Classic project objectives are set in terms of cost, time and performance. Bringing it in on time and to budget are risk management achievements which are internal to the project.

Performance starts before there is a project and continues after the project is complete. Managing risks to performance is a subtler aspect of project management, while within business-as-usual organisations the delivery of performance is a key issue on scales ranging from the individual to the whole business.

For many people working within project management, understanding the risks to performance is by no means straightforward. For example:

• When we talk about performance, do we mean meeting objectives and delivering a ‘fit-forpurpose’ product?

• Is performance all about quality, audits, KPIs or KRIs?

• Do we have agreed definitions for performance?

• How should we measure performance?

• Do we know what the risks to performance are?