Risk Management for Project Driven Organizations
A Strategic Guide to Portfolio, Program and PMO Success
Will be published approx. on 30. May 2013
Book
Hardback
360 pages
978-1-60427-085-3 (ISBN)
Description
Organizations invest a lot of time, money, and energy into developing and utilizing risk management practices as part of their project management disciplines. Yet, when you move beyond the project to the program, portfolio, PMO and even organizational level, that same level of risk command and control rarely exists. With this in mind, well-known subject matter expert and author Andy Jordan starts where most leave off. He explores risk management in detail at the portfolio, program, and PMO levels. Using an engaging and easy-to-read writing style, Mr. Jordan takes readers from concepts to a process model, and then to the application of that customizable model in the user's unique environment, helping dramatically improve their risk command and control at the organizational level. He also provides a detailed discussion of some of the challenges involved in this process. Risk Management for Project Driven Organizations is designed to aid strategic C-level decision makers and those involved in the project, program, portfolio, and PMO levels of an organization.
Reviews / Votes
"Risk Management for Project Driven Organizations is an indispensable tool for every project, program, portfolio, and risk manager. It provides a realistic, immediately applicable framework that any enterprise would be wise to adopt for understanding, quantifying, and managing risk at every stage of a project and for every portfolio component." -Lisa Sipe, Chief Information Officer, Global Knowledge Training, LLC; "Whether or not you know it, your relationship with risk needs to change. This book will help you see the many facets of risk for what they are and shape them into predictable results for your business." -Dave Garrett, CEO, ProjectManagement.comMore details
Language
English
Place of publication
United States
Target group
Professional and scholarly
Dimensions
Height: 229 mm
Width: 152 mm
Thickness: 25 mm
Weight
590 gr
ISBN-13
978-1-60427-085-3 (9781604270853)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Andy Jordan
Risk Management for Project Driven Organizations
A Strategic Guide to Portfolio, Program and PMO Success
E-Book
05/2013
J. Ross Publishing
€48.99
Available for download
Person
Andy Jordan, PMP, President of Roffensian Consulting Inc., an Ontario, Canada based management consulting firm, is a well-known author and expert on project management and related topics. His literary works have been printed in industry and corporate publications worldwide. Andy is a prolific writer with new articles appearing weekly on projectmanagement.com with an audience of nearly 600,000 IT project managers and executives; and for projectsatwork.com with an audience of more than 120,000 program and portfolio managers. He is also a sought-after speaker and moderator of in-person and web-delivered events for private clients and industry associations, and is an accomplished instructor on project management, risk management, leadership and communication related subjects. Mr. Jordan has assisted organizations in all aspects of portfolio, program and project execution as well as PMO structure and process. His successful track record includes managing business-critical projects, programs and portfolios in Europe and North America, in industries as diverse as investment banking, software development, call centers, telecommunications and corporate education. He also developed an impressive reputation for turning around troubled project execution functions and delivering meaningful business results while maintaining and developing team performance and morale.
Content
Section IChapter 1: Business Level RiskExternal Risk EnvironmentInternal RisksRisk InevitabilityChapter 2: Risk RelationshipsRisk Driven RelationshipsAction Driven RelationshipsManaging RelationshipsChapter 3: Risk ImpactProject Level Risk ImpactProgram Level Risk ImpactPortfolio Level Risk ImpactOrganizational Level Risk ImpactPMO Level Risk ImpactImpact ContainmentChapter 4: Risk Command and ControlUnderstanding Risk ExposureAbility to Withstand RisksRisk Analysis Accuracy and CurrencyAppropriateness of Risk Management ApproachesEffective Command and ControlChapter 5: Creating an Organizational Risk ProfileTheory of the ProfileBuilding a Risk ProfileOwnership of the Organizational Risk ProfileSection IIChapter 6: The Risk Management PartnershipProcess PartnershipPeople PartnershipBeyond RiskOrganizational PartnershipChapter 7: The Organizational Risk Management ProcessThe Constraints HierarchySequencing of Organizational Risk ManagementChapter 8: Process Framework - Risk IdentificationInputsProcess ElementsOutputsChapter 9: Process Framework - Risk AnalysisInputsProcess ElementsOutputsChapter 10: Process Framework - Risk ManagementInputsProcess ElementsOutputsChapter 11: Process Framework - Contingency and Impact AssessmentInputsProcess ElementsOutputsChapter 12: Process Framework - Adjust and RefineVariations From Within Risk ManagementExternally Driven VariationsChapter 13: Portfolio Level Risk ManagementPortfolio Risk Management in ContextThe Scope of Portfolio Risk ManagementResourcing Portfolio Risk ManagementManaging Portfolio Risk ChangesStrategic Portfolio Risk ManagementChapter 14: Program Level Risk ManagementProgram Risk Management in ContextThe Scope of Program Risk ManagementProgram Risk Management DownloadingProgram Risk Management UploadingResourcing Program Risk ManagementProgram Risk Changes and the Impact of the PortfolioThe Impact of Time on Program RiskChapter 15: Impact of Organizational Risk Management on ProjectsProject Risk Management FundamentalsPortfolio and Program Driven ChangePortfolio and Program Generated Risk ManagementProject Generated Portfolio and Program Risk ExposureChapter 16: The Role of the PMOA Note about EPMOs vs. Traditional PMOsPMO Functions Supporting Risk ManagementProcess OwnershipOrganizational CultureEducation and TrainingProcess Audit and ControlRisk AuditProcess ImprovementIndependent FacilitatorExpert GuideSection IIIChapter 17: Overview to ImplementationIt's a Project! Implementing Risk Management Increases RiskCommitment to the WorkNever Lose Sight of the GoalsChapter 18: Organizational AnalysisPortfolio Management MaturityProcess Environment and CultureRisk Management SuccessRisk AwarenessOrganizational Constraints HierarchySelecting ChampionsOrganizational PrioritiesOrganizational NeedsLeveraging the AnalysisChapter 19: Project InitiationThe Right StartChapter 20: Process AnalysisUnderstanding the ScopeUnderstanding the ScaleValidating the ApproachChapter 21: Process DevelopmentDefining the Process Structure FrameworkProcess Creation BasicsDon't Reinvent the WheelFrom Framework to ProcessFinalizing the ProcessChapter 22: Process ImplementationDetermining the Pilot ApproachPilot ImplementationOrganizational Risk Management Pilot IssuesProcess RolloutProject CloseoutChapter 23: Process ImprovementOrganizational Implementation ReviewContinuous ImprovementReview and Implementation ProcessChapter 24: The Impact of TechnologyRisk Management and PPM SoftwareOther Technology Considerations