Dr Egan Naidoo
Chief Advisor (Acting) – Quantitative Risk Analysis at Eskom
Egan Naidoo is a risk management practitioner with about 15 years’ experience in implementing and enabling risk processes and systems. He has applied his knowledge in many industries including banking, construction, shipping, Customs and Excise and now with Eskom. His current role is that of Chief Advisor (Acting) working in the project’s environment. He is an IRMSA (Institute of Risk Management South Africa) member – the only professional body for Risk Managers in Southern Africa. Egan is also part of a small select group of global project risk management practitioners within the Primavera community.
He currently heads up the quantitative risk analysis strategy and capability development within the dynamic project environment. Egan has been the lead risk systems evaluator on risk tools such as ICRAS, CURA, PRISM RISK and most recently the Primavera P6 Risk Register and Primavera Risk Analysis.
As a fairly recent adopter of the quantitative risk analysis (QRA) capability, he has initiated his maturity journey by helping to establish the QRA capability and associated competencies. He leads the process of rolling out the QRA processes and systems throughout the project environment of this African Utility.
Dr. Naidoo completed his Doctorate at the Da Vinci Institute where he researched the relationship between project complexity, risk management maturity and competency within the project risk management environment. He has presented his research nationally and internationally to wide acceptance.
TITLE OF PRESENTATION
The Relationship between Project Complexity, Risk Management Maturity and Competencies in Project Risk Management
SYNOPSIS OF PRESENTATION
A significant factor contributing to the failure of projects is that projects, systems, products, and services have rapidly become more complex. Uncertainty in the project environment is a major contributing factor to project complexity. The ability to understand and deal with project uncertainties and risks requires maturity and a certain level of competency. The solution to the consistently high rate of project failure requires creative and innovative approaches which migrate away from traditional management methods.
The aim of this presentation in line with his research is to focus on project complexity, risk management maturity, and project risk management competency and the relationship between them. By doing so it may help to understand if the duality and reciprocity of these three factors could contribute to successful project performance. The final outcome of the presentation is a competency framework specific to project risk management as a precursor to project risk management career pathing.