMI-RMP® 15 0 6 21.00
PfMP® 0 0 6 6.00
PMI-PBA® 0 0 6 6.00
Ways of Working Power Skills Business Acument Talent Triangle



Esra Tepeli PMP

Dr. Esra Tepeli has a civil engineering background with a double major in project and risk management. She obtained her PhD in the field of construction project management and risk management at the University of Bordeaux. During her PhD, she worked on project and risk management for complex and strategic construction projects, especially Public-Private-Partnership (PPP), design- build-maintenance and transportation projects, in cooperation with a major French construction company. Her PhD thesis consists of the development of a formalized and systematic risk management process in a complex project environment. After her PhD, she started working as an academic member and she has taught a variety of construction management and project management courses for undergraduate and graduate students. Her research and teaching activities deal with project and risk management, construction management and building information modeling. She is an author and co-author of several peer-reviewed scientific articles, conference papers, and books including Risk Analysis in Early Phase of Complex Infrastructure Projects, and Risk Management Keys for Complex Construction Projects. Besides her academic career, Dr. Tepeli is working as a project and risk management consultant in the private sector. Dr. Tepeli is also an active PMI member, instructor in the PMI Training program, having conducted project management mentoring and outreach projects, and has presented at global conferences and various events held by numerous chapters.

Training Information

13 - 15 November 2023
3 Days


Member Price
(US$2065.00 before 2 October)
Nonmember Price
(US$2265.00 before 2 October)
Government Price
Student Price

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