Chris Chapman is Emeritus Professor of Management Science in the School of Management, University of Southampton. He is a former Director of the School. He was the founding chair of the Association for Project Management Specific Interest Group on Project Risk Management. He is a Past President of the Operational Research Society, and an Honorary Fellow of the Institute of Actuaries. For more than 35 years his research has focused on risk and uncertainty management. Like Stephen, his research is grounded on extensive experience. He has worked for a number of consulting firms as an international consultant for many different industries. Chris writes from a practical but conceptually rigorous perspective. He has published extensively, including joint authorship of Management for Engineers (Wiley, 1987), Risk Analysis for Large Projects: Models, Methods and Cases (Wiley, 1987), Managing Project Risk and Uncertainty: A Constructively Simple Approach to Decision Making (Wiley, 2002) and Project Risk Management: Processes, Techniques and Insights (Wiley, 1997 and 2003).
|Foreword to this edition||p. ix|
|Foreword to the second edition with an update||p. xi|
|Foreword to the first edition||p. xiii|
|Preface and overview by the authors||p. xv|
|Setting the scene||p. 1|
|Uncertainty in and around projects||p. 3|
|Uncertainty, risk and opportunity||p. 43|
|Key motives for uncertainty management||p. 73|
|An overview of generic process frameworks||p. 101|
|The generic process in one key lifecycle stage||p. 131|
|Define the project||p. 133|
|Focus the process||p. 153|
|Identify all the relevant sources of uncertainty, response options and conditions||p. 171|
|Structure all uncertainty||p. 215|
|Clarify ownership||p. 235|
|Quantify some uncertainty||p. 251|
|Evaluate all the relevant implications||p. 289|
|The generic process in all lifecycle stages||p. 325|
|Fully integrating the strategy shaping stages||p. 327|
|Fully integrating the strategy implementation stages||p. 365|
|Key corporate implications||p. 389|
|Developing PUMP capability as a project||p. 391|
|Contracts and governance as frameworks for enlightened relationship management||p. 411|
|A corporate capability perspective||p. 435|
|Table of Contents provided by Ingram. All Rights Reserved.|
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