Identifying and Managing Project Risk: Essential Tools for Failure- Proofing Your Project - Tapa dura

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Tom Kendrick the former Program Director for the project management curriculum at UC Berkeley Extension, and lives in the Bay area near San Francisco, California. He is a past award recipient of the Project Management Institute (PMI) David I. Cleland Project Management Literature Award for "Identifying and Managing Project Risk: Essential Tools for Failure-Proofing Your Project" (now in it's fourth edition).  Tom is also a certified PMP and serves as a volunteer for both the PMI Silicon Valley Chapter and PMI.org.

De la contraportada

The ultimate, most comprehensive resource on project risk management, Identifying and Managing Project Risk gives you the methodology and expert advice you need to keep every project safely on track. Extensively revised, the Third Edition is once again consistent with the Guide to the Project Management Body of Knowledge (PMBOK®) and the Risk Management Professional (RMP) certification.

Identifying and Managing Project Risk takes you through every phase of a project, giving you dependable, repeatable techniques for considering all conceivable types of risk at any and every point in the process. Helping you eliminate surprises and transform risk into a variable you can manage and keep safely under control, the book provides you with the latest and best thinking on how to minimize risk and achieve incredible success.

Advance Praise for IDENTIFYING and MANAGING PROJECT RISK, Third Edition

“Identifying and Managing Project Risk remains the foundation for every project risk management library. Tom Kendrick’s applications of real world events and how risk management relates to them makes the material both real and easy to understand. Most important, it readily shows readers how to deal with their own situations. A must-read for any serious project manager.” — Craig D. Peterson, PMP, President, Risk Management Specific Interest Group

“Tom Kendrick’s book provides a useful model for managing project risks. It’s filled with valuable insights, illustrations, and rich examples that may be directly applied to readers’ own projects. Among my top recommendations.” — Jan Birkelbach, MBA, PMP, Project Team Consultant

“Risk management is all about setting yourself up for success at the beginning of a project. Tom Kendrick’s book is an excellent reference to do just that—arming you with valuable and practical information.” — Laszlo A. Retfalvi, P.Eng. PMP PMI-RMP; Principal at Retfalvi and Associates; and author of The Power of Project Management Leadership

“I have read and reviewed countless books for my graduate level Risk Management class, and Kendrick’s Identifying and Managing Project Risk was clearly the best available in print. The material is accessible for the inexperienced student, and thoroughly enjoyable and relevant for even the most experienced project manager.” — John J. Conard, Jr., Professor of the Practice, Project Management School of Engineering, Kansas University

De la solapa interior

Important projects tend to be time constrained, pose huge technical challenges, and suffer from a lack of adequate resources . . . which is why the identification of potential risks is an essential part of your job as a project manager. Things that can go wrong often do, so to plan for success, you need to have a thorough understanding of the risks inherent during every phase of the project life cycle.

Drawing on real-world situations and hundreds of examples, this book outlines the risk management process and provides proven methods for project risk planning. Long considered the definitive resource for project managers seeking to guard against failure—and now fully updated and consistent with the Risk Management Professional (RMP) certification and the Guide to the Project Management Body of Knowledge (PMBOK®)—Identifying and Managing Project Risk is the one book no project manager should be without.

Outlining proven methods, demonstrating key ideas for project risk planning, and showing how to use high-level risk assessment tools, the book details what many once considered a truly impossible project—the building of the Panama Canal—to demonstrate key ideas in the risk management process. You’ll become familiar with essential concepts involved in project risk planning, with indispensable guidance on topics such as:

• The benefits and uses of risk data

• Setting limits and defining deliverables

• Procurement planning and source selection

• Constraint management and risk discovery

• Quantitative and qualitative analysis

• Project simulation and modeling

• And much more

The book also contains sections on the different types of risk to consider when planning; cost estimating and budgeting; how to identify key issues associated with project metrics; Work Breakdown Structure (WBS); analysis of scale; and activity sequencing. You’ll learn how to properly document every possible consideration; implement a complete system for monitoring and controlling projects; and use high-level risk-assessment tools.

In addition, the Third Edition moves beyond risk management basics such as insurance, financial, and investment portfolio risk to offer fresh, up-to-the-minute guidance on topics including program risk management, qualitative and quantitative risk analysis, simulation and modeling, significant “non-project” risks, and more.

