Cover Page -- Title Page -- Copyright Page -- Contents -- Acknowledgments -- Chapter 1: Why Project Risk Management? -- The Doomed Project -- Risk -- Benefits and Uses of Risk Data -- The Project Risk Management Process -- Anatomy of a Failed Project: The First Panama Canal Project -- Chapter 2: Planning for Risk Management -- Project Selection -- Overall Project Planning Processes -- Defining Risk Management for the Project -- The PERIL Database -- A Second Panama Canal Project: Sponsorship and Initiation (1902-1904) -- Chapter 3: Identifying Project Scope Risk -- Sources of Scope Risk -- Defining Deliverables -- High-Level Risk Assessment Tools -- Setting Limits -- Work Breakdown Structure (WBS) -- Other Scope-Related Risks -- Documenting the Risks -- Panama Canal: Setting the Objective (1905-1906) -- Chapter 4: Identifying Project Schedule Risk -- Sources of Schedule Risk -- Activity Definition -- Estimating Activity Duration -- Activity Sequencing -- Documenting the Risks -- Panama Canal: Planning (1905-1907) -- Chapter 5: Identifying Project Resource Risk -- Sources of Resource Risk -- Resource Planning -- Staff Acquisition -- Outsourcing -- Project-Level Estimates -- Cost Estimating and Cost Budgeting -- Documenting the Risks -- Panama Canal: Resources (1905-1907) -- Chapter 6: Managing Project Constraints and Documenting Risks -- Analyzing Constraints -- Managing Opportunities -- Scope Modification -- Resource Modification -- Schedule Modification -- Assessing Options and Updating Plans -- Seeking Missing Risks -- Documenting the Risks -- Panama Canal: Improving the Plan (1906) -- Chapter 7: Quantifying and Analyzing Activity Risks -- Quantitative and Qualitative Risk Analysis -- Risk Probability -- Risk Impact -- Qualitative Risk Assessment -- Quantitative Risk Assessment -- Panama Canal: Risks (1906-1914).

Chapter 8: Managing Activity Risks -- Root-Cause Analysis -- Categories of Risk -- Risk Response Planning -- Risk Avoidance -- Risk Mitigation -- Risk Transfer -- Implementing Preventative Ideas -- Contingency Planning -- Risk Acceptance -- Documenting Your Risk Plans -- Managing a Specific Risk -- Panama Canal: Risk Plans (1906-1914) -- Chapter 9: Quantifying and Analyzing Project Risk -- Project-Level Risk -- Aggregating Risk Responses -- Questionnaires and Surveys -- Project Simulation and Modeling -- Analysis of Scale -- Project Appraisal -- Project Metrics -- Financial Metrics -- Panama Canal: Overall Risks (1907) -- Chapter 10: Managing Project Risk -- Project Documentation Requirements -- Project Start-Up -- Selecting and Implementing Project Metrics -- Management Reserve -- Project Baseline Negotiation -- Project Plan Validation -- Specification Change Management -- Panama Canal: Adjusting the Objective (1907) -- Chapter 11: Monitoring and Controlling Risky Projects -- Don't Panic -- Applying the Plan -- Project Monitoring -- Collecting Project Status -- Metrics and Trend Analysis -- Responding to Issues -- Communication -- Project Archive -- Project Reviews and Risk Reassessment -- Taking Over a Troubled Project -- Panama Canal: Risk-Based Replanning (1908) -- Chapter 12: Closing Projects -- Project Closure -- Project Retrospective Analysis -- Panama Canal: Completion (1914) -- Chapter 13: Program, Portfolio, and Enterprise Risk Management -- Project Risk Management in Context -- Program Risk Management -- Portfolio Risk Management -- Enterprise Risk Management -- Panama Canal: Over the Years -- Chapter 14: Conclusion -- Choosing to Act -- Panama Canal: The Next Project -- Appendix -- Index.