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210123 ||| eng |
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|a 9780814436097
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|a HD61
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|a Kendrick, Tom
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|a Identifying and managing project risk
|b essential tools for failure-proofing your project
|c Tom Kendrick
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| 260 |
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|a New York, New York
|b American Management Association
|c 2015
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| 300 |
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|a 412 pages
|b illustrations, graphs
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|a Project Level RiskAggregating Risk Responses; Project Modeling and Simulations; Integrated Schedule/Cost Assessment; System Analysis; Critical Chain Considerations; Questionnaires and Surveys; Analysis of Scale; Project Appraisal; Scenario Analysis; Project Metrics; Financial Metrics; Panama Canal: Overall Risks (1907); CHAPTER 10: Managing Project Risk; Project Documentation Requirements; Project Start-Up; Selecting and Implementing Project Metrics; Establishing Reserves and Managing for Contingency; Project Baseline Negotiation; Project Plan Validation; Specification Change Control
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|a A Second Panama Canal Project: Sponsor ship and Initiation (1902-1904)CHAPTER 3: Identifying Project Scope Risk; Sources of Scope Risk; Defining Deliverables; High-Level Risk Assessment Tools; Setting Limits; Work Breakdown Structure; Other Scope-Related Risks; Documenting the Risks; Panama Canal: Setting the Objective (1905-1906); CHAPTER 4: Identifying Project Schedule Risk; Sources of Schedule Risk; Activity Definition; Estimating Activity Duration; Activity Sequencing; Documenting the Risks; Panama Canal: Planning (1905-1907); CHAPTER 5: Identifying Project Resource Risk
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|a Cover; Copyright; Title; Contents; Acknowledgments; Introduction; CHAPTER 1: Why Project Risk Management?; The Doomed Project; Risk; Opportunities and Risks; Benefits of Project Risk Management; Costs of Project Risk Management; The Project Risk Management Process; Anatomy of a Failed Project: The First Panama Canal Project; CHAPTER 2: Planning for Risk Management; Project Selection; Overall Project Planning Processes; Defining Risk Management for the Project; Risk Management Infrastructure for the Organization; The PERIL Database
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|a Qualitative and Quantitative Risk AnalysisProbability and Impact; Qualitative Risk Assessment; Quantitative Risk Assessment; Panama Canal: Risks (1906-1914); CHAPTER 8: Managing Activity Risks; Root Cause Analysis; Categories of Risk; Selecting Risks to Address; Risk Response Planning; Dealing with Risk Causes; Implementing Preventative Ideas; Dealing with Risk Effects; Documenting Your Risk Plans and Risk Owners; Managing a Specific Risk; Bow Tie Analysis for Documenting Risk Responses; Panama Canal: Risk Plans (1906-1914); CHAPTER 9: Quantifying and Analyzing Project Risk
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|a Sources of Resource RiskResource Planning; Staff Acquisition; Out sourcing; Effort Estimates Adjusted for Risk; Cost Estimates, Budgets, and Risk; Documenting the Risks; Panama Canal: Resources (1905-1907); CHAPTER 6: Managing Project Constraints and Documenting Risks; Analyzing Constraints; Managing Opportunities; Scope Modification; Resource Modification; Schedule Modification; Assessing Options and Updating Plans; Seeking Missing Risks; Creating a Risk Register; Panama Canal: Improving the Plan (1906); CHAPTER 7: Quantifying and Analyzing Activity Risks
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|a Risk management / fast
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|a Project management / fast
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|a Risk management / http://id.loc.gov/authorities/subjects/sh85114200
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| 653 |
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|a Gestion du risque
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|a Project management / http://id.loc.gov/authorities/subjects/sh85065919
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|a risk management / aat
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|a Risk Management
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|a Gestion de projet
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| 041 |
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|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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| 500 |
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|a Includes index
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| 776 |
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|z 9780814436097
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|z 0814436099
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|z 9780814436080
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| 856 |
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|u https://learning.oreilly.com/library/view/~/9780814436080/?ar
|x Verlag
|3 Volltext
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|a 658
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|a 658.404
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|a 658.4/04
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|a 368
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|a 658.155
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|a Drawing on real-world situations and hundreds of examples, the book outlines the risk management process and provides proven methods for project risk planning. Readers will learn how to use high-level risk assessment tools, implement a system for monitoring and controlling projects, and properly document every consideration. Analyzing aspects such as project scope, available resources, and scheduling, the third edition also offers fresh guidance on program risk management, qualitative and quantitative risk analysis, simulation and modeling, and significant ""non-project"" risks
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