Project Risk Management: A Practical Implementation Approach

Description

It’s not exactly news that putting the concepts of risk management into action can help make a project more successful. In fact, a solid understanding of risk management is a vital component of any project management professional’s training, regardless of the industry in which he or she might work. In today’s fast-paced, constantly changing, and extremely competitive environment, risk management is more important than ever for businesses hoping to find their footing in the global market. In Project Risk Management: A Practical Implementation Approach, author Michael M. Bissonette not only provides insights into the best ways to implement the traditional techniques of risk management, but also explores innovative new methods that can help modern organizations build their culture, improve financial performance, and ultimately achieve greater success in all of their projects Content: Title Page Copyright Page Table of Contents Table of Figures Acknowledgments Preface Chapter 1: Practical Application of Project Risk Management Overview Content Portfolio Project Risk Management-A Holistic Perspective Practical Project Risk Management Concerns Chapter 2: Risk Management-Integral to Project Management Project Risk Management Fundamentals General Process Cycles and Related Project Risks Project Life Cycle Structure Product Life Cycle Product Development Cycle Chapter 2: Summary Chapter 3: Risk Definitions and General Categories Definition of Risk. Traditional Definition of RiskPMBOK® Guide Definition of Risk Causes versus Risks Risk Metalanguage Statement: Example 1 Risk Metalanguage Statement: Example 2 Risk Description Metalanguage Statement: Example 1 Risk Description Metalanguage Statement: Example 2 The Potential Impact of Risks to Major Project Objectives Risks to Major Project Objectives Risk-Severity Definition Risk Probability and Impact Scales Risk Categories and Groupings The Risk Breakdown Structure (RBS) The Work Breakdown Structure (WBS) Chapter 3: Summary. Chapter 4: Classical Project Risk Management PracticesPlanning Risk Management The Risk Management Plan (RMP) 1.0: General Information 2.0: RPM Methodology 3.0: Roles and Responsibilities 4.0: Risk Management Budgeting 5.0: Risk Management Scheduling and Timing 6.0: Project Risk Categories 7.0: Individual (Qualitative) Risk Assessment Definitions 8.0: Project Stakeholder Tolerances 9.0: Risk Reporting Formats 10.0: Initial Project Assessment-Assumptions and Risks 11.0: Monitoring and Controlling Project Risks The Heart of the Risk Management Process Chapter 4: Summary. Chapter 5: Determining Individual Project RisksAssumptions versus Risks Differentiating between Assumptions and Risks Project Assumption Register Identifying Individual Project Risks Practical Methods for Identifying Individual Project Risks Types of Risks Project RBS Categories: Causes of Unsuccessful Project Execution RBS Categories Practical and Relevant Questions to Ask for Identifying Risks Chapter 5: Summary Chapter 6: Project Risks Influenced by the Project Manager and Project Team Project Plans Poor Bases of Estimates Scope Omissions Invalid Assumptions. Inadequate ContingenciesIdentifying Project Planning Risks Project Management Controls Poor Risk Management Inadequate Cost and Schedule Controls Poor Requirements Management Compliance (i.e., Product Quality) Verification Gaps Poor Metrics Poor Supplier Management Poor Trade-Off Analyses Identifying Project Management Controls Risks Project Communications Unclear Priorities Poor Decisions Poor Status Reporting Poor Team Direction Poor/Inadequate Escalation Identifying Project Communications Risks Project Leadership Inadequate Training/Development.