Includes bibliographical references and index.

The body of evidence continues to grow around the world that the very kernel of successful project management is the effective management of risk and its absence frequently leaves project sponsors lamenting missed objectives and shareholders coming to terms with an organisation's poor bottom line performance.Dr Robert Chapman's The Rules of Project Risk Management stands out from risk management texts that precede it, in that it provides very practical guidance, supported by numerous mini case studies, many of which attracted considerable publicity in their time. The book brings to life both the benefits of project risk management when effectively applied and the ramifications when it is misunderstood or receives scant attention. The structure of the book is based on International Standard ISO 31000 seen through the lens of general systems theory where projects are undertaken by organisations which have an external context and internal sub-systems.

Cover; Contents; List of Figures; List of Tables; List of Case Studies; About the Author; Foreword; Preface; Acknowledgements; Audience; How to Read this Book; 1 Structure of the Book; 2 Environment; The uncertainty characteristics of a project are the product of their origin and particularly their context; 3 External Project Stakeholders; Project success requires comprehension of the potential impact of external stakeholders on project uncertainty; Contractor participation in risk management is driven by contract obligations; 4 Organisation. Risk management aspirations need to be rooted in realityThe risk profile of a project will be directly influenced by the procurement process; 5 Leadership; Senior management commitment to risk management needs to be visible; 6 Internal Stakeholders; Risk management must include an assessment of internal stakeholders; Involve internal stakeholders in evaluation of the risks to the business case; Inculcating risk is improved by convincing the sceptics; 7 Risk Resources; Risk team selection will directly influence risk management effectiveness. The budget will dictate the level of risk management support8 Systems; A risk management framework must establish a firm foundation; Commitment commences with a risk policy; Effective decision making is dependent on risk management; Project outcomes are enriched by implementing lessons learned; Risk analysis needs to recognise the existence of optimism bias; The workshop "circus" is avoided by recognising behaviour types; Project success and particularly risk management is dependent on proactive behaviour; Risk descriptions are improved by adopting a metalanguage. Risk database integration is improved when scheduledRisk model results are improved by sense checking; Risk management is enhanced through integration; Appendix A: The EFQM Excellence Model; Appendix B: Systems Thinking; Appendix C: Causes of Project Failure; Appendix D: Observations on the Standard; Appendix E: Drivers for Project Success; Appendix F: Mitchell, Bradley and Wood's Stakeholder Typology; Appendix G: The Power/Predictability Matrix; Appendix H: Maturity Model Descriptions; Appendix I: Recording Lessons Learned; Appendix J: The Procurement Process; Appendix K: Cybersecurity CMM.