Xem 1-20 trên 300 kết quả Project risk
  • Chapter 10: Project risk management. In this chapter students will be able to: Understand risk and the importance of good project risk management, discuss the elements of planning risk management and the contents of a risk management plan, list common sources of risks on information technology (IT) projects,...

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  • The projects that motivated initial development of many of the ideas in this book were primarily large engineering projects in the energy sector: large-scale Arctic pipelines in the far north of North America in the mid-1970s, BP’s North Sea projects from the mid-1970s to the early 1980s, and a range of Canadian and US energy projects in the early 1980s. In this period the initial focus was ‘the project’ in engineering and ...

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  • A Project Risk Management Plan is a controlling document that incorporates the goals, strategies, and methods for performing risk management on a project. The Project Risk Management Plan describes all aspects of the risk identification, estimation, evaluation, and control processes. The purpose of developing such a plan is to determine the approach for cost-effectively performing risk management on the project.

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  • The risk management processes described in this book had their genesis well over 20 years ago when I accepted a position at the University of Southampton. There I met and worked with Dr Chris Chapman, already an acknowledged expert in project risk, with an established relationship with BP and an extensive client base in Canada. Chris involved me in his consulting activities in North America, primarily associated with quantitative risk analyses of large projects in the hydroelectric and the oil and gas industries....

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  • After studying chapter 14, you should be able to: Define the “riskiness” of a capital investment project; understand how cash-flow riskiness for a particular period is measured, including the concepts of expected value, standard deviation, and coefficient of variation; describe methods for assessing total project risk, including a probability approach and a simulation approach.

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  • This chapter begins with a general introduction to project risk and follows with the consideration of its specific measurement. Next, an investment project is examined with respect to its firm-portfolio risk – that is, the marginal risk of a project to the firm as a whole. Finally, the effect of managerial (real) options on project desirability is studied.

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  • Risks are potential problems that might affect the successful completion of a software project. Risks involve uncertainty and potential losses. Risk analysis and management is intended to help a software team understand and manage uncertainty during the development process. The important thing is to remember that things can go wrong and to make plans to minimize their impact when they do. The work product is called a Risk Mitigation, Monitoring, and Management Plan.

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  • Project Risk Management includes the processes concerned with conducting risk management planning, identification, analysis, responses, and monitoring and control on a project; most of these processes are updated throughout the project.

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  • Where the possible values could have significant impact on project’s profitability, a decision will involve taking a risk. In some situations, degree of risk can be objectively determined. Estimating probability of an event usually involves subjectivity.

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  • To derive private cash flow, we begin by calculating overall project cash flow.The private cash flow is the cash flow on the investor’s own funds or ‘equity’.

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  • In the military, you cannot fight a battle without ammunition, guns, food and transport. This is an aspect of logistics. Similarly, you cannot run a project without certain requirements, e.g. you cannot develop a curriculum without a budget, subject experts, students to benefit from the curriculum, and so forth. Project Risks Project risks are the anticipated and unanticipated obstacles that might arise in the course of a given project. A risk analysis is conducted in order to isolate the most likely ones, and involves answering the question: “What could go wrong?” ...

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  • After studying chapter 14, you should be able to: Define the “riskiness” of a capital investment project; understand how cash-flow riskiness for a particular period is measured, including the concepts of expected value, standard deviation, and coefficient of variation; describe methods for assessing total project risk, including a probability approach and a simulation approach.

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  • Cùng tìm hiểu Estimating cash flows; Capital budgeting with risk issues; Project risk analysis; Managing risk with staged-decision được trình bày cụ thể trong "Bài giảng Management theory and practice Financial: Chapter 11". Mời các bạn cùng tìm hiểu và tham khảo nội dung thông tin tài liệu.

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  • Mẫu này là một tài liệu điều hành mà hợp nhất các mục tiêu, chiến lược và phương thức cho quản lý rủi ro dự án một cách hiệu quả. Kế hoạch miêu tả tất cả những khía cạnh của xác định rủi ro, ước lượng, định giá, và điều chỉnh các quá trình. Mục tiêu của phát triển là kế hoạch để xác định phương thức quản lý chi phí rủi ro dự án một cách hiệu quả.

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  • Chapter 5: Risk Management. Risk management is one of the most important areas of project management that must be considered. Companies that want to compete with one another have adopted project management as a method of managing their companies. They have had to learn how to define and control project scope, schedule, and cost as baselines, and they have had to learn all of the control elements necessary to make successful projects. But many of these companies have yet to learn to manage the risks involved in managing a project.

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  • Project management is a set of tools, techniques, and knowledge that,when applied, helps you produce better results for your project. Trying to manage a project without project management is like trying to play football without a game plan.

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  • What makes the second edition different?” That’s my first question when I see a second edition. Project management hasn’t changed too much since the first edition, so this edition is primarily justified with additional content.

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  • Chapter 15a: Question about RISK MANAGEMENT 1. A project manager discovers that there is a part of the project that contains some risk. His strategy with this risk is to subcontract the work to an outside supplier by using a firm fixed price contract. Which of the following must the project manager do? a. The project manager should make certain that the project team does not reveal the risk to the supplier until the contract is signed. b. The project manager should make every effort to make sure that the supplier is made aware of the risk after the contract is...

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  • Chapter 17a: Question about CONTRACTS AND PROCUREMENT 1. A project manager must make a narrative description of the project. This narrative description covers the items that will be supplied under the contract with the client. It is called: a. b. c. d. The project plan. The statement of work. The exception report. The progress report. 2. A project manager discovers that there is a part of the project that contains some risk. His or her strategy with this risk is to subcontract the work to an outside supplier by using a firm fixed price contract. Which of the following is true? a....

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  • Chapter 15b: Answer key about RISK MANAGEMENT 1. Answer: c In a fixed price contract the supplier is obligated to deliver the contracted-for item at a fixed price. The supplier is aware of the risk and will put an allowance for the risk in the contracted price. This often means that the project team will pay the supplier for the cost of the risk regardless of whether the risk occurs. 2. Answer: a Risk avoidance is eliminating the risk from consideration by doing something that will eliminate it as a possibility. Risk acceptance is allowing the risk to happen and...

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