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  • How much risk is too much risk? Understanding risk appetite member content open

    By Hillson, David One of the most important decisions for any business, project, or individual is how much risk to take. The phrase "risk appetite" is often used to describe the level of acceptable risk, but there is…

  • Project Management Journal

    Project management under uncertainty member content locked

    By Traylor, Robert C. | Stinson, Ronald C. | Madsen, James L. | Bell, Robert S. | Brown, Kent R. Working on large, complex projects, such as those in the technology fields, often involves high levels of uncertainty in relation to time, cost, and scope as well as uncontrollable external forces…

  • Project Management Journal

    Managing project risks as knowledge gaps member content locked

    By Regev, Sary | Shtub, Avraham | Ben-Haim, Yakov Successfully developing new technologies--and using these technologies in new applications--involves managing the effort's risks. Achieving this effectively requires an understanding of the…

  • PMI Global Congress—North America

    TAFT (this ain't freakin' Texas) member content open

    By Fournet, Bill a case study into a failure to manage assumptions

  • PM Network

    Empowering executive decisions member content open

    By Fretty, Peter Those executives who support project management understand that the true value of investing in the discipline is the confidence it lends in knowing that the organization has in place a proven…

  • PM Network

    Partnership poker member content open

    By Somani, Sheilina Practicing project management is much like playing poker: One must balance the risks of failing against the odds of winning. Understanding this dynamic can help project managers more effectively…

  • PM Network

    Neutrality check member content open

    By Mustafa, Abid Often when stakeholder conflict arises, the project management office (PMO) remains neutral. But when cross departmental stakeholders are involved, disagreements are unavoidable, and PMOs must step…

  • PM Network

    Strategic growth decisions member content open

    By Ingebretsen, Mark Organizations often grow as a result of adjusting their portfolios to most efficiently use their resources. In order to manage a portfolio of projects and optimize the project pipeline, companies…

  • PM constraint theory--a new category of constraints to ensure positive outcomes member content open

    By Kozy, Kenneth In the wake of the current downturn, organizations worldwide have been exercising extreme caution when making decisions about investing in new initiatives. This paper examines a new category of…

  • How groups make risky decisions member content open

    By Hillson, David Managing project risk involves making decisions about uncertain events and conditions that matter. This paper examines how the dynamics of risk attitudes affects the process of decision making. In…

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