Complicated projects are inherently risky business. Fully updated and revised, the Third Edition of Identifying and Managing Project Risk is the essential guide for avoiding surprises, and achieving incredible project success.

TOM KENDRICK, PMP, has over 35 years of project and program experience, including senior positions with Hewlett-Packard and Visa. A respected author, he received PMI’s David I. Cleland Project Management Literature Award for the previous edition of this book. He is the Program Director for Project Management at UC Berkeley Extension.

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Introduction

Your mission, Jim, should you decide to accept it ...

So began every episode of the classic TV series Mission:

Impossible, and what followed chronicled the execution of that week's

impossible mission. The missions were seldom literally impossible,

though; careful planning, staffing, and use of the (seemingly unlimited)

budget resulted in a satisfactory conclusion just before the deadline--

the final commercial.

Today's projects should also probably arrive on a tape that "will

self-destruct in five seconds." Compared with project work done in the

past, current projects are more time constrained, pose greater technical

challenges, and rarely seem to have enough resources. All of this

leads to increased project risk--culminating too often in the "impossible

project."

As a leader of complex projects, you need to know that techniques

exist to better deal with risk in projects like yours. Used effectively,

these processes will help you recognize and manage potential

problems. Often, they can make the difference between a project that is

possible and one that is impossible. This is what Identifying and

Managing Project Risk is about. Throughout this book, examples from

modern projects show how to apply the ideas presented to meet the

challenges you face. This is not a book of theories; it is based on data

collected in the recent past from hundreds of complex projects worldwide.

A database filled with this information, the Project Experience

Risk Information Library (PERIL), forms much of the foundation for

this book. These examples are used to identify sources of risk, and

they demonstrate practical responses that do not always resort to brute

force.

The structure of the book also reflects the changes adopted in

the most recent edition of the Guide to the Project Management Body of

Knowledge (PMBOK® Guide) from the Project Management Institute

(PMI®, the professional society for project managers). The Risk section

of the PMBOK® Guide is one of the key areas tested on the Project

Management Professional (PMP®) certification examination administered

by PMI. This book is also consistent with the PMI® Practice

Standard for Project Risk Management and the topics relevant to the PMI

Risk Management Professional (PMI-RMP®) Certification.

The first half of the book addresses risk identification, which

relies heavily on thorough project definition and planning. The initial six

chapters show the value of these activities in uncovering sources of

risk. The remainder of the book covers the assessment and management

of risk, at the detail (activity) level as well as at the project level

and above. These chapters cover methods for assessing identified

risks, establishing an overall risk plan for the project, making project

adjustments, ongoing risk tracking, project closure, and the relationship

between project risk management and program, portfolio, and enterprise

risk management.

It is especially easy on modern projects to convince yourself

that there is little to be learned from the past and that established ideas

and techniques "no longer apply to my project." Tempting though it is

to wear these hindsight blinders, wise project managers realize that

their chances of success are always improved when they take full

advantage of what has gone before. Neither project management in general

nor risk management in particular is all that new. Broad principles

and techniques for both have been successfully used for more than a

century. Even though many lessons can be learned from current projects

(as the PERIL database illustrates), there is also much to be

absorbed from earlier work.

As a graphic reminder of this connection, each chapter in this

book concludes with a short description of how some of the principles

discussed relate to a very large historical project: the construction of

the Panama Canal. Taking a moment every so often to consider this

remarkable feat of engineering reinforces the importance of good project

management practices--and may provide some topical relief from

what can be occasionally dry subject matter.

Risk in projects comes from many sources, including two that

are generally left out of even the better books on the subject: (1) the

inadequate application (or even discouragement) of project management

practices and (2) the all too common situation of wildly aggressive

project objectives that are established without the backing of any

realistic plan. These risks are related because only through adequate

understanding of the work can you detect whether objectives are

impossible, and only by using the information you develop can you

hope to do anything about it.

Identifying and Managing Project Risk is intended to help leaders

of today's complex projects (and their managers) successfully deliver

on their commitments. Whether you develop products, provide services,

create information technology solutions, or deal with complexity in

other types of projects, you will find easy-to-follow, practical guidance

to improve your management of project risk, along with effective practices

for aligning your projects with reality. You will learn how to succeed

with seemingly impossible projects by reducing your risks with

minimal incremental effort.