| There is no better way to convince a potential | | | | proposal teams fail to put enough time and |
| customer that yours is the right company for the job | | | | consideration into developing a solid risk section. They |
| than to demonstrate a true understanding of the | | | | assign one author to write it and then shift their |
| risks the program will be up against and to come up | | | | focus to other work. What they do not realize is that |
| with plans to mitigate those risks upfront. But in | | | | great risk sections are usually born from hours of |
| many proposals, the Risk Management section ends | | | | intensive brainstorming and input from every key |
| up as a missed opportunity to shine at best and a | | | | player who truly understands the program. Instead, |
| setback at worst. Rather than showcasing a real | | | | the process by which most risk management |
| knowledge and understanding of the program and | | | | sections are written leaves little room for success. It |
| proposed solutions, the risk section falls flat or | | | | is impossible for a single author to draw out and |
| actually does harm. | | | | evaluate all of the programâs risks. |
| It happens for two reasons. One reason is that many | | | | |