Abstract
Technology as the single solution to risk is outdated and enables cybersecurity incidents. The no-involvement integrated focus on business and IT elements continues. Cyberattacks cost hundreds of billions of dollars. Consistent hacks and ransomware attacks help with the comprehension that cybersecurity risks should be managed in part under strategic management and organizational external business aspects, but apply risk tables and strategy evaluation processes. Organizations must focus more on managing risk. Project managers must be empowered with appropriate knowledge and skills, and receive consistent education as opposed to ineffective once-a-year education. Solutions must be crafted that include evolving cyberattacks. Offered is an agenda for project risk management to include cybersecurity. Described are positives that actions can provide to cybersecurity and basic project management. Intertwined are tools to use to assure effectiveness. The mission for this text is to catalyze research at the interface of cybersecurity, business, and technology.
TopBackground
Organizations must understand the capability of their risk project managers and leaders and ensure that these risk professionals understand shifting methods and needed tools (Yasuda et al., 2020). Risk project managers play a crucial role in identifying and managing potential project risks, which is critical to project success (Kerzner, 2019). However, it has been observed that risk project managers do not consistently apply data-gathering actions, which could result in incomplete or inaccurate risk assessments (Chapman & Ward, 2019; Tucci, 2019). This inconsistency could lead to inadequate risk management strategies and, ultimately, project failure (Muller & Turner, 2020). A possible explanation for the inconsistent application of data-gathering actions could be the lack of awareness or understanding of the importance of data gathering in risk management (Liu & Wang, 2021). In addition, the lack of standardization and formalized processes for risk management could also contribute to the inconsistent application of data-gathering actions (Pinto & Trailer, 2020). To address this issue, organizations can invest in training and development programs for risk project managers to increase their knowledge and skills in risk management, including data-gathering techniques (Hillson, 2022). The use of standardized risk management frameworks and tools could also provide a more structured approach to risk management and improve consistency in data-gathering actions (Abednego & Dwi Handayani, 2019). In conclusion, the inconsistent application of data-gathering actions by risk project managers could have significant consequences for project success. It is crucial for organizations to invest in training and development programs and standardize risk management processes to improve consistency in data-gathering actions.
Key Terms in this Chapter
Risk Project Management: Risk project management involves learning conceivable risks, examining such risks, diminishing risks, and forestalling upcoming risks through consistent observation.
Cybersecurity: Cybersecurity is the use of diverse technologies, methods, and controls to safeguard systems, networks, programs, devices as well as information from cyberattacks.
Stakeholder: A stakeholder is a person or group with a vested concern in all decisions or actions of the given organization.
Sensitive Information: Sensitive information is that which necessitates safeguarding because such information’s forfeiture, misapplication, alteration, or unlawful entree will harmfully impact organization or person.
Data Breach: A data breach references any incident wherein data is pilfered or removed from a system minus the realization or approval of the owner.
Cybercriminals: Cybercriminals are people or groups of people who utilize technology to exploit humans or technologies for malevolent purposes.
Risk: Risk is a position comprising contact to threat.