A concise description of current best practice in project risk management introduces the latest relevant developments enabling project managers, project sponsors and others responsible for managing risk in projects to do just that - effectively.
A concise description of current best practice in project risk management introduces the latest relevant developments enabling project managers, project sponsors and others responsible for managing risk in projects to do just that - effectively.
Dr David Hillson PMP FRSA HonFAPM FIRM FCMI is an international risk management consultant, and Director of Risk Doctor & Partners (www.risk-doctor.com). He is a popular speaker and author on risk and is widely recognised as a leading thinker and practitioner in the risk field. David has made several innovative contributions to improving risk management. He is an active member of the Project Management Institute (PMI), a founder member of its Risk SIG, and is currently PMI Risk SIG Director of Technical Development. He received the PMI Distinguished Contribution Award for his work in developing risk management over many years. He is a Honorary Fellow of the UK Association for Project Management (APM) and past chairman of its Risk SIG. David is also a Fellow of several other professional bodies, including the UK Institute of Risk Management (IRM), the Royal Society for the Encouragement of Arts, Manufactures & Commerce (RSA), and the Chartered Management Institute (CMI).
Inhaltsangabe
Contents: Uncertainty and Risk: Current sources of uncertainty Responding to uncertainty Distinguishing between uncertainty and risk A pragmatic distinction Three refinements Not all uncertainty is risk, all risks are uncertain. Risk and Projects: What's wrong with projects? Why are projects risky? Why manage risk in projects? 'Risks' or risk'? Why is risk management important to projects? Managing Risk in Practice: Towards a risk management process From narrative to reality Describing the risk process Not 'one-size-fits-all' More than a process. Risk and People: Understanding risk attitude Influences on the risk attitude spectrum Risk attitudes and decision-making Risk attitudes and the risk process Managing risk attitudes People plus process. Integrating Risk Management with Wider Project Management: Managing risk throughout the project lifecycle Contribution of risk management to other project management disciplines 'Built-in not bolt-on'. The Bigger Picture: Strategy, tactics and projects Hierarchy of objectives, hierarchy of risk Project risk management in the programme context Enterprise risk management as an integrative framework. Making Risk Management Work: Risk energetics Internal factors External factors Risk energetics across the project lifecycle and beyond Proving it works Why bother? And finally... References and further reading Index.
Contents: Uncertainty and Risk: Current sources of uncertainty Responding to uncertainty Distinguishing between uncertainty and risk A pragmatic distinction Three refinements Not all uncertainty is risk, all risks are uncertain. Risk and Projects: What's wrong with projects? Why are projects risky? Why manage risk in projects? 'Risks' or risk'? Why is risk management important to projects? Managing Risk in Practice: Towards a risk management process From narrative to reality Describing the risk process Not 'one-size-fits-all' More than a process. Risk and People: Understanding risk attitude Influences on the risk attitude spectrum Risk attitudes and decision-making Risk attitudes and the risk process Managing risk attitudes People plus process. Integrating Risk Management with Wider Project Management: Managing risk throughout the project lifecycle Contribution of risk management to other project management disciplines 'Built-in not bolt-on'. The Bigger Picture: Strategy, tactics and projects Hierarchy of objectives, hierarchy of risk Project risk management in the programme context Enterprise risk management as an integrative framework. Making Risk Management Work: Risk energetics Internal factors External factors Risk energetics across the project lifecycle and beyond Proving it works Why bother? And finally... References and further reading Index.
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