Strategy, risk and project management are often considered separately but this book demonstrates how a synthesis of these approaches yields greater opportunities. It is essential reading for practitioners specialising in these areas as well as teachers or participants in executive programmes.
Strategy, risk and project management are often considered separately but this book demonstrates how a synthesis of these approaches yields greater opportunities. It is essential reading for practitioners specialising in these areas as well as teachers or participants in executive programmes.
Chris Chapman is an experienced consultant, the basis of his research as Professor of Management Science at Southampton University. He has published widely on uncertainty, opportunity, and risk management for projects, operations and corporate management. He is a past President of the Operational Research Society.
Inhaltsangabe
Foreword by Stephen Ward Comments by other colleagues Preface Overview About the author Acknowledgements Part 1 Foundations 1 Why planning is usually vital but often difficult and frequently inept 2 A 'universal planning uncertainty and complexity management process' (UP) 3 Low to high clarity approaches and the 'estimation-efficiency spectrum' 4 Confronting challenging complexities usually needing more clarity Part 2 Employing planning tools in practice - five illustrative tales 5 Using a UP - an initially simple supply chain management example 6 Building 'specific processes' - a bidding process example 7 Adapting 'generic processes' - a project planning example 8 Corporate strategy formulation - an electricity utility example 9 Building well-founded trust about complex concerns - a railway safety example Part 3 Further synthesising and reflecting 10 Immediate and longer term 'what needs to be done' priorities 11 Ongoing enhancement of strategic clarity and tactical clarity References Index Website information
Foreword by Stephen Ward Comments by other colleagues Preface Overview About the author Acknowledgements Part 1 Foundations 1 Why planning is usually vital but often difficult and frequently inept 2 A 'universal planning uncertainty and complexity management process' (UP) 3 Low to high clarity approaches and the 'estimation-efficiency spectrum' 4 Confronting challenging complexities usually needing more clarity Part 2 Employing planning tools in practice - five illustrative tales 5 Using a UP - an initially simple supply chain management example 6 Building 'specific processes' - a bidding process example 7 Adapting 'generic processes' - a project planning example 8 Corporate strategy formulation - an electricity utility example 9 Building well-founded trust about complex concerns - a railway safety example Part 3 Further synthesising and reflecting 10 Immediate and longer term 'what needs to be done' priorities 11 Ongoing enhancement of strategic clarity and tactical clarity References Index Website information
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