Home /
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

Be the first to review this product

Availability: In stock

Retail Price: $54.95
Direct Price: $44.95

Qty:

This book is also available as an ebook

This book is also available for rent

Read the Reviews
About the Item
Key Features
About the Author(s)
Table of Contents

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 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