| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "RISK MANAGEMENT PROJECT": |
|
|
Risk Management in Project Management, 2005.
Examines the benefits of risk management in business.
920 words (approx. 3.7 pages), 3 sources, APA, $ 31.95
»
Click here to show/hide summary
Abstract
This paper discusses whether it is worth expending the time and money to build strategies for dealing with unforeseen risk into a management plan and how risk mitigation can be incorporated into the project planning process. It looks at how formal risk monitoring can save a project when end users fail to engage.
From the Paper
a
| |
|
Project Risk Management, 2008.
An analysis of the importance of project risk management within the realm of information technology (IT).
2,715 words (approx. 10.9 pages), 11 sources, APA, $ 81.95
»
Click here to show/hide summary
Abstract
This paper discusses project risk management, particularly in the area of information technology (IT). It discusses the importance of project risk management to the development of profitability, especially in large scale production. It also describes the importance of accurate timelines and of research and development in the realm of IT. Finally, the paper looks at budget, support and end usability.
Table of Contents:
Introduction
Project Risk Management in IT
Timelines
Aspect of Research and Development
Budget
Needs of Project
Needed Infrastructural Change
Support
Security
End Usability
Conclusion
From the Paper
"PRM in IT is specialized, and yet similar to other types of PRM. The development of information technology has in fact spurned the development of project risk management, as central core brain-like understanding of processes was not possible before the development of information technology and the success of its practitioners. As more and more people become aware of the fact that IT can create a program that will do anything, as long as it is aware of what is needed from the start, IT will become more essential to the development of project based management. Interestingly PRM has then been turned full fold upon the IT itself, as users begin to develop broader understanding of the possibilities and limitations of programs and programmers. PRM is then an integral aspect of planning and implementation for IT projects that refers to scope, schedule, resources and cost, (Thorn, 2001, p. 4) in such a way that the end product fits the needs of the organization, is supported and well utilized by it and meets all or most the planning goals of PRM."
| |
|
Project Risk Management, 2007.
This paper discusses project risk management using the ABI company as a case study.
3,425 words (approx. 13.7 pages), 15 sources, APA, $ 96.95
»
Click here to show/hide summary
Abstract
Using the ABI company as a case study, this paper explains that not all the potential risks on a project can be prevented; however, it is practical to implement audit checks to track the project's performance. The author points out that, during the project audit process, project managers should evaluate if the overall goal of the project was delivered, what worked and did not work, how well the project team functioned together and lastly what could be done differently on future projects. The paper relates that a project closure checklist, in addition to identifying outstanding issues, can present a forum to discuss lessons learned and can be used as the official notification that the team is being dispersed.
Table of Contents:
Management Responses
Weighing of Perceived Risks
Looking to the Future
Measuring Project Performance
Project Closure
Conclusion
From the Paper
"A critical risk manifested in the second month of the implantation process of the Integra project. Employees who were assigned to the Integra project on a part-time basis had ignored their regular duties and missed several internal deadlines. The Integra project manager had the responsibility to manage the project but not the authority to manage the team members assigned. "Project managers are not typically assigned the authority or status to manage their team members, who will still be organizationally attached to functional groups elsewhere in the organization." The crisis was not avoided because leadership qualities that would have ensured both the normal duties and the project duties were being completed."
| |
|
Management Communications, Project Management and Quality, 2002.
An evaluation of management communications, project management and quality issues using a case study format.
2,648 words (approx. 10.6 pages), 10 sources, APA, $ 79.95
»
Click here to show/hide summary
Abstract
The paper shows that TaxPrep, Inc., a (real) tax preparation service firm, is rapidly losing market share, experiencing negative profits, and is unable to efficiently bring new software products to market. This paper analyzes TaxPrep?s problems and presents specific recommendations to solve the software development, organizational, and communications issues. Short-term recommendations include: implementing project management techniques for software development, conducting employee communication sessions, and freezing present compensation. The paper shows that, in the long-term, TaxPrep should implement a management system that meets the Q9001-2000 quality management standard, market new web-based products, and institute performance based compensation.
