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  E-mail Message: I thought you might be interested in this item at http://www.worldcat.org/oclc/318651774 Title: Identifying and managing project risk : essential tools for failure-proofing your project Author: Tom Kendrick Publisher: New York : AMACON, ©2009. ISBN/ISSN: 9780814413418 0814413412 9781615830336 1615830332 9780814413401 0814413404 OCLC:318651774

  
  

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Subjects

• Risk management.
• Project management.
• TECHNOLOGY & ENGINEERING -- Project Management.
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Identifying and managing project risk : essential tools for failure-proofing your project

Author:	Tom Kendrick
Publisher:	New York : AMACON, ©2009.
Edition/Format:	eBook : Document : English : 2nd edView all editions and formats
Summary:	"As a project manager, you know that complicated projects are inherently risky business. Between time constraints, technical challenges, and resource difficulties, things that can go wrong often do-which is why one of the most important parts of your job is considering the possible risks involved at every point in the process." "Fully updated and consistent with the very latest Guide to the Project Management Body of Knowledge (PMBOK Guide), Identifying and Managing Project Risk takes you through every phase of a project, helping you guard against failure by improving and increasing your risk analysis capabilities." "The book outlines proven methods for project risk planning, drawing on real-world situations and hundreds of examples - including what many once considered a truly impossible project, the Panama Canal - to demonstrate key ideas in the risk management process. You'll learn how to use high-level risk assessment tools, implement a complete system for monitoring and controlling projects, and properly document every possible consideration. The book contains sections on the different types of risk to consider when planning; how to identify key issues associated with project metrics; activity sequencing; Work Breakdown Structure (WBS);analysis of scale; and cost estimating and budgeting."--Jacket.  Read more...
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