Non-core construction projects present unique challenges for companies, as they often lack dedicated resources and internal expertise while requiring significant coordination among multiple stakeholders. This thesis investigates how Risk Management serves as a strategic tool for identifying and refining Critical Success Factors (CSFs) in such projects. Through a comprehensive literature review and a case study on Ducati’s new parking facility for employees, the research explores the interplay between risk assessment and project success. The study begins by analysing traditional CSFs in construction projects, highlighting their relevance in non-core initiatives where uncertainties and external dependencies play a crucial role. A structured risk management framework is then applied to the Ducati case, incorporating risk identification, analysis and prioritization techniques.