Question: One particular client was working on a project for the FAA, adding software and critical communication components in the cockpit for pilots. This company stopped

One particular client was working on a project for the FAA, adding software and critical communication components in the cockpit for pilots. This company stopped performing risk management because they would evaluate 100's risks on a weekly basis and found the process frustrating and didn't provide any value. Why would evaluating hundreds of risks be overwhelming and claimed pointlessly? What should the project team do differently to improve their risk identification process?

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