Efnisyfirlit

• Cover
• Half-Title Page
• Title Page
• Copyright Page
• Table of Contents
• Acknowledgments
• Introduction
• Chapter 1 Introduction to Risk Management
• 1.1 Why This Book?
• 1.2 Risk and the Enterprise
• 1.2.1 Risk and Obstacles
• 1.2.2 Business Equations
• 1.2.3 Return on Investment (ROI)
• 1.2.4 Net Present Value
• 1.2.5 Future Value of an Investment
• 1.2.6 Payback Period
• 1.3 Some Examples
• 1.3.1 Product and Technology
• 1.3.2 Available Talent
• 1.3.3 Quality
• 1.4 Risk Management Is How Adults Manage Projects – Tim Lister
• 1.5 What Is a Risk?
• 1.6 Origins of Risk
• 1.7 Risk and Hazard
• 1.8 Aleatory
• 1.9 Epistemic
• 1.9.1 Explicit Knowledge
• 1.9.2 Tacit Knowledge
• 1.9.3 Implicit Knowledge
• 1.9.4 Institutional Knowledge
• 1.9.5 Bloom’s Taxonomy
• 1.10 Ontological
• 1.10.1 Central Tendency, Dispersion, and Statistics
• 1.10.2 What Is the Source of Variation?
• 1.10.3 How Is Variation Connected to Risks?
• 1.11 The Six Immutable Laws of Risk Management
• 1.11.1 Uncertainty
• 1.11.2 Level of Risk Aversion
• 1.11.3 Decisions under Duress
• 1.11.4 Risk and Metrics
• 1.11.5 Risk Response
• 1.11.6 Risks in an Organization May Be Thematic
• 1.12 The 4P’s of Risk Management – People, Process, Principles, and Practices
• 1.12.1 People
• 1.12.2 Principles
• 1.12.3 Process
• 1.12.4 Practices
• 1.13 Root Cause Analysis
• References
• Chapter 2 Risk Identification
• 2.1 Thinking (Reasoning) Approaches
• 2.2 Deduction
• 2.3 Inductive
• 2.4 Abductive
• 2.5 Analogical
• 2.6 Cause and Effect
• 2.7 Critical Thinking
• 2.8 Knowledge
• 2.9 Explicit
• 2.10 Team
• 2.11 Organizational Culture
• 2.12 Historical Record
• 2.12.1 Control Charts
• 2.12.2 Histograms
• 2.12.3 Checklists
• 2.13 Experience
• 2.13.1 Brainstorming
• 2.13.2 Mind Mapping
• 2.13.3 Ishikawa Diagram
• 2.13.4 Thought Experiments and Pre-mortems
• 2.13.5 Interviews and Expert
• 2.13.6 Expert Judgment – Unstructured
• 2.13.7 Delphi Technique and Planning Poker
• 2.13.8 Nominal Group Technique
• 2.14 Root Cause Analysis
• 2.15 Bow-Tie Analysis
• 2.15.1 The Steps Involved In Bow-Tie Analysis
• 2.15.2 Pros of Bow-Tie Analysis
• 2.15.3 Cons of Bow-Tie Analysis
• 2.16 Project Management Tools
• 2.16.1 Risk Register
• 2.16.2 Tracking Gantt Chart
• 2.16.3 Simulation
• 2.17 SWOT Analysis
• References
• Chapter 3 Risk Analysis
• 3.1 The Story of Risk Analysis Can Be Told Using the SOARA Framework3
• 3.1.1 What Is Risk Analysis?
• 3.1.2 How Does Risk Analysis Provide Information to the Decision-Makers?
• 3.1.3 Information Provided to Decision-Makers Needed to Increase the Probability of Project Success
• 3.2 The Risk Analysis Process
• 3.2.1 Uncertainty Is the Source of All Risks
• 3.2.2 Why Is Risk Analysis Needed?
