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Read the Reviews
“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.com
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About the Item
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.
Nominated for the PMI® 2013 David I. Cleland Project Management Literature Award |
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Key Features
Details the concepts associated with higher level risks and how those risks can impact a company’s success
Delivers a detailed examination of the risk management function for portfolio managers, program managers, and the PMO function. Examines each of these roles in detail and considers how variations in the way in which each role is implemented in an organization can impact the ability and approach to managing risk
Explores the relationship between risk profiles, risk tolerance, and the project portfolio, and the factors influencing this relationship. Analyzes the cause and effect between risk events and the risk profile, and provides readers with practical tips for managing the impact
Provides meaningful ways to improve the way in which organizations: analyze their risk exposures, create an overall risk profile, establish a risk tolerance based on that profile, and apply that model to their project portfolio as a whole as well as to the programs and initiatives within it
WAV offers downloadable templates and checklists to help facilitate risk management improvements—available from the Web Added Value™ Download Resource Center at www.jrosspub.com/wav
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About the Author(s)
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.
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Table of Contents
Section I
Chapter 1: Business Level Risk
External Risk Environment
Internal Risks
Risk Inevitability
Chapter 2: Risk Relationships
Risk Driven Relationships
Action Driven Relationships
Managing Relationships
Chapter 3: Risk Impact
Project Level Risk Impact
Program Level Risk Impact
Portfolio Level Risk Impact
Organizational Level Risk Impact
PMO Level Risk Impact
Impact Containment
Chapter 4: Risk Command and Control
Understanding Risk Exposure
Ability to Withstand Risks
Risk Analysis Accuracy and Currency
Appropriateness of Risk Management Approaches
Effective Command and Control
Chapter 5: Creating an Organizational Risk Profile
Theory of the Profile
Building a Risk Profile
Ownership of the Organizational Risk Profile
Section II
Chapter 6: The Risk Management Partnership
Process Partnership
People Partnership
Beyond Risk
Organizational Partnership
Chapter 7: The Organizational Risk Management Process
The Constraints Hierarchy
Sequencing of Organizational Risk Management
Chapter 8: Process Framework – Risk Identification
Inputs
Process Elements
Outputs
Chapter 9: Process Framework – Risk Analysis
Inputs
Process Elements
Outputs
Chapter 10: Process Framework – Risk Management
Inputs
Process Elements
Outputs
Chapter 11: Process Framework – Contingency and Impact Assessment
Inputs
Process Elements
Outputs
Chapter 12: Process Framework – Adjust and Refine
Variations From Within Risk Management
Externally Driven Variations
Chapter 13: Portfolio Level Risk Management
Portfolio Risk Management in Context
The Scope of Portfolio Risk Management
Resourcing Portfolio Risk Management
Managing Portfolio Risk Changes
Strategic Portfolio Risk Management
Chapter 14: Program Level Risk Management
Program Risk Management in Context
The Scope of Program Risk Management
Program Risk Management Downloading
Program Risk Management Uploading
Resourcing Program Risk Management
Program Risk Changes and the Impact of the Portfolio
The Impact of Time on Program Risk
Chapter 15: Impact of Organizational Risk Management on Projects
Project Risk Management Fundamentals
Portfolio and Program Driven Change
Portfolio and Program Generated Risk Management
Project Generated Portfolio and Program Risk Exposure
Chapter 16: The Role of the PMO
A Note about EPMOs vs. Traditional PMOs
PMO Functions Supporting Risk Management
Process Ownership
Organizational Culture
Education and Training
Process Audit and Control
Risk Audit
Process Improvement
Independent Facilitator
Expert Guide
Section III
Chapter 17: Overview to Implementation
It’s a Project!
Implementing Risk Management Increases Risk
Commitment to the Work
Never Lose Sight of the Goals
Chapter 18: Organizational Analysis
Portfolio Management Maturity
Process Environment and Culture
Risk Management Success
Risk Awareness
Organizational Constraints Hierarchy
Selecting Champions
Organizational Priorities
Organizational Needs
Leveraging the Analysis
Chapter 19: Project Initiation
The Right Start
Chapter 20: Process Analysis
Understanding the Scope
Understanding the Scale
Validating the Approach
Chapter 21: Process Development
Defining the Process Structure Framework
Process Creation Basics
Don’t Reinvent the Wheel
From Framework to Process
Finalizing the Process
Chapter 22: Process Implementation
Determining the Pilot Approach
Pilot Implementation
Organizational Risk Management Pilot Issues
Process Rollout
Project Closeout
Chapter 23: Process Improvement
Organizational Implementation Review
Continuous Improvement
Review and Implementation Process
Chapter 24: The Impact of Technology
Risk Management and PPM Software
Other Technology Considerations |
