Between Executives and Project Managers:
A Standards-Based Approach
FEATURED PAPER
By Ayman Sadek PMP, RMP, PBA
Egypt
Abstract
With over 25 years of practical experience, primarily in executive management, I have found that the most common obstacles organizations face are problems arising from unforeseen or uncertain events. This stems from a lack of understanding of the concept of risk management. Consequently, risk management has become a core discipline for organizations striving to achieve their goals in increasingly complex and uncertain environments. Executives often encounter conflicts with project managers, site managers, and function managers due to a lack of familiarity with appropriate risk responses when implementing organizational strategy, whether through launched projects, management changes, or system modifications. This paper aims to examine the principles and practices of key risk management objectives, in accordance with international standards such as ISO 31000:2018 and ISO 31010:2019, as well as the PMI PMBOK Guide. This paper highlights specific objectives that all executive management personnel within an organization are advised to understand, thereby increasing organizational strength and enabling faster, more effective decision-making.
Introduction
As long as organizations remain in business and continue to grow, all the managers are facing uncertainties each in their own field, even for organizations which haven`t any innovation strategies, they are facing a different kind of uncertainties generated from various external sources like market growth, new environmental requirements, political changes, global pandemic, etc.
Most of these changes represent a case study to become a core for projects initiatives, or management changes inside the organization, and from that point, uncertainties are generated.
The defamiliarization with risk management, due to a lake of standards knowledge and/or not enough training, leads to confusion in choosing the proper tool and technique at the right time, let such uncertainties impede performance, compromise safety, or diminish value if not managed through a disciplined and systematic approach.
Therefore, most managers chose to avoid any changes and new projects, unless it is Mandatory, and as a result of that methodology, the organization may lose many opportunities and become fragile when facing issues. On the other side, the senior executives operate with a strategic perspective on risk that differs from the operational mindset of the function and project managers; this culture disconnect creates a “translation barrier” between project teams and executive leadership. This misalignment occurs when project managers do not clearly understand what senior executives expect from them regarding risk responses and that case generates a critical business problem. In addition, for other managers when facing a problem and they are capable of tacking the right decision to solve it, they may not be aware to identify any secondary risk may generate from that decision. The purpose of this paper is to help closing that gap by defining risk management objectives according to standards such as ISO 31000:2018, ISO 31010:2019, and PMI PMBOK® Guide. as they address the responsibilities of both project managers and executives in the risk management process.
By analyzing the principles, practices, and processes within these frameworks, the paper seeks to clarify what is practically applicable, how these standards can be interpreted consistently across organizational levels, and how project managers can better meet the expectations of the senior executives when communicating and addressing risks. Through this analysis, the study aims to enhance mutual understanding, support more effective collaboration, and strengthen organizational capability in managing uncertainty. The purpose of this paper is to help to close that gap by defining risk management objectives according to standards such as ISO 31000:2018, ISO 31010:2019, and PMI PMBOK® Guide. as they address the responsibilities of both project managers and executives in the risk management process. By analyzing the principles, practices, and processes within these frameworks, the paper seeks to clarify what is practically applicable, how these standards can be interpreted consistently across organizational levels, and how project managers can better meet the expectations of the senior executives when communicating and addressing risks. Through this analysis, the study aims to enhance mutual understanding, support more effective collaboration, and strengthen organizational capability in managing uncertainty.
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How to cite this work: Sadek, A. (2026). Closing the Risk Communication Gap Between Executives and Project Managers: A Standards-Based Approach, PM World Journal, Vol. XV, Issue I, January. Available online at https://pmworldjournal.com/wp-content/uploads/2026/01/pmwj160-Jan2026-Sadek-Closing-the-Risk-Communication-Gap.pdf
About the Author
Eng Ayman Sadek
Egypt
Eng. Ayman Sadek graduated from Helwan University in 1992 with a Bachelor’s degree in Mechanical Engineering. He has been a member and volunteer at PMI, the Project Management Institute, and has been certified as PMP, RMP-PMI, and PBA-PMI. He began his career as a Maintenance Engineer, later advancing to Site and Project Manager in industrial construction projects for example, but not limited to, petrochemicals, cement products, polymers and polyproline products. He then joined a maritime company as a Technical Superintendent, overseeing technical operations and projects for ship repairs and ship building. Over time, he progressed to Execution Management, involved in Digital transformation and change management at many companies. He currently serves as the Managing Director of the company and a member of the Board. He can be contacted at: tam330@hotmail.com
