Mega projects development envisage significant expansion of the facilities, infra-structures and resources required for their future operations. Therefore, numerous efforts are exerted through robust approaches from the entire organization resources to assure the effectiveness of the integrated readiness deployment, smooth handing over of the assets and efficient operations of the new facilitates with the optimum impact on the ongoing business [1]. These projects always result in complex challenges to the organizations which in turn translated to a range of significant business risks. Therefore, a diverse range of risk types shall be identified and considered in addition to the traditional project and operational related areas. These risks might be of an internal (e.g. strategy, manpower, financial, operational, etc.) or external nature (e.g. political, legal or regulatory environment, economics, third parties, etc.). Smart and comprehensive methodologies shall be implemented for business risks associated with the mega projects readiness, and then it is crucial to perform a thorough prioritization exercise to ensure proper focus is given to the high business impact areas and resources are allocated accordingly. Understanding the risk environment influences the organization's ability to achieve the proposed short and longer term strategic objectives. Delivering an effective risk management is linked to the definition of the accountabilities for each of the prioritized areas. This includes defining further actions, tracking implementation, and effective on-going monitoring. Through, application of an established risk management process to the context of one specific project. Applying a smart and robust business risk management for assessing the readiness of the organization towards receiving mega projects being developed in the GCC resulted in key risks such as; manpower availability, asset management engineering implementation, competency of service providers matching with adopted modern technologies, procurement of adequate level of operating spare parts, increased logistic requirements, and optimization of resources through synergy agreements.

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