Identifying and Managing Project Risk

Editor/Author Kendrick, Tom
Publication Year: 2015
Publisher: AMACOM, Publishing Division of the American Management Association

Single-User Purchase Price: $34.95
Unlimited-User Purchase Price: $52.43
ISBN: 978-0-81-443608-0
Category: Business, Finance & Economics - Management
Image Count: 85
Book Status: Available
Table of Contents

The ultimate, most comprehensive resource on project risk management, Identifying and Managing Project Risk gives you the methodology and expert advice you need to keep every project safely on track.

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Table of Contents

  • Acknowledgments
  • Introduction
  • CHAPTER 1: Why Project Risk Management?
  • The Doomed Project
  • • Risk
  • • Opportunities and Risks
  • • Benefits of Project Risk Management
  • • Costs of Project Risk Management
  • • The Project Risk Management Process
  • • Anatomy of a Failed Project: The First Panama Canal Project
  • CHAPTER 2: Planning for Risk Management
  • Project Selection
  • • Overall Project Planning Processes
  • • Defining Risk Management for the Project
  • • Risk Management Infrastructure for the Organization
  • • The PERIL Database
  • • A Second Panama Canal Project: Sponsorship and Initiation (1902–1904)
  • CHAPTER 3: Identifying Project Scope Risk
  • Sources of Scope Risk
  • • Defining Deliverables
  • • High-Level Risk Assessment Tools
  • • Setting Limits
  • • Work Breakdown Structure
  • • Other Scope-Related Risks
  • • Documenting the Risks
  • • Panama Canal: Setting the Objective (1905–1906)
  • CHAPTER 4: Identifying Project Schedule Risk
  • Sources of Schedule Risk
  • • Activity Definition
  • • Estimating Activity Duration
  • • Activity Sequencing
  • • Documenting the Risks
  • • Panama Canal: Planning (1905–1907)
  • CHAPTER 5: Identifying Project Resource Risk
  • Sources of Resource Risk
  • • Resource Planning
  • • Staff Acquisition
  • • Outsourcing
  • • Effort Estimates Adjusted for Risk
  • • Cost Estimates, Budgets, and Risk
  • • Documenting the Risks
  • • Panama Canal: Resources (1905–1907)
  • CHAPTER 6: Managing Project Constraints and Documenting Risks
  • Analyzing Constraints
  • • Managing Opportunities
  • • Scope Modification
  • • Resource Modification
  • • Schedule Modification
  • • Assessing Options and Updating Plans
  • • Seeking Missing Risks
  • • Creating a Risk Register
  • • Panama Canal: Improving the Plan (1906)
  • CHAPTER 7: Quantifying and Analyzing Activity Risks
  • Qualitative and Quantitative Risk Analysis
  • • Probability and Impact
  • • Qualitative Risk Assessment
  • • Quantitative Risk Assessment
  • • Panama Canal: Risks (1906–1914)
  • CHAPTER 8: Managing Activity Risks
  • Root Cause Analysis
  • • Categories of Risk
  • • Selecting Risks to Address
  • • Risk Response Planning
  • • Dealing with Risk Causes
  • • Implementing Preventative Ideas
  • • Dealing with Risk Effects
  • • Documenting Your Risk Plans and Risk Owners
  • • Managing a Specific Risk
  • • Bow Tie Analysis for Documenting Risk Responses
  • • Panama Canal: Risk Plans (1906–1914)
  • CHAPTER 9: Quantifying and Analyzing Project Risk
  • Project-Level Risk
  • • Aggregating Risk Responses
  • • Project Modeling and Simulations
  • • Integrated Schedule/Cost Assessment
  • • System Analysis
  • • Critical Chain Considerations
  • • Questionnaires and Surveys
  • • Analysis of Scale
  • • Project Appraisal
  • • Scenario Analysis
  • • Project Metrics
  • • Financial Metrics
  • • Panama Canal: Overall Risks (1907)
  • CHAPTER 10: Managing Project Risk
  • Project Documentation Requirements
  • • Project Start-Up
  • • Selecting and Implementing Project Metrics
  • • Establishing Reserves and Managing for Contingency
  • • Project Baseline Negotiation
  • • Project Plan Validation
  • • Specification Change Control
  • • Panama Canal: Adjusting the Objective (1907)
  • CHAPTER 11: Monitoring and Controlling Risky Projects
  • Don't Panic
  • • Applying the Plan
  • • Project Monitoring
  • • Collecting Project Status
  • • Metrics and Trend Analysis
  • • Responding to Issues
  • • Communication and Risk Reporting
  • • Project Archive
  • • Managing Risk Reserves
  • • Project Reviews and Risk Reassessment
  • • Taking Over a Troubled Project
  • • Panama Canal: Risk-Based Replanning (1908)
  • CHAPTER 12: Closing Projects
  • Project Closure
  • • Project Retrospective Analysis
  • • Panama Canal: Completion (1914)
  • CHAPTER 13: Program, Portfolio, and Enterprise Risk Management
  • Project Risk Management in Context
  • • Program Risk Management
  • • Portfolio Risk Management
  • • Enterprise Risk Management
  • • Panama Canal: Over the Years
  • CHAPTER 14: Conclusion
  • Choosing to Act
  • • Managing Your Risks
  • • Panama Canal: The Twenty-First Century
  • APPENDIX: Selected Detail from the PERIL Database
  • Scope Risks
  • • Schedule Risks
  • • Resource Risks
  • About the Author