Project Manager's Spotlight on Risk Management -- Frontmatter -- About the Author -- Contents -- Foreword -- Acknowledgments -- Introduction -- Chapter 1: What Is Risk Management? -- Defining Risk -- Project Risk -- Organizations and Project Risk -- Purpose of Risk Management -- Iterative Process -- Probability and Impact -- Propensity for Risk -- A Practical Risk Management Approach -- Risks versus Problems -- Risk Management Plan -- Risk Triggers -- Continuous Process -- Communication Is the Key -- The Communications Plan -- Exchanging Information -- It's a Two-Way Street -- Active Listening -- Unspoken Clues -- Case Study -- Chapter 2: Identifying and Documenting Risks -- Identifying Risks -- Categories -- Risk Types -- Common Risks -- Catastrophic Risks -- Risks Lurking in the Processes -- People Risk -- Where to Look -- Work Breakdown Structure -- Assumptions and Constraints -- How to Look for Risk -- Who to Ask -- Gathering Information -- Interviews -- Brainstorming -- Nominal Group Technique -- Delphi Technique -- Status Meetings -- Diagramming Techniques -- Documenting Project Risk -- Creating the List -- Submitting New Risks -- Originators and Owners -- Checklist -- Case Study -- Chapter 3: Why Projects Fail--More Risks and How You Can Prevent Them -- The PMINO Syndrome -- Accountability and Authority -- Creating Accountability -- Executive Champion -- Keeper of the Risks -- Absentee Sponsor -- It's Your Job -- It's My Job -- Project Roles -- When the Sponsor Leaves -- Key Stakeholders -- Disengaged Teams -- Organizational Structures -- Lack of Processes -- Conflicts -- Wrong People, Wrong Time -- Vendor Relationships -- Case Study -- Chapter 4: Preventing Scope and Schedule Risks -- Scope Risk -- Defining Deliverables -- Measuring Requirements -- Critical Success Factors -- Obtaining Agreement -- Back to Reality -- Uncertainty.

Preventing Scope Creep -- Schedule Risks -- Estimating Activities -- Duration or Effort? -- PERT -- Defining the Critical Path -- The People Factor -- Change Management -- Developing a Change Management Plan -- Assessing Change -- Case Study -- Chapter 5: Analyzing and Prioritizing Risks -- Qualitative Risk Analysis -- Qualitative Techniques -- Developing Rating Scales -- Using the Scales -- Risk Lists -- Risk Tolerance Levels -- Quantitative Risk Analysis -- Calculating Risk Scores -- Sensitivity Analysis -- Decision Tree Analysis -- Simulation Techniques -- The Analysis Method of Choice -- Listing and Ranking Project Risk -- Documenting Project Risk -- Risk Ranking -- Determining Risks That Need Response Plans -- Case Study -- Chapter 6: Defining Risk Response Plans -- Risk Response Planning -- Uncertain Certainty -- Purpose of Planning for Risks -- Risk Response Techniques -- Avoidance -- Transference -- Mitigation -- Acceptance -- Contingency Planning -- IV&V -- Developing Risk Response Plans -- Calling All Resources -- Risk Response Costs -- Documenting the Response Plans -- Planning for the Unknown -- Things That Go Bump -- Contingency Reserves -- Buffering Stakeholders -- Case Study -- Chapter 7: Implementing and Monitoring Risk Response Plans -- Monitoring and Control -- Project Temperature -- Risk Review -- Risk Triggers -- Change Requests -- Correcting Plans -- Contingencies -- Implementing Response Plans -- When to Implement -- Unknown Risks -- Calling It Quits -- Closing Out -- Risk Audits -- Steps in a Risk Audit -- Reviews -- Case Study -- Appendix A: Nine Knowledge Areas Refresher -- Project Management Process Groups -- Initiating -- Planning -- Executing -- Monitoring and Controlling -- Closing -- Project Management Knowledge Areas -- Project Integration Management -- Project Scope Management -- Project Time Management.

Project Cost Management -- Project Quality Management -- Project Human Resource Management -- Project Communications Management -- Project Risk Management -- Project Procurement Management -- Appendix B: Risk Management Templates -- Glossary -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W.