Introduction

The Risk Management process

Risk issues

Modelling

Events

Networks and branching

Other

AD 1

AD 2

AD 3

AD 4

AD 5

Risk management - Business forecast

Business forecast

Type of operation

If you sell high volume similar products you can build up a data base which is statistically useful this is not an option for project based businesses.

Activity

All businesses will need to assess any future activity. Without this, accurate plans can not be generated, decisions on investments will be weak and control will be impossible.

Any business should be able to consider the level of activity for the next financial year.
This might be summarised as:

A list of current projects (that is in progress and contracts already won)
A list of potential projects in the future where contracts are not yet signed.

Some opportunities will arise out of the blue and will be hard to predict.
A method of assigning a single value for the total revenue and costs leaves little room for error.
It is just as easy to approach the problem using techniques we have already covered.

Timing

We will show more detail in how to assess these projects in terms of cash flow, timing and profit [see business schedule risk].

Correlation

Remember that many projects will be linked by underlying events. These will need to be considered and allowed for appropriately in the risk management software in terms of correlation.

Non - PRINCE2 information

Purchase the full product

PRINCE2 2005

Introduction

Definition [see Introduction part 1]
Terminology [see Introduction part 2]
What is a project? Scope [see Introduction part 3]
The processes [see Introduction part 4]
Introduction to processes [see Introduction to processes]
The components [see The components]

Business Case

What is it? [see Business Case part 1]
Developing [see Business Case part 2]

Controlling a Stage

Fundamental principles [see Controlling a Stage (CS) part 1]
Authorising Work Package [see Controlling a Stage (CS) part 2]
Assessing Progress [see Controlling a Stage (CS) part 3]
Capturing Project Issues [see Controlling a Stage (CS) part 4]
Examining Project Issues [see Controlling a Stage (CS) part 5]
Reviewing Stage Status [see Controlling a Stage (CS) part 6]
Reporting Highlights [see Controlling a Stage (CS) part 7]
Taking Corrective Action [see Controlling a Stage (CS) part 8]
Escalating Project Issues [see Controlling a Stage (CS) part 9]
Receiving Completed Work Package [see Controlling a Stage (CS) part 10]

Controls

Overview [see Controls part 1]
Project start-up [see Controls part 2]
Tolerance [see Controls part 3]
Product Descriptions [see Controls part 4]
Reports and assessment [see Controls part 5]
Controlled close [see Controls part 6]

Quality

What is quality? [see Quality in a Project Environment]
Purpose and definition [see Configuration management part 1]
Configuration control [see Configuration management part 2]
Project Issue management [see Change control]
Product-based planning [see The techniques]
Benefits [see Product based planning part 1]
Producing a Product Breakdown Structure [see Product based planning part 2]
Writing a Product Description and its contents [see Product based planning part 3]
Creating a Product Flow Diagram [see Product based planning part 4]
Change control steps [see Change control technique]
Overview of the technique [see Quality review technique part 1]
Steps in a formal quality review procedure [see Quality review technique part 2]

PRINCE2 2009

Introduction

Foreword [see Foreword]
Purpose [see Introduction part 1]
What does a project manager do? [see Introduction part 2a]
What is it we wish to control? [see Introduction part 2b]
The structure of PRINCE2 [see Introduction part 2c]
What PRINCE2 does not provide [see Introduction part 3]

Business case

Starting up a project

Initiating a project

Managing a stage boundary

Risk

Progress

Project management

Introduction

What is a project? [see What is a project?]
What is project management? [see What is project management?]
Project management system [see What does a project management system consist of?]
Project visualisation [see Project visualisation]
Work breakdown [see Why breakdown a project?]
Concept [see Concept or idea]
Feasibility [see Feasibility study]
Initiation [see Initiation]
Specification [see Specification]
Project management design [see Design]
Project management build [see Build]
Project management implementation [see Implementation]
Project management operation and review [see Operation and review]
The Project Notebook [see The Project Notebook]

Plans

Planning [see Planning - part 1]
Planning [see Planning - part 2 – Introduction - need to answer]
Planning [see Planning - part 3 - Introduction - schedule overview] Plans [see Types of plans]

Detailed planning

Project control

Risk management

Risk management [see Risk management – part 1 - Overview]
Risk management [see Risk management part 2 – General approach]
Risk management [see Risk management part 3 – Methods of assessing risk]
Health and safety [see Health and safety]

Time management

Introduction

Resources [see Resources]
Workaholic [see Workaholic]
What is time management? [see What is time management? Problem Time solving]
What is time management? [see What is time management? General]

Key time destroyers

Key Time Destroyers [see Key Time Destroyers]
Action chasing [see Action chasing]
Being disorganised [see Being disorganised]
Cant say 'No' [see Cant say 'No']
Crisis management [see Crisis management]
Desktop management [see Desktop management]
Friends [see Friends]
Large reports [see Large reports]
Low energy levels [see Low energy levels]
Meetings 1 [see Meetings 1]
Meetings 2 [see Meetings 2]
Multiple tasks [see Multiple tasks]
Others errors [see Others errors]
Other's jobs [see Other's jobs]
Paperwork [see Paperwork]
Perfection [see Perfection]
Poor communication [see Poor communication]
Poor control and reporting [see Poor control and reporting]
Poor delegation [see Poor delegation]
Poor information [see Poor information]
Poor leadership [see Poor leadership]
Poor planning [see Poor planning]
Poor preparation [see Poor preparation]
Poor self discipline [see Poor self discipline]
Putting things off [see Putting things off]
Resource issues [see Resource issues]
Responsibility, accountability and authority [see Responsibility, accountability and authority]
Socialising [see Socialising]
Staff issues [see Staff issues]
The boss [see The boss]
The telephone 1 [see The telephone 1]
The telephone 2 [see The telephone 2]
Travel time [see Travel time]
Unfinished tasks [see Unfinished tasks]
Unwanted callers [see Unwanted callers]
Work overload [see Work overload]
Your own errors [see Your own errors]

Leadership

Introduction

Definition of leadership [see Definition of leadership]
Leadership and effectiveness [see Leadership and effectiveness]
Leadership qualities [see Leadership qualities]
Leadership functions [see Leadership functions]

General

Structure [see Structure]
Life transitions [see Life transitions]
Balance [see Balance]
Open questions [see Open questions]
CEO [see CEO]
Chairman [see Chairman]
Mergers and acquisitions [see Mergers and acquisitions]
Leaders and managers [see Leaders and managers]
Useful word derivation [see Useful word derivation]
Summary [see Summary]

other sites of interest in the series