Managing Complex, High Risk Projects : A Guide to Basic and Advanced Project Management

Intro -- Introduction -- Contents -- 1 Project Management Traditional Principles -- 1.1 Projects -- 1.2 Initiating Projects -- 1.2.1 Specifying Project Values, Objectives, and Deliverables -- 1.2.1.1 Understanding the Raison D'être of the Project -- 1.2.1.2 Cutting the Project in a Priori Phases -- 1.2.1.3 Listing Project Stakeholders, Understanding Their Expectations and Constraints -- 1.2.1.4 Understanding the Project Values, Objectives, and Deliverables -- 1.2.2 Contracting in Projects -- 1.3 Planning Projects -- 1.3.1 Scope and Work Planning -- 1.3.1.1 Specifying Deliverables -- 1.3.1.2 Decomposing and Organizing Work -- 1.3.2 Time Planning and Scheduling -- 1.3.2.1 Scheduling Without Uncertainty -- 1.3.2.2 Scheduling with Uncertainty -- 1.3.3 Resource and Cost Planning -- 1.3.3.1 Resource Allocation -- 1.3.3.2 Cost Planning -- 1.3.4 Quality Planning -- 1.3.4.1 Project Quality and Performance as Multi-criteria Parameters -- 1.3.4.2 Building Project Scorecards Quality and Performance Management -- 1.3.5 Risk Planning -- 1.3.5.1 Definitions and Concept Around Project Risk Planning -- 1.3.5.2 Project Risk Identification -- 1.3.5.3 Project Risk Analysis -- 1.3.5.4 Project Risk Response Planning -- 1.4 Carrying Out the Project -- 1.4.1 Monitoring and Controlling Projects -- 1.4.1.1 Schedule and Budget Monitoring and Control -- 1.4.1.2 Performance, Quality and Risk Monitoring and Control -- 1.4.2 Closing Projects -- 1.5 An Exercise to Practice Traditional Project Management Concepts -- 1.5.1 Wording -- 1.5.2 Solution -- References -- 2 Limits of Traditional Project Management Approaches When Facing Complexity -- 2.1 Project Complexity -- 2.1.1 The Lack of Consensus on Project Complexity -- 2.1.2 Impacts of Complexity on Projects: Project Complexity-Induced Phenomena -- 2.1.2.1 Project Ambiguity -- 2.1.2.2 Project Uncertainty.