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Risk Management for Project Driven Organizations

Risk Management for Project Driven Organizations

A Strategic Guide to Portfolio, Program and PMO Success
By Andy Jordan, PMP
Hardcover, 6x9, 360 pages
ISBN: 978-1-60427-085-3
May 2013

LEARN & EARN: Get 6.8 PDUs in the PMI skill areas of Leadership or Strategic and Business Management Skills

Availability: In stock

Retail Price: $54.95
Direct Price: $44.95
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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

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

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
  • 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.
    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
    Process Elements

    Chapter 9: Process Framework – Risk Analysis
    Process Elements

    Chapter 10: Process Framework – Risk Management
    Process Elements

    Chapter 11: Process Framework – Contingency and Impact Assessment
    Process Elements

    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

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