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Acknowledgments | |
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Why Project Risk Management? | |
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The Doomed Project | |
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Risk | |
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Benefits and Uses of Risk Data | |
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The Project Risk Management Process | |
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Anatomy of a Failed Project: The First Panama Canal Project | |
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Planning for Risk Management | |
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Project Selection | |
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Overall Project Planning Processes | |
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Defining Risk Management for the Project | |
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The PERIL Database | |
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A Second Panama Canal Project: Sponsorship and Initiation (1902-1904) | |
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Identifying Project Scope Risk | |
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Sources of Scope Risk | |
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Defining Deliverables | |
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High-Level Risk Assessment Tools | |
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Setting Limits | |
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Work Breakdown Structure (WBS) | |
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Other Scope-Related Risks | |
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Documenting the Risks | |
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Panama Canal: Setting the Objective (1905-1906) | |
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Identifying Project Schedule Risk | |
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Sources of Schedule Risk | |
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Activity Definition | |
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Estimating Activity Duration | |
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Activity Sequencing | |
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Documenting the Risks | |
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Panama Canal: Planning (1905-1907) | |
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Identifying Project Resource Risk | |
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Sources of Resource Risk | |
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Resource Planning | |
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Staff Acquisition | |
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Outsourcing | |
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Project-Level Estimates | |
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Cost Estimating and cost Budgeting | |
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Documenting the Risks | |
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Panama Canal: Resources (1905-1907) | |
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Managing Project Constraints and Documenting Risks | |
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Analyzing Constraints | |
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Managing Opportunities | |
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Scope Modification | |
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Resource Modification | |
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Schedule Modification | |
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Assessing Options and Updating Plans | |
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Seeking Missing Risks | |
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Documenting the Risks | |
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Panama Canal: Improving the Plan (1906) | |
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Quantifying and Analyzing Activity Risks | |
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Quantitative and Qualitative Risk Analysis | |
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Risk Probability | |
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Risk Impact | |
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Qualitative Risk Assessment | |
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Quantitative Risk Assessment | |
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Panama Canal: Risks (1906-1914) | |
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Managing Activity Risks | |
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Root-Cause Analysis | |
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Categories of Risk | |
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Risk Response Planning | |
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Risk Avoidance | |
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Risk Mitigation | |
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Risk Transfer | |
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Implementing Preventative Ideas | |
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Contingency Planning | |
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Risk Acceptance | |
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Documenting Your Risk Plans | |
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Managing A Specific Risk | |
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Panama Canal: Risk Plans (1906-1914) | |
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Quantifying and Analyzing Project Risks | |
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Project-Level Risk | |
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Aggregating Risk Responses | |
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Questionnaires and Surveys | |
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Project Simulation and Modeling | |
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Analysis of Scale | |
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Project Appraisal | |
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Project Metrics | |
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Financial Metrics | |
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Panama Canal: Overall Risks (1907) | |
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Managing Project Risk | |
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Project Documentation Requirements | |
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Project Start-Up | |
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Selecting and Implementing Project Metrics | |
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Management Reserve | |
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Project Baseline Negotiation | |
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Project Plan Validation | |
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Specification Change Management | |
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Panama Canal: Adjusting the Objective (1907) | |
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Monitoring and Controlling Risky Projects | |
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Don't Panic | |
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Applying the Plan | |
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Project Monitoring | |
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Collecting Project Status | |
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Metrics and Trend Analysis | |
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Responding to Issues | |
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Communication | |
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Project Archive | |
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Project Reviews and Risk Reassessment | |
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Taking Over a Troubled Project | |
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Panama Canal: Risk-Based Replanning (1908) | |
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Closing Projects | |
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Project Closure | |
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Project Retrospective Analysis | |
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Panama Canal: Completion (1914) | |
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Program, Portfolio, and Enterprise Risk Management | |
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Project Risk Management in Context | |
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Program Risk Management | |
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portfolio Risk Management | |
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Enterprise Risk Management | |
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Panama Canal: Over the Years | |
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Conclusion | |
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Choosing to Act | |
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Panama Canal: The Next Project | |
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Appendix: Selected Detail from the PERIL Database | |
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Index | |