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The Rules of Project Risk Management : Implementation Guidelines for Major Projects.
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Milton :
Routledge,
2019.
|
| Edición: | 2nd ed. |
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Praise; Half Title; Title Page; Copyright Page; Dedication; Table of Contents; List of figures; List of tables; List of mini case studies; About the author; Foreword; Preface to the second edition; Acknowledgements; Audience; How to read this book; Glossary; Chapter 1: Layout of the book; Chapter 2: Overview of project risk management; Chapter 3: Environment; The uncertainty characteristics of a project are the product of their origin and particularly their context; Chapter 4: External project stakeholders
- Project success requires comprehension of the potential impact of external stakeholders on project uncertaintyContractor participation in risk management is driven by contract obligations; Chapter 5: Organisation and culture; Risk management aspirations need to be rooted in reality; The risk profile of a project will be directly influenced by the procurement process; Chapter 6: Leadership and governance; Awareness of the need to manage risk; Mandate for the implementation of risk management; Creation and communication of accountabilities and responsibilities
- Internal control and risk assurance processesEffective decision making is dependent on risk management; Senior management commitment to risk management needs to be visible; Chapter 7: Internal stakeholders; Risk management must include an assessment of internal stakeholders; Involve internal stakeholders in the evaluation of the risks to the business case; Inculcating risk is improved by convincing the sceptics; Chapter 8: Risk resources; Risk team selection will directly influence risk management effectiveness; The budget will dictate the level of risk management support; Chapter 9: Systems
- A risk management framework must establish a firm foundationCommitment commences with a risk policy; Project outcomes are enriched by implementing lessons learned; Risk analysis needs to recognise the existence of optimism bias; The workshop "circus" is avoided by recognising behaviour types; Project success and particularly risk management is dependent on proactive behaviour; Risk descriptions are improved by adopting a metalanguage; Risk database integration is improved when scheduled; Risk model results are improved by sense checking; Risk management is enhanced through integration
- Assessing the risk profile of a project must take account of its degree of complexityRisk management must include the examination of opportunities as well as threats; Appendix A: EFQM Excellence Model; Appendix B: Systems thinking; Appendix C: Causes of project failure; Appendix D: Observations about the standard ISO 31000:2009; Appendix E: Drivers for project success; Appendix F: Mitchel, Bradley and Wood's stakeholder typology; Appendix G: The power-predictability matrix; Appendix H: Maturity model descriptions; Appendix I: Recording lessons learned; Appendix J: Procurement process