Robert Chapman

The Rules of Project Risk Management

Implementation Guidelines for Major Projects

• Gebundenes Buch

Produktbeschreibung

This book provides practical experienced-based guidance to support the delivery of effective project risk management. Enabling the reader to "get inside" risk management to gain an appreciation of the individual components and "how the engine works", this book is essential reading for project and risk management professionals.

Produktdetails

• Verlag: Taylor & Francis Ltd
• 2 ed
• Seitenzahl: 368
• Erscheinungstermin: 23. September 2019
• Englisch
• Abmessung: 162mm x 241mm x 22mm
• Gewicht: 710g
• ISBN-13: 9780367209322
• ISBN-10: 0367209322
• Artikelnr.: 57815013

Autorenporträt

Robert James Chapman PhD., MSc., Dip Arch.(Hons), CFIRM, FAPM, FICM is currently a Director of the consultancy Dr. Chapman and Associates Limited who are international risk management specialists. He has provided risk management services for over twenty years across eight countries within fourteen industries.

Inhaltsangabe

Dedication,
Endorsements for the first edition,
Endorsements for the second edition,
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,
Section 1 LAYOUT OF THE BOOK
Section 2 OVERVIEW OF PROJECT RISK MANAGEMENT
Section 3 ENVIRONMENT: The uncertainty characteristics of a project are the
product of their origin and particularly their context,
Section 4 EXTERNAL PROJECT STAKEHOLDERS: Project success requires
comprehension of the potential impact of external stakeholders on project
uncertainty, Contractor participation in risk management is driven by
contract obligations,
Section 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,
Section 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 processes, Effective decision making is dependent on
risk management, Senior management commitment to risk management needs to
be visible,
Section 7 INTERNAL STAKEHOLDERS: Risk management must include an assessment
of internal stakeholders, Involve internal stakeholders in evaluation of
the risks to the business case, Inculcating risk is improved by convincing
the sceptics,
Section 8 RISK RESOURCES: Risk team selection will directly influence risk
management effectiveness, The budget will dictate the level of risk
management support,
Section 9 SYSTEMS: A risk management framework must establish a firm
foundation, Commitment 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 complexity., Risk management
must include 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,
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,
APPENDIX K: Cybersecurity CMM,
Index