In-house course
Project Risk Management — training built on your own live risks
One to two days. Your team leaves with a working risk register for a real project, not a template.
- Duration
- 1–2 days
- 7–14 hours
- Delivered
- At your premises
- Malaysia-wide
- Cost
- RM5,000–RM16,000
- Priced per training day
This is practical training, not PMP® certification
PMI requires 35 contact hours to sit the PMP® exam — that is 5 days. A three-day course delivers 21. We are not a PMI Authorized Training Partner and we do not prepare anyone for the exam. Here is how to tell which one you need.
What your team will be able to do
- Identify risks early enough that a cheap response is still available
- Tell a risk apart from an issue, and treat each correctly
- Assess likelihood and impact quickly, without turning it into a scoring ritual
- Choose between avoid, reduce, transfer and accept — and assign a real owner
- Build a risk register small enough that the team will actually maintain it
- Run a risk review in fifteen minutes that changes a decision
- Spot the early warning signals that precede a schedule slip
- Escalate a risk to a sponsor in terms they will act on
Who it is for
- · Project teams that have a risk register nobody maintains
- · Engineering, construction, IT and operations teams with delivery exposure
- · Companies that have recently been hurt by something foreseeable
- · Teams already trained in project fundamentals who need depth in one area
Who it is not for
- · Enterprise risk management or corporate governance functions — this is project-level
- · Teams needing formal risk certification
- · Financial or credit risk specifically
We would rather tell you this now than at the quote stage.
About this course
Almost every organisation that runs projects has a risk register somewhere. Very few of them use it. It gets built during initiation because the process asks for one, it gets reviewed twice, and then it sits in a folder while the project runs on instinct until something lands that was on the register all along.
That is not a discipline problem, and training people harder on the same process does not fix it. It is a design problem: most risk registers are built to satisfy a governance requirement rather than to change a decision, so they contain the wrong things at the wrong grain and nobody gets value from opening them.
This course takes the opposite route. It starts with a project your team is running right now, finds the risks that would actually change what you do this month, and builds a register small enough that reviewing it takes fifteen minutes. Participants leave with that register in use rather than with a template.
Cost and funding
What it costs, and who pays for it
In-house training is priced per training day, not per person — so the cost per head falls as the group grows. If your company pays the HRD Corp levy, this is normally claimable.
The levy ledger
What your company already contributes, what this costs, and what is at risk if nobody claims.
Your monthly levy
RM3,000
1% of monthly wages — compulsory
This training would cost
RM10,000–RM16,000
About RM500–RM800 per person at 20 people
At risk of forfeiture
RM62,000
Two years of contributions above the RM10,000 floor, if no claim is made
At your contribution rate, this training costs roughly 5.3 months of levy — money already leaving the payroll every month whether it is used or not.
Send it to whoever signs
The numbers above, written as an email. Edit it, then forward it.
An estimate, not advice. Levy rates and the forfeiture rule are HRD Corp’s, read 10 September 2026; your actual balance depends on your claim history and on the statutory definition of wages. Confirm your position with HRD Corp.
Course outline
Indicative. The final agenda is built from your team’s own projects during scoping — which is the point of running it in-house rather than sending people to a fixed public course.
01Why risk registers get abandoned
- · The difference between a register built for governance and one built to change decisions
- · Grain: the level of detail at which a risk becomes actionable
- · Why long registers are worse than short ones
- · Diagnosing your own current register honestly
02Finding risks while they are still cheap
- · Structured identification: what has hurt this kind of project before
- · Assumption-testing as a risk-finding technique
- · Pre-mortem — assume it failed, and work backwards
- · Getting risks out of people who are reluctant to raise them
- · Knowing when to stop looking
03Assessing without ritual
- · Likelihood and impact, rated fast and consistently
- · When a heat map helps and when it hides the real position
- · Ranking risks so the top five are genuinely the top five
- · Handling the risk that is unlikely but would end the project
04Responding and owning
- · Avoid, reduce, transfer, accept — choosing deliberately
- · Assigning an owner who can actually act
- · Costing a response and deciding whether it is worth it
- · Contingency and trigger points: deciding now what you will do later
- · Recording the decision so it is not relitigated
05Keeping it alive
- · A fifteen-minute review cadence that survives contact with a busy team
- · Early warning indicators and what to watch weekly
- · Escalating to a sponsor in terms that prompt a decision
- · Closing risks properly, and capturing what was learned
06Working session on your live project
- · Building a real register for a project currently running
- · Peer challenge on the identified risks
- · Agreeing owners, responses and review cadence in the room
- · Leaving with the register in use, not as a document
Format and delivery
| Detail | |
|---|---|
| Duration | 1–2 days |
| Contact hours | 7–14 hours |
| Group size | 15–25 works best; larger teams run as batches |
| Location | Your premises, anywhere in Malaysia |
| Format | In person. Online delivery possible where a team is split |
| Pricing | RM5,000–RM8,000 per training day |
| Funding | Normally HRD Corp claimable where provider and course are registered |
| Certification | Certificate of attendance. Not a professional credential |
Questions
›Can this be combined with the fundamentals course?
Yes, and it commonly is. A three-day block covering fundamentals with an extended risk day is a normal shape for a team that wants both.
Because in-house training is priced per day, combining them is materially cheaper than running two separate engagements.
›Do we need to bring a real project?
Yes. The final session builds a working risk register for a project your team is running now, and that is the part participants report as most useful.
If you would rather not use a live project — some organisations have confidentiality reasons — a recently completed one works nearly as well. A generic case study is the weakest option and we would rather not default to it.
›Is this HRD Corp claimable?
In-house training is normally claimable under the HRD Corp Claimable Courses (SBL-KHAS) scheme, provided the provider and course are registered and the employer applies for the grant before the training takes place.
A one-day course is a smaller claim but the same process. If your levy balance is at risk of forfeiture, note that the two-year forfeiture clock resets on a successful claim regardless of its size — the funding guide explains how that works.
›How large should the group be?
Twelve to twenty works best. The working sessions need enough people to challenge each other and few enough that everyone contributes.
This course tolerates a smaller group better than the fundamentals course does, because the final exercise works well with a single project team of six or eight.
Get a scoped quote
Tell us the team, the timeframe and whether you pay the HRD Corp levy. We will come back with a day rate, a shape and an honest answer about whether we are the right fit.