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Présentation La plupart des projets n'atteignent pas l'objectif fixé et/ou ne respectent ni les budgets ni les délais ... parce que certains événements, non identifiés au préalable, et encore moins mis sous contrôle, surviennent. L'expérience montre pourtant qu'il est possible de réussir un projet à condition cependant de mettre en oeuvre un Dispositif de Maîtrise des Risques (DMR) approprié aux enjeux du projet et aux attentes de ses parties prenantes : sponsor du projet (bailleur de fonds international, État, direction générale ...), directeur de programme, chef de projet, équipe projet, bénéficiaires, usagers, utilisateurs ... : garantir l'alignement stratégique du projet et le triptyque qualité/échéance/coûts ; fonctions contrôle, audit et qualité : limiter la probabilité d'apparition et la gravité de certains risques, et inscrire la démarche projet dans un cercle vertueux de progrès permanent ; fonctions RH, achats, contrôle budgétaire ... : coordonner le cycle du projet avec les cycles de l'entreprise (portefeuille de projets, cycle budgétaire, cycle RH ...). Ce livre s'adresse à toutes les parties prenantes d'un projet. Il présente une approche des risques pragmatique, calée à la fois sur les phases du projet, de l'étude préalable au bilan de fin de projet et sur les processus supports transversaux, tels que achats ou RH. Téléchargez les fichiers des fiches pratiques et des outils depuis www.editions-organisation.com Au sommaire La démarche générale de mise sous contrôle des risques d'un projet Préalable à la mise en oeuvre de la démarche Identification des risques Evaluation de la criticité des risques Evaluation de l'efficacité du dispositif de maîtrise des risques Détermination des plans d'action en vue de renforcer le dispositif de maîtrise des risques Suivi du portefeuille de risques Application de la démarche aux différentes phases d'un projet Etude Initialisation Conception Réalisation Mise en oeuvre Exploitation Application de la démarche aux différents processus support d'un projet Management et coordination du projet Gestion du contenu Gestion des délais Gestion des coûts Gestion de la qualité Gestion des ressources humaines Conduite du changement et communication Gestion des prestataires et des approvisionnements.
This is an update and expansion upon PMI's popular reference, The Practice Standard for Project Risk Management. Risk Management addresses the fact that certain events or conditions may occur with impacts on project, program, and portfolio objectives. This standard will: identify the core principles for risk management; describe the fundamentals of risk management and the environment within which it is carried out; define the risk management life cycle; and apply risk management principles to the portfolio, program, and project domains within the context of an enterprise risk management approach It is primarily written for portfolio, program, and project managers, but is a useful tool for leaders and business consumers of risk management, and other stakeholders.
THE WILEY GUIDE TO Project Organization & Project Management Competencies A guide to the human factors in project management: knowledge, learning, and maturity THE WILEY GUIDES TO THE MANAGEMENT OF PROJECTS address critical, need-to-know information that will help professionals successfully manage projects in most businesses and help students learn the best practices of the industry. They contain not only well-known and widely used basic project management practices but also the newest and most cutting-edge concepts in the broader theory and practice of managing projects. This third volume in the series covers a range of organizational and people-based topics that are occupying the project management world today. The essence of project management represents a “people” challenge—the ability to appreciate and effectively employ the competencies of all those who are associated with the project development and delivery process. This book explains how you can more successfully manage a project from inception through delivery by learning how to handle critical issues around structure, teams, leadership, power and negotiation, and the whole area of competencies. The expert contributors also include chapters on global project management knowledge and standards, the role of project management associations around the world, project management maturity models, and other key topics. Complete your understanding of project management with these other books in The Wiley Guides to the Management of Projects series: The Wiley Guide to Project Control The Wiley Guide to Project, Program & Portfolio Management The Wiley Guide to Project Technology, Supply Chain & Procurement Management
"A useful guide which brings the experience of financial risk management to project management. Concentrates on realistic scenarios rather than complex mathematics." - Dr. Mamdouh Barakat, Managing Director, MBRM - MB Risk Management "Project managers will be taking a risk by not reading this book. A bright and thought provoking coverage of the subject with a perspective rarely taken, especially in information technology." - Simon Lamoon MBCS, Head of Project Management, IT Development, Aon Group Limited "There are no projects without risks. How to deal with these risks is a pressing question that bothers many project managers. This book offers them invaluable help. Chong and Brown clearly have hands on experience; they not only know what managing project risk requires, but also how to explain it. Managing Project Risk includes interesting case studies that contribute to the reader's insight. Buying the book is a small investment, but reading it can yield high returns." - Professor dr. M. Peter van der Hoek, Erasmus University, Rotterdam and Economics University, Bucharest "A book that by example invites the reader to plan for the mitigation of Project Risks and to minimize in advance their potential to impact upon time, cost and success." - Jim Godwin, Senior Project Manager, Moscow Narodny Bank Ltd "Managing Project Risk is a must for anyone planning to be involved in a large project, especially an international one. From energy and manufacturing ventures in the emerging markets to large scale technology planning, the book discusses estimation and analysis of the full spectrum of risks. As a risk manager, I am often told that scrutiny of risks often results in cancellation of many massive endeavors. To answer that question, the author discusses risk measurement approaches that allow one to seek the appropriate returns on investment in a large scale project. It is the understanding of these risks through numerous case studies and numerical techniques that would help one become a good project manager as well as a successful investor." - Dr. Lev Borodovsky, Executive Director, Global Association of Risk Professionals (GARP) There are business projects that run smoothly and according to plan, but many do not. There is no such thing as a risk-free project. Managing Project Risk shows how skill and good project management, the business odds can stack in your favour. Issues examined include: the essence of project management; defining risk; project budget; leadership; team; task and the individual; benchmarking; risk modelling for the 21st century and project management technology. Risk management should not be an afterthought. Use this book to ensure it exists from the outset.
