Ward / Chapman How to Manage Project Opportunity and Risk

Why Uncertainty Management can be a Much Better Approach than Risk Management
3. Auflage 2011
ISBN: 978-1-119-96263-2
Verlag: John Wiley & Sons
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 520 Seiten, E-Book

Since I wrote the Foreword for the second edition of this book,risk management processes have become much more widely used, butcontroversy about what should be done and how best to do it hasgrown. Managing risk is a risky business. Chapman and Ward providean in-depth explanation of why it is important to understand andmanage underlying uncertainty in all its forms, in order to realiseopportunities more fully and enhance corporate performance. Theyshow what best practice should look like. The implications go wellbeyond the conventional wisdom of project risk management,providing an enlightening new perspective.
--Professor Tony M. Ridley
Imperial College London, Past President, Institution of CivilEngineers
Chris Chapman and Stephen Ward continue to educate theprofession with this masterful exposition of the differencesbetween, and the potentials for combinations of, risk, uncertaintyand opportunity. Particularly welcome is the way they integratethis trio into the project lifecycle - the bedrock of projectmanagement control and organization.
--Peter W.G. Morris
Head of School and Professor of Construction and Project ManagementUniversity College London
Chris Chapman and Stephen Ward's books on Project RiskManagement have been an essential part of my repertoire for twentyyears, and they are top of my recommended reading for the courses Ido on that subject. In this book they have enhanced their previouswork to focus on uncertainty management and emphasise more stronglyopportunities for improving project performance, rather then justidentifying what can go wrong. A structured process is an essentialpart of managing project uncertainty, and their process is one ofthe most powerful. This book will be added to my repertoire.
--Rodney Turner
Professor of Project Management, SKEMA Business School Lille
A profoundly important book. With How to Manage ProjectOpportunity and Risk, Chris Chapman and Stephen Ward take agood thing and make it better. Members of the project managementprofession have been influenced for years by their insights intoproject risk management. With this latest instalment the authorsdemonstrate that risk and uncertainty needn't be dreaded; infact, the reverse side of the 'risk coin' has alwaysbeen opportunity. My sincere appreciation to Chapman and Ward forturning this particular coin over and showing readers, academic andpractitioner alike, the opportunity embedded in managingprojects.
--Jeffrey K. Pinto
Andrew Morrow and Elizabeth Lee Black Chair in Management ofTechnology Sam and Irene Black School of Business, Penn StateErie

Autoren/Hrsg.

Ward, Stephen

Chapman, Chris

Inhaltsverzeichnis

Foreword to this edition by Mike Nichols ix
Foreword to the second edition with an update by Tony Ridleyxi
Foreword to the fi rst edition by Peter Wakeling xiii
Preface and overview by the authors xv
Acknowledgements xxv
PART I Setting the scene 1
1 Uncertainty in and around projects 3
2 Uncertainty, risk and opportunity 43
3 Key motives for uncertainty management 73
4 An overview of generic process frameworks 101
PART II The generic process in one key lifecycle stage131
5 Define the project 133
6 Focus the process 153
7 Identify all the relevant sources of uncertainty,response options and conditions 171
8 Structure all uncertainty 215
9 Clarify ownership 235
10 Quantify some uncertainty 251
11 Evaluate all the relevant implications 289
PART III The generic process in all lifecycle stages325
12 Fully integrating the strategy shaping stages 327
13 Fully integrating the strategy implementation stages 365
PART IV Key corporate implications 389
14 Developing PUMP capability as a project 391
15 Contracts and governance as frameworks for enlightenedrelationship management 411
16 A corporate capability perspective 435
References 463
Glossary 473
Index 479

Über Autor(innen)

Stephen Ward is Professor of Management and Deputy Head inthe School of Management, University of Southampton. For more thanthirty years his teaching, research and consulting activities hasfocussed on risk and uncertainty management. He was foundingDirector of Southampton's MSc Programme in Risk Management. Stephenhas served on the British Standards Institute Risk ManagementCommittee, and is a Fellow of the UK Institute of Risk Management.Recent research funded by the UK Institution of Civil Engineersaddressed operational risk in major infrastructure projects andbusinesses. Stephen has published widely, including authorship ofRisk Management Organisation and Context (Witherby, 2005), andjointly with Chris, Managing Project Risk and Uncertainty: AConstructively Simple Approach to Decision Making (Wiley, 2002) andProject Risk Management: Processes, Techniques and Insights (Wiley,1997 and 2003).
Chris Chapman is Emeritus Professor of Management Sciencein the School of Management, University of Southampton. He is aformer Director of the School. He was the founding chair of theAssociation for Project Management Specific Interest Group onProject Risk Management. He is a Past President of the OperationalResearch Society, and an Honorary Fellow of the Institute ofActuaries. For more than 35 years his research has focused on riskand uncertainty management. Like Stephen, his research is groundedon extensive experience. He has worked for a number of consultingfirms as an international consultant for many different industries.Chris writes from a practical but conceptually rigorousperspective. He has published extensively, including jointauthorship of Management for Engineers (Wiley, 1987), Risk Analysisfor Large Projects: Models, Methods and Cases (Wiley, 1987),Managing Project Risk and Uncertainty: A Constructively SimpleApproach to Decision Making (Wiley, 2002) and Project RiskManagement: Processes, Techniques and Insights (Wiley, 1997 and2003).