• 3.2.3 Benefits of Risk Analysis with This Approach
• 3.3 Analyzing Probabilistic and Statistical Uncertainty That Create Risk
• 3.3.1 Eliciting Probabilistic and Statistical Properties of Project Risks
• 3.4 Challenges for Risk Analysis
• 3.5 Eliciting Probabilistic and Statistical Uncertainties
• 3.5.1 Eliciting Uncertainties to Inform Risk Decisions
• 3.5.2 Elicitation of Aleatory and Epistemic Uncertainty Needed to Model Risks
• 3.6 Analyzing Sources of Risk Created by Uncertainty
• 3.6.1 Categories of Project Risk
• 3.6.2 Root Cause Analysis of Sources of Uncertainty That Create Risk
• 3.6.3 Monte Carlo Analysis of Cost, Schedule, and Technical Risk
• 3.7 Analyzing Impact of the Risk on Project Success
• 3.7.1 Qualitative versus Quantitative Risk Analysis
• 3.7.2 Qualitative Risk Analysis
• 3.7.3 Quantitative Risk Analysis
• 3.7.4 Cost Risk Analysis and Contingency Assessment
• 3.7.5 Schedule Risk Analysis to Assess Needed Margin
• 3.7.6 Analysis of Technology Readiness Levels
• 3.8 Integrating Technical Performance, Cost, Schedule Risk Analysis
• 3.8.1 Risk Analysis of Project Performance Measures
• Notes
• References
• Chapter 4 Risk-Handling Plan
• 4.1 Reviewing the Risk-Handling Process ‒ An Overview
• 4.1.1 Risk Identification
• 4.1.2 Risk Analysis and Impact Modeling
• 4.1.3 Risk-Handling Planning
• 4.1.4 Risk Tracking and Control
• 4.1.5 Avoiding Decision Traps While Managing Risk
• 4.2 Planning for Handling Risk
• 4.2.1 What Is a Risk-Handling Plan?
• 4.2.2 Determining the Approach to Handling Risk
• 4.2.3 Defining the Scope and Actions of Risk-Handling
• 4.3 Implementing the Risk-Handling Plan (RHP)
• 4.3.1 Execution of the Risk-Handling Plan
• 4.4 Example Risk-Handling Plan
• 4.4.1 Risk-Handling Plan Introduction
• 4.4.2 Managing Project’s in the Presence of Uncertainty
• 4.5 Risk Register
• 4.5.1 Risk Capture and Reporting
• 4.5.2 Schedule Margin Process
• 4.5.3 Cost and Schedule Best Practices
• 4.5.4 Schedule Ten Best Practices
• 4.5.5 Characteristics of Credible Cost Estimates
• 4.5.6 Steps for Developing a High-Quality Risk-Adjusted Cost Estimate
• Notes
• References
• Chapter 5 Risk Tracking
• 5.1 Risk Tracking
• 5.1.1 Triggers
• 5.1.2 Contingency
• 5.2 WBS, Schedule, and Cost
• 5.2.1 WBS
• 5.2.2 Baselines
• 5.2.3 Earned Value Management
• 5.2.4 Difficulties
• 5.3 Metric Gathering
• 5.3.1 Consequences of Poor or Lack of Measurements
• 5.3.2 Identify What Matters
• 5.4 Developing a Risk Tracking Plan – 413.3b-7
• 5.4.1 Recurring Risk Tracking Meeting
• 5.4.2 Setting Up a Risk Register
• 5.4.3 Establishing Risk-Tracking Metrics
• 5.4.4 Designing Risk-Tracking Reports
• 5.4.5 Ensuring Risk-Tracking Stakeholders Are Engaged
• 5.5 Implementing a Risk Tracking System
• 5.5.1 Choosing the Right Risk-Tracking Tool
• 5.5.2 Integrating Risk Tracking with Project Management Software
• 5.5.3 Setting Up a Risk-Tracking Dashboard
• 5.5.4 Implementing Risk-Tracking Workflows
• 5.5.5 Documenting Risk-Tracking Procedures
• 5.6 Monitoring and Adjusting Risk Tracking
• 5.6.1 Regularly Reviewing Risk-Tracking Data
• 5.6.2 Updating Risk-Tracking Metrics
• 5.6.3 Refining Risk-Tracking Processes
• 5.6.4 Communicating Risk-Tracking Information
• 5.6.5 Adjusting Risk Mitigation Strategies
• 5.7 Best Practices for Project Risk Tracking
• 5.7.1 Building a Risk-Aware Culture
• 5.7.2 Ensuring Risk Tracking Data Is Accurate
