Managing the Unknown : A New Approach to Managing High Uncertainty and Risk in Projects


Christoph H. Loch
Bok Engelsk 2011 · Electronic books.
Annen tittel
Utgitt
New York : : Wiley, , 2011.
Omfang
1 online resource (306 p.)
Opplysninger
Description based upon print version of record.. - Managing the Unknown: A New Approach to Managing High Uncertainty and Risk in Projects; Contents; Introduction; Project Management and Project Risk Management (PRM); Operational Risk Management and PRM; Contribution and Plan of the Book; PART I: A New Look at Project Risk Management; 1: PRM Best Practice: The PCNet Project; 1.1 Background; 1.1.1 The PCNet Project; 1.2 Risk Identification; 1.3 Risk Assessment and Prioritization; 1.3.1. Impact Assessment: The Project Outcome Is a Distribution, Not a Number; 1.3.2 Risk Prioritization; 1.4 Risk Monitoring and Management. - 1.4.1 Proactive Influencing of Risk Factors1.4.2 Monitoring and Reporting; 1.5 Managing Residual Risks; 1.6 Learning and Sharing Across Projects; 1.6.1 Learning over Time; 1.6.2 Learning from the Residual Risks; 1.6.3 Overall Success of the PCNet Project and Learning Applied to Other Projects; 1.7 PRM as a Method and as a Mind-Set; 1.8 Summary and Conclusion; 2: The Limits of Established PRM: The Circored Project; 2.1 Early Design of the Circored Technology; 2.1.1 Cliffs' Strategic Business Idea; 2.1.2 The Circored Technology and Early Preparations; 2.2 Joint Venture and Business Plan. - 2.3 The Construction Phase, May 1996-April 19992.4 The Startup Phase, May 1999-Summer 2000; 2.5 A Management and Design Change; 2.6 Market Turmoil; 2.7 The Limit of PRM: Unforeseeable Uncertainty; 2.8 Summary and Conclusion; 3: A Broader Look at Project Risk Management; 3.1 Understanding the Fundamental Types of Uncertainty; 3.2 Foreseeable Uncertainty and Residual Risk; 3.2.1 Variation; 3.2.2 Foreseeable Events; 3.2.3 Residual Risk; 3.3 Complexity; 3.3.1 Task Complexity: Control-and-Fast-Response; 3.3.2 Relationship Complexity: Contracts as Risk-Sharing Tools; 3.4 Unknown Unknowns. - 3.4.1 Two Fundamental Approaches: Learning and Selectionism3.5 Expanding the Toolbox: Fundamental Approaches to Project Uncertainty; PART II: Managing the Unknown; 4: Diagnosing Complexity and Uncertainty; 4.1 Diagnosing the Unforeseeable at Escend Technologies; 4.1.1 Background; 4.1.2 Diagnosing the Unforeseeable; 4.2 Diagnosing Complexity; 4.3 A Process for Diagnosing Uncertainty and Complexity at the Outset; 4.4 Evolve the Complexity and Uncertainty Profile; 4.5 Conclusion; 5: Learning in Projects; 5.1 Learning at Escend Technologies; 5.1.1 Planning and Firefighting. - 5.1.2 Diagnosis and Learning5.1.3 First Results and Further Adjustments; 5.2 Types of Project Learning; 5.2.1 Three Types of Learning; 5.2.2 Double-Loop Learning through Improvisation or Experimentation; 5.2.3 The Trade-off between Learning and Progress; 5.3 Back to Escend: Drawing the Lessons; 5.3.1 Interpreting the Escend Example; 5.3.2 An Experimentation Process; 6: Multiple Parallel Trials: Selectionism; 6.1 Selectionism at Option International; 6.1.1 Company Background; 6.1.2 The Challenge: An Unpredictably Changing Market; 6.1.3 Selectionist Trials to Find a New Business Model. - 6.2 Explaining the Principles of Selectionism. - Managing the Unknown offers a new way of looking at the problem of managing projects in novel and unknown environments. From Europe's leading business school, this book shows how to manage two fundamental approaches that, in combination, offer the possibility of coping with unforeseen influences that inevitably arise in novel projects:* Trial-and-Error Learning allows for redefining the plan and the project as the project unfolds* Selectionism pursues multiple, independent trials in order to pick the best one at the endManaging the Unknown offers expert guidelines to the specif
Emner
Sjanger
Dewey
ISBN
0471693057. - 9780471693055

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