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Managing Project Risk

Business Risk Management for Project Leaders

Yen Yee Chong, Evelyn May Brown

Publisher: Prentice Hall, 2000 , 239 pages

ISBN: 0-273-63929-3

Synopsis:

Toggle Synopsis

There are business projects that run smoothly and according to plan, but many do not.

There is no such thing as a risk-free project. Managing Project Risk shows how with skill and good project management, the business odds can stack in your favor.

Issues examined include: the essence of project management ; defining risk; project budget; leadership, team, task and the individual; benchmarking; risk modelling for the 21st century; and project management technology.

Risk management should not be an afterthought. Use this book to ensure it's applied from the outset.

Table of Contents:

Toggle Table of Contents

  • Acknowledgments
  • Foreword
  • Introduction
  • Gambling, risk and risk management
    • Lady luck
    • Our goals on risk
  • How to use this book
    • Managing project risk: opening to endgame
  1. Objectives
    • Risk in context
    • Threat management
    • Risk attitude and perspective
    • Acceptable risk
      • Gambling with your life
  2. Business projects and risk
    • What is a business project and what is project management?
      • The business project cycle - old and new
      • Limitations of the Classical Waterfall model
      • Planning defects
    • Prototyping
      • Off-the-shelf versus bespoke products
    • Fund-raising
    • Implementation of a project
      • Big bang
      • Phased implementation
      • The project team
    • The essence of project management
      • Project inertia
      • Business risk conditions
  3. Risk analysis
    • Defining risk
      • Impact
      • Small business effect
      • Large business effect
        • Risk identification
        • Risk quantification
    • Measuring risk
      • Assessments of types of business risk
    • The Delphi group
    • Sources of risk
      • Political risk
      • Country risk
      • Market risk
      • Currency risk
      • Interest rate risk
      • Counter-party risk
      • Credit or default risk
      • Operational risk
    • Position-keeping or stock-keeping
    • Project failure
      • Business
      • Budgetary
      • Scheduling
      • Technical
      • Legal/regulatory
  4. Risk management
    • Project risk management in a nutshell
      • Risks in the future
      • Risks of the present
      • Risks of the past
      • Total risk
      • Risk log
      • Project steering
    • The risk planning cycle
      • Budgeting
      • Cost estimation
    • Project budget
      • Top-down
      • Bottom-up
      • Cost control
      • Resourcing
    • Project termination
    • Critical success factors for an IT project
  5. The legal process and risk
    • The value of a contract or law suit
      • The contract
      • Strikes and industrial action
      • Project penalties
        • Delays and underperformance
    • Change management
      • Documentation
    • PRINCE 2
    • Contingency management
      • Succession
    • Insurance
    • Market exposure
  6. Business roles in the project
    • Project team members
      • The project sponsor/client
      • The project manager
      • The sales and marketing executive
      • The accountant
      • The banker or financier
      • The engineer or designer
      • The lawyer
      • The health and safety manager
      • Government and regulatory agencies
      • Agents and intermediaries
    • Project risk management services on the market
      • Assessing bids from outsourced contractors
      • Consultants
    • Project co-ordination committee
  7. Operational risk management
    • Insiders and corruption
      • Buying investment funds or shares
    • Leadership, team, task and the individual
      • Screening project staff
    • Risk management as a cultural issue
      • The sales effort
      • Introducing team risk awareness
      • Building consensus and project focus
      • Empowerment of the project team
      • Review of the project team's results
    • Project auditing/review
  8. Quality assurance
    • Introduction
    • QA checking
    • The invitation to tender process (ITT)
      • A deeper look at a company's operations
      • Forensic accounting
      • Matrix evaluation in response to ITT
    • Benchmarking
  9. Finance in project risk management
    • Cash flow
      • Revenue protection using trade financing
    • Derivatives
    • Responsibility, risk and monitoring risk
    • Lessons of derivatives trading
    • Project accountability
      • Chinese walls
      • Practicalities of futures and options contracts for small firms
    • The UK Private Finance Initiative
    • Project ownership
    • Mergers and acquisitions
      • Take-over procedures for corporations
    • The euro in business
  10. Technology platforms in risk management
    • Protection of intellectual property rights
    • Standards and risk management toolkits
      • Why standards?
    • Project management toolkits
      • Project management and IT platforms
    • Practical projects and IT developments for SMEs
      • The Internet
      • Enterprise resource planning (ERP) and data warehousing
  11. Risk management - a hard choice for a soft science
    • Risk modelling and simulation
      • Elementary risk modelling for computers
      • 'Black box' risk management
      • Deterministic versus Stochastic models
      • Estimated monetary value
      • Risk-adjusted discount rate
      • Value at risk
      • Multiple estimating risk analysis
    • Scenario analysis
    • Stress testing or sensitivity analysis
    • Risk modelling for the 21st century
    • Proper methodology and tools
    • Summary of scheduling and budgeting
  12. Summary
    • Project leadership
    • Project risk methodology
    • Project management technology
    • Conclusions
  • Appendix 1 - Assignments
  • Appendix 2 Further information

Reviews:

Managing Project Risk

by Roland Buresund last modified 2007-09-26 15:05

Rating: ******** (Very good)

If Raftery's book is worthwhile to read, this one must be mandatory.


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