
Managing Project Risks
Wiley-Blackwell (Publisher)
1st Edition
Published on 6. September 2019
Book
Hardback
288 pages
978-1-119-48975-7 (ISBN)
Article exhausted; check for reprint
Description
A comprehensive overview of project risk management, providing guidance on implementing and improving project risk management systems in organizations
This book provides a comprehensive overview of project risk management. Besides offering an easy-to-follow, yet systematic approach to project risk management, it also introduces topics which have an important bearing on how risks are managed but which are generally not found in other books, including risk knowledge management, cultural risk-shaping, project complexity, political risks, and strategic risk management. Many new concepts about risk management are introduced. Diagrams and tables, together with project examples and case studies, illustrate the authors' precepts and ideas.
Each chapter in Managing Project Risks begins with an introduction to its topic and ends with a summary. The book starts by providing an understanding and overview of risk and continues with coverage of projects and project stakeholders. Ensuing chapters look at project risk management processes, contexts and risk drivers, identification, assessment and evaluation, response and treatment options, and risk monitoring and control. One chapter focuses entirely on risk knowledge management. Others explore the cultural shaping of risk, political risk in projects, computer applications, and more. The book finishes by examining the current state and potential future of project risk management.
In essence, this book:
* Effectively communicates a conceptual and philosophical understanding of risk
* Establishes the nature of projects and the stakeholders involved in them
* Presents a systematic and logically progressive approach to the processes of project risk management
* Demonstrates how to recognize the drivers of project risks and the factors which shape them
* Emphasizes the importance of capturing and exploiting project risk knowledge
* Provides guidance about implementing and building (or improving) project risk management systems in organizations
Managing Project Risks will benefit practitioners and students of project management across a wide range of industries and professions.
More details
Language
English
Place of publication
Hoboken
United States
Publishing group
John Wiley and Sons Ltd
Target group
Professional and scholarly
Dimensions
Height: 246 mm
Width: 175 mm
Thickness: 25 mm
Weight
1066 gr
ISBN-13
978-1-119-48975-7 (9781119489757)
Schweitzer Classification
Other editions
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Peter J. Edwards | Paulo Vaz Serra | Michael Edwards
Managing Project Risks
Book
02/2025
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Wiley-Blackwell
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Peter J. Edwards | Paulo Vaz Serra | Michael Edwards
Managing Project Risks
E-Book
08/2019
1st Edition
Wiley
€86.99
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PJ Edwards
Managing Project Risks
Book
08/2019
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Article exhausted; check different version

Peter J. Edwards | Paulo Vaz Serra | Michael Edwards
Managing Project Risks
E-Book
08/2019
1st Edition
Wiley
€86.99
Available for download
Persons
Peter Edwards, PhD, is an Adjunct Professor at RMIT University in Melbourne, Australia. He has authored and co-authored more than 150 peer-reviewed journal and conference papers, two books, and five book chapter contributions.
Paulo Vaz Serra, PhD, is a senior lecturer in the Faculty of Architecture, Building and Planning at the University of Melbourne, Australia, with more than 20 years of experience working in the construction industry in Europe. He coordinates the "Risk in Construction" and other courses within a Master of Construction Management degree program.
Michael Edwards, B.Sc., has worked for the Australian federal government for over 20 years initiating and managing projects for services and service improvements.
Author
RMIT University, Melbourne, Australia
Australian Commonwealth Government
Content
Acknowledgements
Preface
Glossary of Terms
Chapter 1 Introduction
1.1 Chapter introduction
1.2 The project perspective
1.3 The project stakeholder perspective
1.4 Overview of contents
1.5 Limitations caveat
Chapter 2 An Overview of Risk
2.1 Chapter introduction
2.2 Risk definitions
2.3 Threat and Opportunity
2.4 Risk and uncertainty
2.5 The dynamic nature of risk
2.6 Psychology and perceptions of risk
2.7 Risk awareness
2.8 Classifying risk
2.9 Risk communication
2.10 Chapter summary
Chapter References
Chapter 3 Projects and Project Stakeholders
3.1 Chapter introduction
3.2 The nature of projects
3.3 Project objectives
3.4 Project phases
3.5 The composition of projects
3.6 Processes of project implementation
3.7 Organisational structures for projects
3.8 Project stakeholder relationships
3.9 Stakeholder organisational structures
