LEADER 04132nam 2200793Ia 450 001 9910808647203321 005 20240424184427.0 010 $a9786613300478 010 $a9781119966654 010 $a1119966655 010 $a9781119208587 010 $a1119208580 010 $a9781283300476 010 $a1283300478 010 $a9781119962632 010 $a1119962633 035 $a(CKB)2550000000054525 035 $a(EBL)819206 035 $a(OCoLC)815648310 035 $a(SSID)ssj0000537680 035 $a(PQKBManifestationID)11331427 035 $a(PQKBTitleCode)TC0000537680 035 $a(PQKBWorkID)10554511 035 $a(PQKB)11585872 035 $a(Au-PeEL)EBL819206 035 $a(CaPaEBR)ebr10501270 035 $a(CaONFJC)MIL330047 035 $a(CaSebORM)9780470686492 035 $a(MiAaPQ)EBC819206 035 $a(OCoLC)806221043 035 $a(OCoLC)ocn806221043 035 $a(Perlego)1012595 035 $a(EXLCZ)992550000000054525 100 $a20110819d2012 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aHow to manage project opportunity and risk $ewhy uncertainty management can be a much better approach than risk management /$fChris Chapman and Stephen Ward 205 $a3rd ed. 210 $aChichester, West Sussex ;$aHoboken, NJ $cWiley$d2012 215 $a1 online resource (520 p.) 225 1 $aWiley Desktop Editions 300 $aRev. ed. of: Project risk management, c2003. 311 08$a9780470686492 311 08$a0470686499 320 $aIncludes bibliographical references and index. 327 $aHow to Manage Project Opportunity and Risk: Why uncertainty management can be a much better approach than risk management; Contents; Foreword to this edition by Mike Nichols; Foreword to the second edition with an update by Tony Ridley; Foreword to the first edition by Peter Wakeling; Preface and overview by the authors; Acknowledgements; Part I: Setting the scene; 1: Uncertainty in and around projects; 2: Uncertainty, risk and opportunity; 3: Key motives for uncertainty management; 4: An overview of generic process frameworks; Part II: The generic process in one key lifecycle stage 327 $a5: Define the project6: Focus the process; 7: Identify all the relevant sources of uncertainty, response options and conditions; 8: Structure all uncertainty; 9: Clarify ownership; 10: Quantify some uncertainty; 11: Evaluate all the relevant implications; Part III: The generic process in all lifecycle stages; 12: Fully integrating the strategy shaping stages; 13: Fully integrating the strategy implementation stages; Part IV: Key corporate implications; 14: Developing PUMP capability as a project; 15: Contracts and governance as frameworks for enlightened relationship management 327 $a16: A corporate capability perspectiveReferences; Glossary; Index 330 $aSince I wrote the Foreword for the second edition of this book, risk management processes have become much more widely used, but controversy about what should be done and how best to do it has grown. Managing risk is a risky business. Chapman and Ward provide an in-depth explanation of why it is important to understand and manage underlying uncertainty in all its forms, in order to realise opportunities more fully and enhance corporate performance. They show what best practice should look like. The implications go well beyond the conventional wisdom of project risk management, providing an enl 410 0$aWiley Desktop Editions 606 $aProject management 606 $aRisk management 615 0$aProject management. 615 0$aRisk management. 676 $a658.4/04 686 $aBUS041000$2bisacsh 700 $aChapman$b C. B$0622610 701 $aWard$b Stephen$g(Stephen C.)$062098 701 $aChapman$b C. B$0622610 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910808647203321 996 $aHow to manage project opportunity and risk$94022748 997 $aUNINA