From the Paper
"In the late 1980?s TaxPrep, Incorporated (TaxPrep) found itself quickly losing market share in the service bureau tax preparation business. Profits and sales plummeted during 1990-91 threatening the future of the Company. TaxPrep?s survival depends upon its ability to rapidly enter the personal computer (PC) tax software market where consumers are numerous and competitors have a strong lead. The tax preparation industry was in an acquisition frenzy during the mid to late 1980?s, as evidenced by the addition of six firms to TaxPreps? portfolio. Due to this period of rapid change and because PC developers are using new programming technology (?C? programming language requires less programmers), TaxPrep found itself with surplus personnel. The Company reduced the employee headcount by over 50 percent in the number of sales and support jobs. These large layoffs created anxiety within the surviving employee base, which is further hampering the ZX Development Groups? (a division of TaxPrep) ability to efficiently develop software for the PC market niche."
| |
|
Risk Management, 2005.
A paper looking at the concept of risk management when organizations take on multiple projects.
3,124 words (approx. 12.5 pages), 21 sources, MLA, $ 90.95
»
Click here to show/hide summary
Abstract
This study attempts to identify the risks and the hurdles that are faced when a company undertakes to manage multiple projects at the same time. The paper explains the importance to an organization of being able to channel the organizational talent that it has and thereby obtain the best from the resources they have to offer.
From the Paper
"Project management is a complex process. Planning, task completion, controlling and task scheduling all play a major role in a project's successful completion. Identifying the needs for each project and developing an appropriate request for proposal is very critical. (Gido and Clements, 2003) An important consideration for any project planning process is determining the budget and the time that is required for the project. Every project generally has a fixed time frame and budget for completion of associated tasks. Projects generally rely both on internal as well as external expertise to manage various tasks. When dealing with external contractors, the dilemma of ensuring that the lowest bid is not always given preference at the time of selecting contractors to do a task is important."
| |
|
Task and Risk Management Plan, 2005.
Presents a task and risk management plan for a new talent management software system.
1,840 words (approx. 7.4 pages), 3 sources, APA, $ 63.95
»
Click here to show/hide summary
Abstract
This paper presents a task and risk management plan for a new talent management software system in the HR department. It includes an abstract, the tasks and milestones required, five specific project risks with their impact on the project and mitigation strategies, the project management plan, key learning points, and a conclusion.
From the Paper
"The task and Risk Management Plan addresses first of all an identification of the tasks and milestones involved in the talent management system project followed by an analysis of the project risks along with an assessment ..."
| |
|
Task and Risk Management for Small Business, 2005.
A discussion regarding the risks involved in managing a small enterprise.
1,125 words (approx. 4.5 pages), 4 sources, $ 44.95
»
Click here to show/hide summary
Abstract
This paper discusses the task and risk management plan for a small company in which customer complaints need to be addressed in a timely manner. The paper also discusses specific tasks required for the project, the risks involved in the project, the impact of those risks, and changes required for the company in relation to the problem. Risk management determines the risk factors involved in a particular situation, the tasks that will be included in resolving that issue, and how both of these elements will impact the future of the business over time.
From the Paper
"Risk management determines the risk factors involved in a particular situation, the tasks that will be included in resolving that issue, and how both of these elements will impact the future of the business over time. The ultimate concept behind risk management is to reduce or eliminate the amount of risk a company must endure, and to change the course of the business, if necessary, to ensure that there will be little to no risk involving the same situation in the future. The research indicates that "there are always risks associated with any project" ("Project", 2002). The key to the successful completion of the project, therefore, is determining the risks and addressing them effectively prior to those issues having a detrimental affect on the business. "
| |
|
Talent Management Project Plan Overview, 2005.
A project plan overview for a human resources project to select a talent management system.
1,840 words (approx. 7.4 pages), 4 sources, APA, $ 63.95
»
Click here to show/hide summary
Abstract
This paper is a project plan overview for a human resources project to select an appropriate talent management system. It consists of an abstract followed by a paper describing the problem that the project aspires to resolve, a mission justification, high-level project scope with objectives, deliverables, milestones, technical requirements, and limits and exclusions, as well as a description of how the success of the project will be measured. Best practices and key learning points are included.
| |
|
Task and Risk Management, 2005.
An evaluation of the potential of General Motors' new project.
1,350 words (approx. 5.4 pages), 2 sources, $ 53.95
»
Click here to show/hide summary
Abstract
This paper discusses a project undertaken by General Motors that involves a new line of business for that company. The paper describes the project as a mixed use business office facility that incorporates a corporate entertainment center. The corporate entertainment center consists of athletic facilities such as a swimming pool, bowling alley and gymnasium. The paper evaluates that while the risks associated with this project are many, GM can largely mitigate all of them by turning to outside expertise and management, as well as committing to a highly constrained milestone system.