This is an update and expansion upon PMI's popular reference, The Practice Standard for Project Risk Management. Risk Management addresses the fact that certain events or conditions may occur with impacts on project, program, and portfolio objectives. This standard will: identify the core principles for risk management; describe the fundamentals of risk management and the environment within which it is carried out; define the risk management life cycle; and apply risk management principles to the portfolio, program, and project domains within the context of an enterprise risk management approach It is primarily written for portfolio, program, and project managers, but is a useful tool for leaders and business consumers of risk management, and other stakeholders.
Covers the entire process of risk management by providing methodologies for determining the sources of engineering project risk, and once threats have been identified, managing them through: identification and assessment (probability, relative importance, variables, risk breakdown structure, etc.); implementation of measures for their prevention, reduction or mitigation; evaluation of impacts and quantification of risks and establishment of control measures. It also considers sensitivity analysis to determine the influence of uncertain parameters values on different project results, such as completion time, total costs, etc. Case studies and examples across a wide spectrum of engineering projects discuss such diverse factors as: safety; environmental impacts; societal reactions; time and cost overruns; quality control; legal issues; financial considerations; and political risk, making this suitable for undergraduates and graduates in grasping the fundamentals of risk management.
Dam Safety Management is a major concern during the entire lifetime cycle of a dam scheme. This is particularly true for the operational phase of the scheme that represents by far the longest period in its lifetime cycle. Bulletin 154 presented a general approach and concepts to be applied to dam operation. The current Bulletin 175 extends the developed concepts to all phases preceding the operational phase. Many risks associated with the operation of existing dams have their origins in other phases preceding the actual operation. Although there are numerous ICOLD Bulletins addressing technical aspects of planning, design, construction and commissioning of dams, there is not a single Bulletin which covers the subject in a comprehensive manner. The current document is a first attempt to capture all relevant dam safety aspects in all preoperational phases by systematically characterizing the actors involved, their roles, the activities and complex interactions present in different phases of the dam lifecycle. An Overarching Safety Management System is specifically developed that can be applied to all actors involved. La gestion de la sécurité des barrages est une préoccupation majeure pendant tout le cycle de vie d'un projet de barrage. Cela est particulièrement vrai pour la phase opérationnelle du système qui représente de loin la période la plus longue de son cycle de vie. Le Bulletin 154 présente une approche générale et des concepts à appliquer à l'exploitation des barrages. Le Bulletin 175 actuel étend les concepts développés à toutes les phases précédant la phase d'exploitation. De nombreux risques associés à l'exploitation des barrages existants ont leur origine dans d'autres phases précédant l'exploitation proprement dite. Bien qu'il existe de nombreux bulletins ICOLD traitant des aspects techniques de la planification, de la conception, de la construction et de la mise en service des barrages, il n'existe pas un seul bulletin qui couvre le sujet de manière exhaustive. Le document actuel est une première tentative de capturer tous les aspects pertinents de la sécurité des barrages dans toutes les phases pré-opérationnelles en caractérisant systématiquement les acteurs impliqués, leurs rôles, les activités et les interactions complexes présentes dans les différentes phases du cycle de vie du barrage. Un système global de gestion de la sécurité est spécifiquement développé et peut être appliqué à tous les acteurs impliqués.
The second edition of the Project Risk Analysis and Management Guide maintains the flavour of the original and the qualities that made the first edition so successful. The new edition includes: The latest practices and approaches to risk management in projects; Coverage of project risk in its broadest sense, as well as individual risk events; The use of risk management to address opportunities (uncertain events with a positive effect on the project's objectives); A comprehensive description of the tools and techniques required; New material on the human factors, organisational issues and the requirements of corporate governance; New chapters on the benefits and also behavioural issues
This is an update and expansion upon PMI's popular reference, The Practice Standard for Project Risk Management. Risk Management addresses the fact that certain events or conditions may occur with impacts on project, program, and portfolio objectives. This standard will: identify the core principles for risk management; describe the fundamentals of risk management and the environment within which it is carried out; define the risk management life cycle; and apply risk management principles to the portfolio, program, and project domains within the context of an enterprise risk management approach It is primarily written for portfolio, program, and project managers, but is a useful tool for leaders and business consumers of risk management, and other stakeholders.