Managing Risks in Projects presents the latest skills, techniques, knowledge and experience of managing risks in projects from the leading worldwide experts. Many different types of projects are addressed spanning development, software, re-engineering, engineering and construction.
Managing Risks in Projects presents the latest skills, techniques, knowledge and experience of managing risks in projects from the leading worldwide experts. Many different types of projects are addressed spanning development, software, re-engineering, engineering and construction.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
1: Putting Project Risk Management into Perspective 1: Fifteen years of project risk management applications - where are we going? 1: Proactive risk management - myth or reality? 1: Establishing project risk assessment teams 2: Case Projects - Project Failures, Risk History and Lessons Learned 2: In search of best practices in risk management 2: Understanding project risk 2: Soft risk management for the implementation of an information systems project 2: Risks in projects and project oriented business design/build - optimum solution for biopharm projects 2: Procurement risks and uncertainty in support of the United States Antarctic Program 3: Implementation of Systematic Risk Management in Project Business 3: Implementation of systematic project risk management in companies - from immediate needs to the prospects of the future 3: Training for project success 3: Establishing a formal project risk management process 3: Institutional risk management 4: New Skills and Techniques for Project Risk Management 4: Managing risk management processes 4: Implementing the successive principle 4: Project risk management and organisational learning 4: Integration of subjective judgements and historical data 4: Exploring the value of project complexity - beyond lump sum contracting 4: Using a systematic project delivery approach to better manage project risks 4: Risk sharing partnerships 4: No-risk move from TQM to ISO to boundaryless organization 5: Project Risk Management in Development, Software and Re-Engineering Projects 5: Method of Reliability Analysis in the Project Information Management Process 5: The risk diagnosing methodology RDM 5: Risks in change project management 5: A risk-driven approach for software process improvement 5: Risk management focus in business reengineering initiatives 5: Risks in projects and project oriented small and medium companies 6: Project Risk Management in Engineering and Construction 6: Constructing reasonably believable edifices 6: Towards a qualitative risk assessment framework for construction projects 6: Risk sources and drivers in construction projects 6: The risk of safety regulation changes in transport development projects 6: Clients' risks associated with different building procurement methods 6: Development of a risk management approach for allowing dependency and uncertainty between activities' duration 6: The importance of a quality management in civil projects 7: Understanding Nature of Risk-Modelling Aspects 7: Crisis avoidance through proactive project management 7: Coping with environmental uncertainty in projects 7: Project risk 7: Focusing on risk response development and risk measures to be taken - can risk estimating even be skipped in an RM application? 7: Deciding which risks are important
1: Putting Project Risk Management into Perspective 1: Fifteen years of project risk management applications - where are we going? 1: Proactive risk management - myth or reality? 1: Establishing project risk assessment teams 2: Case Projects - Project Failures, Risk History and Lessons Learned 2: In search of best practices in risk management 2: Understanding project risk 2: Soft risk management for the implementation of an information systems project 2: Risks in projects and project oriented business design/build - optimum solution for biopharm projects 2: Procurement risks and uncertainty in support of the United States Antarctic Program 3: Implementation of Systematic Risk Management in Project Business 3: Implementation of systematic project risk management in companies - from immediate needs to the prospects of the future 3: Training for project success 3: Establishing a formal project risk management process 3: Institutional risk management 4: New Skills and Techniques for Project Risk Management 4: Managing risk management processes 4: Implementing the successive principle 4: Project risk management and organisational learning 4: Integration of subjective judgements and historical data 4: Exploring the value of project complexity - beyond lump sum contracting 4: Using a systematic project delivery approach to better manage project risks 4: Risk sharing partnerships 4: No-risk move from TQM to ISO to boundaryless organization 5: Project Risk Management in Development, Software and Re-Engineering Projects 5: Method of Reliability Analysis in the Project Information Management Process 5: The risk diagnosing methodology RDM 5: Risks in change project management 5: A risk-driven approach for software process improvement 5: Risk management focus in business reengineering initiatives 5: Risks in projects and project oriented small and medium companies 6: Project Risk Management in Engineering and Construction 6: Constructing reasonably believable edifices 6: Towards a qualitative risk assessment framework for construction projects 6: Risk sources and drivers in construction projects 6: The risk of safety regulation changes in transport development projects 6: Clients' risks associated with different building procurement methods 6: Development of a risk management approach for allowing dependency and uncertainty between activities' duration 6: The importance of a quality management in civil projects 7: Understanding Nature of Risk-Modelling Aspects 7: Crisis avoidance through proactive project management 7: Coping with environmental uncertainty in projects 7: Project risk 7: Focusing on risk response development and risk measures to be taken - can risk estimating even be skipped in an RM application? 7: Deciding which risks are important
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