Identifying and Managing Project Risk
About this book
Kendrick works through risk in the order you meet it on a project, starting with scope risk, then schedule and resource risk, then the analysis and response planning that follow. He draws on a database of failure modes collected from real projects, so the identification chapters read as checklists you can run against your own plan rather than as theory. Later chapters cover quantifying overall project risk, setting contingency and reserve, and monitoring risk once delivery has started and attention has moved elsewhere. The fourth edition adds material on agile and hybrid delivery and on distributed teams. Suited to anyone who needs evidence rather than instinct when arguing for a buffer.
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Topics
Related concepts
- Physical resource managementMaterial, equipment and facilities have lead times, storage costs and delivery windows that effort does not, and planning them as though they behaved like people is a reliable way to stall a project.
- The external environmentEnterprise environmental factors and organisational process assets in plain terms, the routes by which market, regulatory, supply chain, geopolitical and economic change reach a project, and what to do about the things a project cannot control.
- Project risk managementRisk is uncertainty with an effect on an objective, and the effect may be positive, so the same identification, analysis and response machinery serves threats and opportunities alike.
- Issues and the RAID logRisks, assumptions, issues and dependencies in one place, why the boundary between a risk and an issue is the one that matters, and what keeps a log usable.
- Project cost managementHow a project moves from an estimate to a cost baseline to a funding requirement, where contingency and management reserve sit relative to each, and what it means to control spend.