Identifying and Managing Project Risk: Essential Tools for Failure-Proofing Your ProjectWinner of the Project Management Institute’s David I. Cleland Project Management Literature Award 2010 It’s no wonder that project managers spend so much time focusing their attention on risk identification. Important projects tend to be time constrained, pose huge technical challenges, and suffer from a lack of adequate resources. Identifying and Managing Project Risk, now updated and consistent with the very latest Project Management Body of Knowledge (PMBOK)® Guide, takes readers through every phase of a project, showing them how to consider the possible risks involved at every point in the process. Drawing on real-world situations and hundreds of examples, the book outlines proven methods, demonstrating key ideas for project risk planning and showing how to use high-level risk assessment tools. Analyzing aspects such as available resources, project scope, and scheduling, this new edition also explores the growing area of Enterprise Risk Management. Comprehensive and completely up-to-date, this book helps readers determine risk factors thoroughly and decisively...before a project gets derailed. |
Contents
| 1 | |
| 17 | |
Identifying Project Scope Risk | 40 |
Identifying Project Schedule Risk | 70 |
Identifying Project Resource Risk | 100 |
Managing Project Constraints and Documenting Risks | 127 |
Quantifying and Analyzing Activity Risks | 149 |
Managing Activity Risks | 176 |
Quantifying and Analyzing Project Risk | 212 |
Other editions - View all
Identifying and Managing Project Risk: Essential Tools for Failure-proofing ... Tom Kendrick No preview available - 2009 |
Common terms and phrases
additional avoid Beta distribution black swan budget changes Chapter common complete contingency plans contributors cost critical path deadline decision defined delay dependencies discussed distribution duration estimates effective effort enterprise risk management expected factors Figure George Goethals hardware ideas identify impact initial interfaces involved issues late manage risk managing project measured ment methods minimize negotiation options outsourcing overall project Panama Canal percent PERIL database PERT PMBOK portfolio risk possible potential priority probability problems program risk proj project activities project deliverable project leader project management project objective project plan project portfolio management project risk management project scope project team reserve resource risks result risk analysis risk assessment risky root cause schedule risk scope creep scope risks significant similar specific sponsor staff staffing stakeholders status team members technical projects techniques timate tion variance