• 5.7.3 Encouraging Stakeholder Participation
• 5.7.4 Staying Current with Industry Trends and Developments
• References
• Chapter 6 Communication and Risk
• 6.1 Role of Communication in Risk Management
• 6.2 Organization and Structure
• 6.2.1 Projectized
• 6.2.2 Functional
• 6.2.3 Matrix
• 6.2.4 Self-Directed Work Teams (Scrum/Agile)
• 6.3 Management Philosophy, Culture, and Risk
• 6.3.1 Command and Control, Communication, and Risk
• 6.3.2 Egalitarian
• 6.3.3 Culture
• 6.4 Communication, Learning, and Risk
• 6.5 Organization and Learning
• 6.6 Failure Is Not Necessarily Terminal
• 6.7 Experience
• 6.8 Distribution of Learning
• 6.8.1 Communities of Practice
• 6.8.2 Centers of Excellence
• 6.8.3 Training Internal and External
• 6.8.4 Metatag Searchable Database
• 6.8.5 Big Data and Risk Management
• 6.9 What Are Heuristics
• 6.10 Cognitive Bias
• 6.10.1 Sunk Cost Bias
• 6.10.2 Curse of Knowledge
• 6.10.3 Optimism and Pessimism Bias
• 6.10.4 Confirmation Bias
• 6.10.5 Anchoring Bias
• 6.10.6 Clustering Illusion
• 6.10.7 Group Think
• 6.10.8 Halo and Horns Effect
• 6.10.9 Dunning–Kruger Effect
• 6.10.10 Survivor Bias
• 6.11 Not So Fast
• References
• Chapter 7 Advanced Topics in Risk Management
• 7.1 Root Cause Analysis ‒ The Foundation of All Successful Risk Managements
• 7.1.1 Origins of Root Cause Analysis
• 7.1.2 Quantification of Uncertainties That Create Risk
• 7.1.3 Monte Carlo Risk Analysis
• 7.1.4 Reference Class Forecasting
• 7.1.5 Dependencies, Structures, and Correlations of Risk
• 7.1.6 Effectiveness of Risk Assessment
• 7.1.7 Estimating Methods
• 7.2 Risk Management Tools
• 7.2.1 The Risk Register Is the Starting Point for All Risk Managements
• 7.2.2 Sample of Risk Management Tools
• Notes
• References
• Chapter 8 The Practices of Risk Management
• 8.1 Department of Energy Risk Management
• 8.2 Aerospace and Defense Risk Management
• 8.2.1 References of A&D Risk Management
• 8.3 Information Technology Risk Management
• 8.3.1 Standards and Regulations for IT Risk Management
• 8.3.2 Risk Management Process in IT Sector
• 8.4 Process Industries1
• 8.4.1 Process Safety Management
• 8.4.2 How PSM Is Used to Contend with Risk
• 8.4.3 Other Risk Disciplines within Process Safety
• 8.4.4 Process Safety Risk Management Characteristics
• 8.4.5 Risk Attitude
• 8.4.6 Future of Risk Management
• 8.4.7 References for Process Industry Risk Management
• 8.5 Cyber Security (Critical Infrastructure)
• 8.5.1 Cybersecurity Risk Management Characteristics
• 8.5.2 References for Cyber Security (Critical Infrastructure)
• 8.6 Automotive
• 8.6.1 SAE International
• 8.6.2 Automotive Industry Action Group
• 8.6.3 Rules Related to Risk-Based Thinking[1]
• 8.6.4 Advanced Product Quality Planning
• 8.6.5 Generalized Approach
• 8.6.6 APQP Phases
• 8.6.7 Production Part Approval Process (PPAP)
• 8.6.8 Design for Six Sigma
• 8.6.9 Functional Safety
• 8.6.10 SIL
• 8.6.11 ISO 26262
• 8.6.12 Vehicle Platform Management
• 8.7 Construction2
• 8.7.1 Steven G. Lauck Writes This Section
• 8.7.2 Contractor/Subcontractors
• 8.7.3 Contract/Procurement
• 8.7.4 Contractor Performance
• 8.7.5 Documents
• 8.7.6 Environmental
• 8.7.7 Existing Environment
• 8.7.8 Construction Impact on the Environment
• 8.7.9 Financial
• 8.7.10 Force Majeure
• 8.7.11 Acts of Terror
• 8.7.12 Weather
• 8.7.13 Government
• Notes
• References
• Glossary of Terms
• Index