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general
independent correlation
independent correlation - cumulative probability graph
positive correlation
positive correlation - cumulative probability graph
negative correlation
conditional correlation
conditonal correlation - cumulative probability graph
Ttriple approach - cumulative probability graph
general
complex branching
complex branching calculations
multiple branching
multiple branching calculations
multiple probability branching
multiple probability branching calculations
production example
production example - more
production example - output graph
nodes and branching networks
nodes and branching networks output graph
Other useful links:
project management project management basics.com. time management time management basics.com. leadership leadership basics.com. The Complete Project management package
Topics include
The complete
Topics include
The Complete Time management package
Topics include
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Risk Management - Project life cycle - general points
Risk management is part of the project management process and as such has influence at all stages of the project life cycle. General points.
Different areasFor any project there will be differing areas to consider which will contribute to the overall plan.For example, technical, financial, location, environmental issues etc. The systematic approach described above from 'concept' through to 'support' can be applied to each for a thorough approach. In other words, we could apply consideration to each of these areas during the 'concept' phase, then 'plan' phase etc. Working in parallelMany projects, especially large ones, could be considered to be made up of more than one smaller project.If this is the case, the options are to run the projects in series or parallel.The series option, where one completes before another starts, will obviously afford the longest completion times (see also 'The Complete Time management package'). This approach would only be practical if:
When running project management (see 'The Complete Project management package') activities in parallel each project will need to go through the 'concept' to 'support' stages. There will be no need to synchronise these for each project and overlap would be expected. These activities would run in parallel if the activity or output from one project was dependent upon an earlier one. Another scenario is for the projects to be 'nested'. This is where a project is considered to be part of a bigger picture. The overall company 'project' will deal more with strategy and how profits are made and in what markets etc. The 'nested' projects could be considered to be the practical 'projects' bringing in the revenue. In these situations strategy and the project management process (see 'The Complete Project management package') can in effect be separated. Don't forget that we will need to consider the risk between individual projects within an organisation. Milestone reviewsIn an ideal world it would be great if all objectives and other performance criteria were perfect at the start of a project.However, events occur that may necessitate a modification to these. When a milestone is reached a review should be undertaken to assess the current relevance of future objectives and performance criteria. Any changes in the objectives or performance criteria should be carefully considered for their risk and risk management implications. In this context see comments on horizon planning. ContractingThese should be treated as independent projects.The view of the 'concept' and other stages will be slightly modified for the contractor. If the contractor is largely responsible for the 'design' stage the client may cover these in less detailed terms. The detail would be left to the contractor. The initial interest of the contractor will be to submit a bid in order to gain the contract. Risks in this area could include transferring risk. Decision pointsOn some projects there may be just one go / no go decision.The advantage of breaking down a project into smaller parts, each requiring a go / no go / maybe decision point is that control will be improved. Problem areas will not escalate and costs should be better managed. 
The Complete RISK management package Easy to understand with many examples. Other useful links at project management basics.com: Risk management Risk management - assessment methods Risk management - general approach Risk management - risk and issues Risk management main overview Project management planning overview Project management - planning detail Project management - project deliverable Project management - project scope Project management - project strategy Project management - scheduling overview Project management - task Project management - why breakdown a project? Project management - problem solving Project management - Problem solving - brain storm Project management - Problem solving - brain storm - a stepwise procedure Project management - Problem solving - cause and effect Project management - Problem solving - cause and effect - a stepwise procedure Project management - Problem solving - data collection Project management - Problem solving - Pareto Project management - Problem solving - plan, implement, monitor and act Project management - Problem solving - presentation - charts Project management - Problem solving - presentation - scatter diagrams and organisation charts Project management - Problem solving - process analysis Project management - Problem solving - six word system Project management - Problem solving - techniques Project management - Problem solving - when do you use the techniques? Project management - problem solving APIMA Project management - Objectives - reasons for setting Project management - Work breakdown structure Project management - Work breakdown structure - identify tasks Project management - Work breakdown structure - task levels Project management - Dependencies - PERT, slack and critical path Other useful links at time management basics.com: Time management - what is TM goals2? Time management - human nature Time management - meetings Time management - poor control and reporting Time management - poor delegation Time management - poor leadership Time management - putting things off Time management - decision path Time management - projects Time management - convergent thinking Time management - tips Time management - crisis management Time management - information collection2 Time management - checklists Time management - reminders Time management - review Time management - typical process Time management - strategies for getting on with it Time management - delegation process Time management - what is TM? Time management - what is TM goals? Time management - time log Time management - large reports Time management - the telephone2 Time management - travel time Time management - work overload |
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