Risk Management as a strategic tool for identifying Critical Success Factors in non-core projects: A case study on Ducati’s new parking facility

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. The findings reveal that Risk Management not only mitigates threats but also uncovers additional CSFs that may not emerge from conventional project planning approaches. Key insights from the case study demonstrate that factors such as regulatory compliance, sustainability integration, stakeholder engagement, and alignment with corporate branding are pivotal in ensuring project success. Furthermore, the research underscores the necessity of adaptive management strategies in non-core projects, where risk exposure and strategic alignment must be continuously assessed. By bridging Risk Management methodologies with CSF evaluation, this thesis provides a practical framework for organizations managing non-core infrastructure projects, offering valuable recommendations for improving decision-making, resource allocation and long-term project success.