Log In
Or create an account ->
Imperial Library
Home
About
News
Upload
Forum
Help
Login/SignUp
Index
Cover Page
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 Risk
PMBOK® 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 Practices
Planning 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 Risks
Assumptions 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 Contingencies
Identifying 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
Dysfunction within Team or Organization
Poor Project Manager Assignment Match
Identifying Project Leadership Risks
Chapter 6: Summary
Chapter 7: Project Risks Influenced by Organizational and External Factors
Product Development Processes
Industry Mismatch
Market Mismatch
Development Process Gaps
Process Nonadherence
Identifying Product Development Process Risks
Productivity and Infrastructure Tools
Inadequate Productivity Tools
Inadequate Infrastructure Tools
Inadequate Training
Identifying Project Infrastructure Tools and Training Risks
Project Resources
Insufficient Funds
Insufficient Time
Insufficient Furnished Equipment and/or Facilities
Personnel Resource Gaps
Identifying Project Resource Risks
Business/External Factors
Competitive Threats
Company Health
Team Physical Proximity
Unrealistic Stakeholder Expectations
Project Cancellation
Identifying Risks Due to Project Business/External Factors
Chapter 7: Summary
Chapter 8: Individual Project Risk Analysis
The Difference between Individual and Overall Risk Assessments
Performing Individual (Qualitative) Analysis of Project Risks
Risk Management Tools and Techniques for Qualitative Analysis
Informal (i.e., Reactive) Risk Management
Use of a Simple Risk Register
Formal Risk Planning (Using a Risk Matrix)
Formal Risk Management (Using Risk Matrix and Tracking Risks)
Project Failure Modes and Effects Analysis (FMEA)
Mechanics of Individual Risk Analysis
Individual Risk Assessment Team
How Individual Project Risks are Analyzed
Individual Project Risk Prioritization
Example: Application of Risk Management Tools and Techniques
Notional Project Description
Identifying, Assessing, and Planning Responses for Notional Project
Notional Project Risk Burn-Down Schedule
Chapter 8: Summary
Chapter 9: Overall Project Risk Analysis
Performing Overall (Quantitative) Project Risk Analysis
Risk Management Tools and Techniques for Quantitative Analysis
Determining Overall Risk via Interviewing and Expert Judgment
Determining Overall Risk via Modeling and Simulation
Description of Modeling and Simulation for Overall Project Risk Assessment
Mechanics of Modeling and Simulation for Analyzing Overall Project Risks
Organizational Assets that Benefit Overall Project Risk Analysis
Chapter 9: Summary
Chapter 10: Determining and Planning Project Risk Responses
Planning Risk Responses
Balancing Risk Tolerance, Response Costs, and Project Objectives
Bottom-Up Project Risk Balancing
Holistic Project Risk Balancing
Combination of Bottom-Up and Holistic Project Risk Balancing
Risk (Threats) and Opportunity Response Options
Risk (Threat) Response Options
Opportunity Response Options
Concurrent Risk (Threat) and Opportunity Response Strategies
Practical Questions for Determining Risk Responses
Addressing Technical (Or Quality) Risks (Threats) and Opportunities
Addressing Schedule Risks (Threats) and Opportunities
Addressing Project Cost Risks (Threats) and Opportunities
Chapter 10: Summary
Chapter 11: Monitoring and Controlling Project Risks
The Monitoring and Controlling Project Management Process Group
Accommodating Project Changes Over Time
Changes that Affect Project Risk
Inherent Project Conflicts
Active Risk Management throughout the Project Life Cycle
Risk Reassessment Process
Project Management Tools and Techniques to Monitor and Control Risks
Some Practical Project Risk Management Tips to Consider
Project Planning Tips to Reduce Project Risk
Project Execution Tips to Reduce Project Risk
Chapter 11: Summary
Chapter 12: Project Management Tools and Techniques Affecting Project Risk
Project Management Process Group and Knowledge Area Mapping
Project Management Knowledge Areas versus Tools and Techniques Mapping
Project Management Tools and Techniques for Risk Management
Project Management Estimating Tools and Techniques
Top-Down Estimating
Bottom-Up Estimating
Analogous Estimating
Combination of Analogous and Bottom-Up Estimating
Modeling and Simulation
Project Management Scheduling Tools and Techniques
Informal Scheduling
Simple Gantt Chart Scheduling
Integrated Master Scheduling (IMS)
Modeling and Simulation Scheduling
Line of Balance Scheduling
Project Management Cost and Schedule Management Tools and Techniques
Actual-Plus-Plan versus Time
Earned Value Management (EVM)
Earned Value Management System (EVMS)
Project Management Quality Assurance Tools and Techniques
Informal/Reactive Quality Assurance
Six Sigma Lite Quality Assurance
Six Sigma Quality Assurance
Requirements Management Tools and Techniques
Project Requirements Document
Project Requirements Compliance Document and/or Checklist
Requirements Change Control
Requirements Reviews
Project Management Communications Tools and Techniques
Project Management Plans
Project Statement of Work (SOW)
Project Work Breakdown Structure (WBS)
Project Work Authorization Documents (WADs)
Project Customer and Management Meetings and Reviews
Project Management HR Tools and Techniques
Project Management Decision Making
Project Management Leadership
Supplier Management Tools and Techniques
Project Sourcing Strategy and Plans
Project Source Selection
Project Supplier Management and Control
Chapter 12: Summary
Chapter 13: Project Manager Competencies versus Project Risk
Basic Project Manager Capabilities to Consider
Project Manager Abilities, Roles, and Responsibilities
Leadership Abilities and Skills for Effective Project Management
Project Manager Vision and Ability to Inspire
Project Manager Communication Skills
Project Manager Integrity
Project Manager Enthusiasm and “Can Do” Attitude
Project Manager Empathy and Compassion
Project Manager Competence
Project Manager's Ability to Delegate
Project Manager's Composure
Project Manager Team-Building Skills
Project Manager Problem-Solving Skills
Chapter 13: Summary
Chapter 14: Various Project Risk Management Influencers
Organizational Influencers
Organizational Structure and Cultural Factors
Team Physical Proximity
Cultural Norms and Values
Compliance Requirements
Operating Environment
Management Expectations
Project and Functional Team Behaviors
Personnel Development and Training Philosophy
Functional versus Matrix versus Projectized Structures
Organizational Process Assets
Information Specific to the Performing Organization
Organizational Knowledge Bases
Project Stakeholders and Governance
Project Stakeholders
Project Governance
Roles and Responsibilities
Chapter 14: Summary
Chapter 15: Project “Best Practices” and Postmortems
Project “Best Practices”
“Better-Than-Best Practices”
Relatively Expensive Project Management “Better-Than-Best Practices”
Relatively Cost-Effective Organizational “Better-Than-Best Practices”
Interactions that Lead to the Establishment of “Best Practices”
Project Postmortems
Typical Postmortem Methodology
Postmortem Cautions
An Efficient and Effective Approach to Conducting Project Postmortems
Chapter 15: Summary
Chapter 16: Example Project Case Studies
Comparable Aerospace and Commercial Industry Projects
Comparable Commercial Industry Back-to-Back Projects
Comparison of Two Distinctly Different Aerospace Projects
Chapter 16: Summary
Appendix A—Sample Project Traffic-Light Ratings
Appendix B—Data Supporting EVM Example
Appendix C—Project Profile Data
Appendix D—Multiproject Postmortem Example
References
Glossary
← Prev
Back
Next →
← Prev
Back
Next →