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Project Risk Management – Tools and Case Studies

Projects are an increasingly popular tool for management. Given today’s fast-paced environment and the rapidly evolving external and internal parameters, project and middle managers have to constantly identify, monitor and manage risks arising from these changes. The subject of risk has become so important that companies make risk management part of their day to day operations and dedicate/appoint senior executives/resources to risk management.

Date: TBA
Time: 9:00 am - 5:00 pm
Location: 688 Sherbrooke West
Fee: $ 545 CAD plus applicable taxes

PMI® Professional Development Units (PDUs): 7 (2.00 Technical, 2.00 Leadership, 3.00 Strategic)


This Workshop provides an in-depth introduction of risk management theory and cases to professionals who have to identify and manage risks on a daily basis. Participants will review applied case studies of project risk management including risk identification, prioritization and management planning.

Who Should Attend

Project managers/coordinators and all other professionals involved in assessing, managing, or auditing project risks in organizations.


At the end of this Workshop the participants will be able to:

  • Identify endogenous and exogenous risks in projects
  • Assess, prioritize and document risks
  • Design risk management plans
  • Build and execute risk audit plans

Topics Covered

  • Sources of risks (endogenous & exogenous)
  • Risk prioritization matrix
  • Risk management strategies
  • Risk audit framework


Dr. Michael Kamel, PEng, PMP, PhD

Michael Kamel is the director of corporate strategy at the PricewaterhouseCoopers’ (PwC) Consulting & Deals practice. His practice is focused on strategic management and innovation where he guides and coaches executives in understanding their markets, developing their strategic plans and deploying them through building organizational capabilities to respond to market needs. Michael’s experience has spanned several sectors and industries notably biotech, information and communication technologies (ICT), aerospace and manufacturing. He has worked with executives and senior management in companies in Canada, the US, the Middle East, Europe and Asia Pacific.

Michael graduated with a Bachelor of Mechanical Engineering from McGill University and obtained his Master’s and PhD degrees in strategic management of technology and innovation from the University of Montreal. He teaches graduate level strategic and project management courses at McGill University and has taught innovation strategy at the University of Montreal.

Michael is the past chairman of the board of directors of the Montreal chapter of the Project Management Institute (PMI) and was the Chairman of the Canadian Advisory Committee for the definition of the ISO 21500 standard on project management. He is also a former member of the board of directors of the Academy of Management and is a member of several academic committees at McGill University. Michael has served on the editorial boards of several management science journals and sits on the board of several NGOs working in medical relief and philanthropic development projects globally.

Cancellation Policy

All cancellation & substitution requests must be made in writing to pd.conted [at]
Receive a full refund if your cancellation request is received up to 14 days prior to the start date of the workshop.
Receive a refund minus $100 cancellation fee if your cancellation request is received up to 7 days prior to the start date of the workshop.
No Refunds are issued if your cancellation request is received within 7 days of the start date of the workshop, however suitable participation substitution will be permitted.
Please note that if no notice is given prior to the start of the event(s) and you fail to attend, you will be liable for the full course fee.
McGill SCS reserves the right to cancel an event up to 5 days prior to its start.

Contact Information

Telephone: 514-398-5454
E-mail: pd.conted [at]

PMP is a registered mark of the Project Management Institute, Inc.

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