Ebook Identifying and Managing Project Risk: Essential Tools for Failure-Proofing Your Project, by Tom Kendrick
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Identifying and Managing Project Risk: Essential Tools for Failure-Proofing Your Project, by Tom Kendrick
Ebook Identifying and Managing Project Risk: Essential Tools for Failure-Proofing Your Project, by Tom Kendrick
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“Detailed, well-organized and comprehensive, Identifying and Managing Project Risk takes you through the planning, assessment and responses required for any kind of project of any size.” --Soundview
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Book Description
Projects—especially complex ones—are inherently risky. Between time constraints, technical challenges, and resource issues, things can easily go wrong—making the identification of potential risks an essential component of every project manager's job. Fully updated and consistent with the Risk Management Professional (RMP) certification and the Guide to the Project Management Body of Knowledge (PMBOK®), Identifying and Managing Project Risk remains the definitive resource for project managers seeking to guard against failure. Drawing on real-world situations and hundreds of examples, the book outlines the risk management process and provides proven methods for project risk planning. Readers will learn how to use high-level risk assessment tools, implement a system for monitoring and controlling projects, and properly document every consideration. Analyzing aspects such as project scope, available resources, and scheduling, the third edition also offers fresh guidance on program risk management, qualitative and quantitative risk analysis, simulation and modeling, and significant "non-project" risks. This practical book will help readers eliminate surprises and keep projects on track.
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Product details
Hardcover: 400 pages
Publisher: AMACOM; Third edition (March 25, 2015)
Language: English
ISBN-10: 9780814436080
ISBN-13: 978-0814436080
ASIN: 0814436080
Product Dimensions:
6.3 x 1.2 x 9.2 inches
Shipping Weight: 1.8 pounds (View shipping rates and policies)
Average Customer Review:
4.1 out of 5 stars
57 customer reviews
Amazon Best Sellers Rank:
#71,423 in Books (See Top 100 in Books)
Very readable. Great reference. Includes explanations of Why you do things, not just How to do them. This book also takes a broad view of Risk, and when it is about 'Risk' it relates the planning and controlling to the other PMBOK processes and knowledge areas. Risk management as a comprehensive concept. Wow, who'da thunk. Kendrick impresses; I own and use his PM Toolkit almost daily.
I found the book to be very informative. As a seasoned, senior level PM, the terminology and examples used were familiar to me. I don't recommend the book for entry level Project Managers or non management personnel.
Short and simple is all that is needed for this reference. This book will help you understand and manage risk simple. We used this as our course book for Risk Analysis with UCLA. This book will provide you with an understand and methods to define, analysis, record and update risks.I understand there was a review concerning this book being aimed at the IT industry and although it is used as references, this book and its methods can be used for any industry with success. It provides a clear and simple understanding of how to apply risk methods to manage any kind of risk.My risk bible.
Some old school useful points, but ad-hoc and mis-targeted (as one other reviewer notes ... who is to read this? ... overload of heuristic lists for beginners, but experienced managers already know it).Kendrick uses throughout the example of the Panama Canal project, both the original French commercial failure, and the later U.S. Government success. But most of the key lessons from both could only be implemented by the project "sponsor" (Kendrick's term) not the PM, yet Kendrick writes a book for PMs. E.g. Roosevelt intervened to eliminate the 7-person council that couldn't decide anything. And there must be a lesson in here about government vs. private projects that Kendrick overlooks.Kendrick assumes infinite persuasiveness on the part of PMs, both to persuade their bosses/sponsors and their workers to follow ad-hoc guidelines that are never quantitative. For example, he advocates traditional reserves. Most projects in modern organizations aren't allowed to manage reserves anymore, these have been scooped up by higher levels.Other than keep track of thousands of list items and "persuade" others to pay attention to them, there are no concrete suggestions on what to do to get others motivated and manipulate the outcome. Kendrick winds up recommending that you draw a line and just cancel projects that go over it. He justifies this with a very clever but off-target bidding exercise in which students bid on a dollar bill, with the stipulation that the 2nd highest bidder also has to pay, and bidding typically runs over $2.For a more concrete and certainly more concise approach, see Economic Optimization of Innovation & Risk, which gives a quantitative model of the economic factors affecting both project outcome and reliability of the delivered system (crash rate), and works a difficult example of how to fix a project that is not meeting its goals.Kendrick's book is not without use or some interesting points. There are lots of quotes throughout that almost by themselves make the book worth reading, like Roosevelt "Far better it is to dare mighty things..." and Patton "A good plan violently executed right now is better than a perfect plan executed next week." Although Kendrick's 360 pages of lists seem to be guiding us toward next week or later. The book depends heavily on external databases, PMBOK and PERIL, with selections from the later included, which again are just anecdotal heuristics. Don't get me wrong, I use heuristics myself, but one needs a short list of them, and a quantitative model to justify them.Kendrick covers some of the problems of project sponsors attempting too much. But is clueless as to how to fix it. And if anyone has worked for Elon Musk or Jeff Bezos, one knows that one doesn't just schedule a couple hours of their time to go over detailed lists. The "modern" boss simply isn't available to hear that something isn't going to work, and will just replace a PM who doesn't go along. The book needs to be re-targeted.Some of the things Kendrick proposes, such as lean, quick projects, can backfire and increase risk. Again the quantitative model is lacking. A few figures are unreadable in the eBook version, and all have very small print.
This book makes Risk Management interesting and understandable. If you are trying to get your arms around this subject, I can recommend Tom's book. He explains things in a simple and clear way. I had several epiphanies in the first few chapters alone. I can recommend this book.
Very complete, well structured, easy to follow and understand. This is not a simple topic and can be overdone, but in spite of being a bit academic at times, is well covered in this book.
This is a wonderful book summarizing the authors lengthy PM experience and collection of over 600 cases of project failures. The Panama Canal projects provide historically interesting case of poor and eventually much-improved project decisions and management. Kendrick shares his enthusiasm for the PM discipline. The emphasis is on moderate-sized technical projects.
Great book.
Its a textbook. Referenced it a lot for class, but didn't exactly use it for light enjoyable reading.
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