Imagine a construction project where the architect draws the plans, the electrician wires the building, and the plumber installs pipes—but they never talk to each other. The result is a mess of conflicts, rework, and surprise costs. Risk management often suffers the same fate: it lives in a separate plan, updated once in a while, and rarely influences daily decisions about budgets, schedules, or contracts. In this chapter, we’ll see how to make risk thinking a natural thread that runs through every stage of a project, and how to link it upward to programmes and the wider organisation’s objectives. The goal is simple: risk management should be built-in, not bolt-on.