How to manage project opportunity and risk why uncertainty management can be a much better approach than risk management
Since I wrote the Foreword for the second edition of this book, risk management processes have become much more widely used, but controversy about what should be done and how best to do it has grown. Managing risk is a risky business. Chapman and Ward provide an in-depth explanation of why it is imp...
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| Format: | eBook |
| Language: | Inglés |
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Chichester, West Sussex ; Hoboken, NJ :
Wiley
2012.
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| Edition: | 3rd ed |
| Series: | Wiley Desktop Editions
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| See on Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627972906719 |
Table of Contents:
- How to Manage Project Opportunity and Risk: Why uncertainty management can be a much better approach than risk management; Contents; Foreword to this edition by Mike Nichols; Foreword to the second edition with an update by Tony Ridley; Foreword to the first edition by Peter Wakeling; Preface and overview by the authors; Acknowledgements; Part I: Setting the scene; 1: Uncertainty in and around projects; 2: Uncertainty, risk and opportunity; 3: Key motives for uncertainty management; 4: An overview of generic process frameworks; Part II: The generic process in one key lifecycle stage
- 5: Define the project6: Focus the process; 7: Identify all the relevant sources of uncertainty, response options and conditions; 8: Structure all uncertainty; 9: Clarify ownership; 10: Quantify some uncertainty; 11: Evaluate all the relevant implications; Part III: The generic process in all lifecycle stages; 12: Fully integrating the strategy shaping stages; 13: Fully integrating the strategy implementation stages; Part IV: Key corporate implications; 14: Developing PUMP capability as a project; 15: Contracts and governance as frameworks for enlightened relationship management
- 16: A corporate capability perspectiveReferences; Glossary; Index