3.10 Modes of organisational management
3.11 Project stakeholder decision-making
3.12 "Risky" projects
3.13 Chapter summary
Chapter References
Chapter 4 Project Risk Management Systems
4.1 Chapter introduction
4.2 Risk management
4.3 Risk management systems
4.4 Risk management standards and guides
4.5 A cycle of systematic project risk management
4.6 Project stages and risk management workshops
4.7 A Project Risk Register template
4.8 Chapter Summary
Chapter References
Chapter 5 Project Risk Contexts and Drivers
5.1 Chapter introduction
5.2 The contextualising process
5.3 Internal contexts as risk drivers
5.4 External contexts as risk drivers
5.5 Using contextual information
5.6 Chapter summary
Chapter References
Chapter 6 Approaches to Risk Identification
6.1 Chapter introduction
6.2 Approach to risk identification
6.3 Workshop timing
6.4 Types of risk identification techniques
6.5 Chapter summary
Chapter References
Chapter 7 Project Risk Identification Tools
7.1 Chapter introduction
7.2 Activity-related tools
7.3 Analytical tools
7.4 Associated representative tools
7.5 Matrix tools
7.6 Simulation-visualisation tools
7.7 Speculation tools
7.8 Structural-management tools
7.9 Risk identification statements
7.10 Chapter summary
Chapter references
Chapter 8 Project Risk Analysis and Evaluation
8.1 Chapter introduction
8.2 Qualitative analysis
8.3 Assessing likelihood
8.4 Assessing impacts
8.5 Evaluating risk severity
8.6 Quantitative analysis
8.7 Risk mapping
8.8 Chapter summary
Chapter references
Chapter 9 Risk Response and Treatment Options
9.1 Chapter introduction
9.2 Risk attitudes and appetites
9.3 Existing risk controls
9.4 Risk response options
9.5 Risk treatment options
9.6 Risk mitigation principles
9.7 Strategic use of ALARP
9.8 Re-assessment
9.9 Recording decisions
9.10 Chapter summary
Chapter references
Chapter 10 Risk Monitoring and Control
10.1 Chapter introduction
10.2 Assigning responsibility
10.3 Monitoring procedures
10.4 Control measures
10.5 Reporting processes
10.6 Dealing with new risks
10.7 Disaster planning and recovery
10.8 Capturing project risk knowledge
10.9 Chapter summary
Chapter references
Chapter 11 Project Risk Knowledge Management
11.1 Chapter introduction
11.2 Knowledge definitions and types
11.3 The knowledge creation cycle
11.4 Project and Organisational Risk Register architecture
11.5 Challenges for implementing risk knowledge management systems
11.6 Communication and knowledge management
11.7 Chapter summary
Chapter references
Chapter 12 Cultural Shaping of Risk
12.1 Chapter introduction
12.2 Culture in society
12.3 Organisational cultures
12.4 External cultures as project risk-shapers
12.5 Organisational cultures of other project stakeholders
12.6 Applying cultural shaping in project risk management
12.7 Chapter summary
Chapter references
Chapter 13 Project Complexity and Risk
13.1 Chapter introduction
13.2 The concept of complexity
13.3 Relative complexity
13.4 Uncertainty and project complexity
13.5 Identifying and mapping complexity
13.6 Influence of complexity on risk management
13.7 Complexity and mega-projects.
13.8 Chapter summary
Chapter references
Chapter 14 Political Risk
14.1 Chapter introduction
14.2 Political spheres
14.3 Dimensions of political risk factors
14.4 Examples of political risks
14.5 Political stakeholders
14.6 Managing political risks
14.7 More extreme political threat risks
14.8 Chapter summary
Chapter references
Chapter 15 Opportunity Risk Management
15.1 Chapter introduction
15.2 Concept of opportunity risk
15.3 Opportunity risk in projects
15.4 Examples of opportunity risks
15.5 Managing opportunity risks
15.6 Chapter summary
Chapter 16 Strategic Risk Management
16.1 Chapter introduction
16.2 Strategic issues for project risk management
16.3 PRMS process strategies
16.4 Chapter summary
Chapter 17 Planning, Building and Maturing Project Risk Management Systems
17.1 Chapter introduction
17.2 PRMS objectives
17.3 Planning and designing the PRMS
17.4 Risk management maturity
17.5 Building the PRMS
17.6 PRMS performance review and improvement cycle
17.7 Chapter summary
Chapter references
Chapter 18 Computer Applications
18.1 Chapter introduction
18.2 PRMS software applications
18.3 Other information technologies and tools
18.4 Chapter summary
Chapter 19 Communicating Risk
19.1 Chapter introduction
19.2 Communication theories and models
19.3 Components in the communication process
19.4 Communicating risk in the PRMS cycle
19.5 Communicating risk beyond the project stakeholder organisation
19.6 Evaluating risk communication
19.7 Chapter summary
Chapter references
Chapter 20 Conclusions
20.1 Chapter introduction
20.2 Current state of project risk management
20.3 Future project risk management
20.4 Checking your reading satisfaction
20.5 Closing remarks
Appendices Case Studies
Case A: PPP Correctional facility
Case B: Rail improvement project
Case C1: Project consultancy
Case D: Train mock-up project
Case E: Hot-rod car project
Case F: Aquatic theme park project
Index