Titlebook: Risk Navigation Strategies for Major Capital Projects; Beyond the Myth of P Asbjørn Rolstadås,Per Willy Hetland,Richard E. Wes Book 2011 Sp

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978-1-4471-2666-9Springer-Verlag London Limited 2011

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https://doi.org/10.1007/978-0-85729-594-1Capital Projects; Decision Making; Executive Management; Project Management; Risk Management; quality con

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Exposing the Myth of Predictabilityion is given to defining performance risks and too little attention is given to understanding organization and background risks. The traditional way of managing risk is focused on predicting the future more accurately to obtain less risk exposure. Yet, the industry still experiences major cost overr

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Rethinking Project Risk Managementics such as a phase-gated development process, governing documentation, team alignment, risk management, stakeholder management, and contract structure. The conventional thinking about project risk has led to much attention on the concept of front-end loading. The main philosophy behind this concept

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Jaywalking with George. In this chapter we illustrate and introduce near-term thinking and argue that just-in-time planning without looking too far ahead is more suitable for navigating project risks. We also provide a quick review of relevant material from Kim and Mauborgne [1] and Wysocki [2].

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Expanding the Project Risk Conceptof the project manager. The level of risk is related to how aggressive the project objectives and execution strategies have been defined. The strategic risks are in the domain of corporate management. A major concern is related to how mature the project definition is at the various decision gates. I