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How to manage project opportunity and risk : why uncertainty management can be a much better approach than risk management

By: Chapman, C. BContributor(s): Ward, Stephen | Chapman, C. BMaterial type: Text

TextPublication details: Chichester, West Sussex ; Hoboken, NJ : Wiley, 2011Edition: 3rd edDescription: xxvi, 492 pISBN: 9780470686492 (hardback)Subject(s): Project management | Risk management | BUSINESS & ECONOMICS / ManagementDDC classification: 658.404

Contents:

pt. 1. 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 -- pt. 2. The generic process in one key lifecycle stage -- 5. Define the project -- 6. 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 -- pt. 3. The generic process in all lifecycle stages -- 12. Fully integrating the strategy shaping stages -- 13. Fully integrating the strategy implementation stages -- pt. 4. Key corporate implications -- 14. Developing PUMP capability as a project -- 15. Contracts and governance as frameworks for enlightened relationship management -- 16. A corporate capability perspective.

Summary: "Based on a sound conceptual foundation yet developed to meet practical concerns, Project Risk Management has become recognized as a standard work on its subject"--

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Item type	Current library	Collection	Call number	Status	Date due	Barcode	Item holds
Reference Books	Main Library Reference	Reference	658.404 CHA (Browse shelf(Opens below))	Available		015452

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Rev. ed. of : Project risk management, c 2003.

pt. 1. 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 --
pt. 2. The generic process in one key lifecycle stage --
5. Define the project --
6. 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 --
pt. 3. The generic process in all lifecycle stages --
12. Fully integrating the strategy shaping stages --
13. Fully integrating the strategy implementation stages --
pt. 4. Key corporate implications --
14. Developing PUMP capability as a project --
15. Contracts and governance as frameworks for enlightened relationship management --
16. A corporate capability perspective.

"Based on a sound conceptual foundation yet developed to meet practical concerns, Project Risk Management has become recognized as a standard work on its subject"--

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