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The management of complex large projects has become a major strategic issue for many global companies. Issues of partnership, strategic alliances, rapid movement of capital and labour, currency fluctuations, and a global base for sub-contractors and suppliers has led to the need to undertake risk assessment and management from a new perspective. These assessments do not any longer involve the use of risk registers focussed on a specific project but rather involve, in addition, an evaluation of longer term strategic risks set alongside project risks. The research builds from the unique approaches to strategy making developed around attention to thinking processes and organizational beliefs and the use of computer based group decision support systems set alongside the international reputation of Strathclyde for forensic analysis of complex projects as a part of litigation. New methods for the analysis of project failure have been developed through these cases.