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| Dedication | |
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| Preface | |
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| Acknowledgments | |
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| About the Author | |
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| Introduction | |
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| Business Level Risk | |
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| External Risk Environment | |
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| Internal Risks | |
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| Risk Inevitability | |
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| Risk Relationships | |
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| Risk Driven Relationships | |
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| Action Driven Relationships | |
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| Managing Relationships | |
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| Risk Impact | |
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| Project Level Risk Impact | |
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| Program Level Risk Impact | |
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| Portfolio Level Risk Impact | |
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| Organizational Level Risk Impact | |
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| PMO Level Risk Impact | |
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| Impact Containment | |
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| Risk Command and Control | |
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| Understanding Risk Exposure | |
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| Ability to Withstand Risks | |
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| Risk Analysis Accuracy and Currency | |
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| Appropriateness of Risk Management Approaches | |
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| Effective Command and Control | |
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| Creating an Organizational Risk Profile | |
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| Theory of the Profile | |
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| Risks to Which the Organization Is Exposed | |
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| Risks Consciously Accepted | |
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| Ability to Influence, Control, and Absorb Risks | |
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| Building a Risk Profile | |
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| Understanding the Numbers-Risk Management | |
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| Understanding the Numbers-Risk Impact | |
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| Understanding the Numbers-Capacity | |
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| Analyzing the Profile | |
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| Ownership of the Organizational Risk Profile | |
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| The Risk Management Partnership | |
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| Process Partnership | |
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| People Partnership | |
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| Beyond Risk | |
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| Organizational Partnership | |
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| The Organizational Risk Management Process | |
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| The Constraints Hierarchy | |
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| Sequencing of Organizational Risk Management | |
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| Process Framework-Risk Identification | |
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| Inputs | |
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| Process Elements | |
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| Outputs | |
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| Process Framework-Risk Analysis | |
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| Inputs | |
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| Process Elements | |
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| Outputs | |
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| Process Framework-Risk Management | |
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| Inputs | |
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| Process Elements | |
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| Outputs | |
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| Process Framework-Contingency and Impact Assessment | |
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| Inputs | |
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| Process Elements | |
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| Outputs | |
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| Process Framework-Adjust and Refine | |
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| Variations from within Risk Management | |
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| Externally Driven Variations | |
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| Portfolio Level Risk Management | |
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| Portfolio Risk Management in Context | |
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| The Scope of Portfolio Risk Management | |
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| Resourcing Portfolio Risk Management | |
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| Managing Portfolio Risk Changes | |
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| Strategic Portfolio Risk Management | |
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| Program Level Risk Management | |
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| Program Risk Management in Context | |
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| The Scope of Program Risk Management | |
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| Program Risk Management Downloading | |
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| Program Risk Management Uploading | |
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| Resourcing Program Risk Management | |
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| Program Risk Changes and the Impact of the Portfolio | |
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| The Impact of Time on Program Risk | |
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| Impact of Organizational Risk Management on Projects | |
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| Project Risk Management Fundamentals | |
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| Portfolio and Program Driven Change | |
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| Portfolio and Program Generated Risk Management | |
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| Project Generated Portfolio and Program Risk Exposure | |
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| The Role of the Project Management Office | |
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| A Note about EPMOs vs. Traditional PMOs | |
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| PMO Functions Supporting Risk Management | |
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| Process Ownership | |
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| Organizational Culture | |
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| Education and Training | |
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| Skills, Knowledge, and Judgment Training | |
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| Process Training | |
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| Process Audit and Control | |
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| Control | |
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| Audit | |
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| Risk Audit | |
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| Process Improvement | |
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| Independent Facilitator | |
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| Expert Guide | |
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| Overview to Implementation | |
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| It's a Project! | |
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| Implementing Risk Management Increases Risk | |
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| Commitment to the Work | |
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| Never Lose Sight of the Goals | |
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| Organizational Analysis | |
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| Portfolio Management Maturity | |
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| Process Environment and Culture | |
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| Risk Management Success | |
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| Risk Awareness | |
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| Organizational Constraints Hierarchy | |
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| Selecting Champions | |
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| Organizational Priorities | |
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| Organizational Needs | |
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| Leveraging the Analysis | |
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| Project Initiation | |
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| The Right Start | |
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| Identification of Stakeholders | |
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| Sourcing of Resources | |
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| Communication Strategy | |
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| Organizational Integration | |
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| Process Analysis | |
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| Understanding the Scope | |
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| Understanding the Scale | |
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| Validating the Approach | |
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| Process Development | |
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| Defining the Process Structure Framework | |
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| Process Creation Basics | |
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| Don't Reinvent the Wheel | |
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| From Framework to Process | |
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| What Should the Implementation Look Like? | |
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| Who Should be Responsible? | |
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| What Information Is Needed? | |
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| What Information Is Generated? | |
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| What Tools and Templates Are Needed? | |
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| What Are the Exceptions? | |
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| What Support Material and Process Is Required? | |
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| Finalizing the Process | |
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| Process Implementation | |
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| Determining the Pilot Approach | |
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| Pilot Implementation | |
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| Organizational Risk Management Pilot Issues | |
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| Missed Risks or Missed Impacts | |
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| A High Number of Triggered Risks | |
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| Ineffective Risk Management | |
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| Failed Contingency | |
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| Process Rollout | |
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| Project Closeout | |
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| Process Improvement | |
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| Organizational Implementation Review | |
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| Continuous Improvement | |
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| Review and Implementation Process | |
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| The Impact of Technology | |
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| Risk Management and PPM Software | |
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| Other Technology Considerations | |