From the Paper
"The target project is a multi-use office complex that integrates professional office space leasing and corporate entertainment which includes a full-line athletic sports facility with a swimming pool, bowling lanes and gymnasium among other sporting venues. With an initial investment of $18 million, this is not a large investment for General Motors but is not a traditional line of business (LOB) that General Motors has engaged in previously. Therefore, because this LOB is not founded on GM's core competencies of production management, labor relations and mass product marketing and distribution, it represents a substantial risk not in terms of capital investment, but in terms of corporate brand and reputation. Particular care must be taken during the project planning phase and especially in assigning the project tasks and milestones. These will determine the overall success or failure of the project."
| |
|
Managing Risk, 2006.
This paper examines the correlation between risk management and project management as well as the ultimate aim, which is to ensure that the project achieves its defined goal.
1,064 words (approx. 4.3 pages), 5 sources, MLA, $ 37.95
»
Click here to show/hide summary
Abstract
This paper defines project management as a set of activities which has a defined start point and a defined end state and pursues a defined goal. Risk management is a process that involves measuring risk, assessing risk and finding ways to manage identified risk. The writer of this paper explains why the main challenge of project management is to ensure that the project achieves its defined goal. This paper discusses the various methods and strategies for identifying and managing risks as it relates to business. One method starts with the simple process of considering a project and listing everything that could be a barrier to its completion. Another method of identifying potential risk is to consider all the steps necessary to successful completion of a particular project and then determine what can prevent each step from proceeding. The writer contends and details why effective risk management is a crucial part of project management.
From the Paper
"The next consideration is how risks can be identified. This can start with a simple process of considering a project and listing everything that could be a barrier to its completion. This can be a starting point, but may not ultimately be useful. After all, there are an unlimited number of things that can theoretically prevent a project from proceeding effectively. It is not feasible to suggest that every possible problem can be prepared for. Another way to manage risk is to consider all the steps necessary to successful completion of a project and then determine what can prevent each step from proceeding. In a complex project, this can also mean determining the steps of a project that are the most critical to a successful outcome. This focus on the key success steps associated with a project is an effective way to concentrate on the most critical problems, rather than focus on every possible potential problem. In addition, while some would say that it is better to prepare for the worst and think of every possible problem, this in itself can be a waste of resources and can reduce the amount of focus on the most important potential problems."
| |
|
Project Management Software Tools, 2004.
This paper compares the advantages and limitations of using a project management software tool such as Microsoft Project versus not using this tool, to manage a project?s scope, process, data, time, and cost.
3,655 words (approx. 14.6 pages), 11 sources, APA, $ 101.95
»
Click here to show/hide summary
Abstract
The paper explains that a project management software package is designed to assist in managing a project, but that project is controlled by the project manager, not a software package because there are both benefits and inherent limitations to using project management software, which the project manager must understand. The author stresses that the manager must first establish the basic blueprint of the project before beginning a project in a software package and must always remember projects have a way of becoming living entities with their own unique obstacles, requiring more than making sure everything goes according to the printed software plan, or the project is doomed to failure. The paper creates a hypothetical project to demonstrate the strategic points of this software.
Table of Contents
Introduction
Software Limitations
Software Advantages
Scope Management
Time Management and Gantt
Cost Management
Quality Management
Human Resources Management
Project Roles and Responsibilities
Communication Management
Conclusion
Appendix: Work Breakdown Structure
From the Paper
"In other words, a project manager has to maintain the political and social aspects of the project and software has its limitations in these respects. Having the ability to effectively communicate with all relevant parties is a key to managing a successful project. Software can not make a project manager speak and listen effectively or to receive verbal confirmation that all is well or in need of change. It is necessary to regularly communicate verbally with individual members, stakeholders and peers in order to evaluate the project from different perspectives. Software and written reports may in many situations be a waste of a team's time when a brief conversation will suffice. Software also cannot replace a face-to-face meeting, telephone call or voice mail in most situations."
| |
|
Global Project Management, 2005.
This paper discusses the similarities and differences between global project management and domestic project management.
675 words (approx. 2.7 pages), 2 sources, $ 26.95
»
Click here to show/hide summary
Abstract
This paper explains that the process of global project management has much in common with domestic project management; however, global project management does add a number of requirements and cautions to the mix. The author points out that global project management and domestic project management are similar in that, in both cases, the project is defined as a sequence of tasks that must be completed with an established end result. The paper relates that they may differ in the means of achieving the goal because of cultural, language and other differences.
From the Paper
The process of global project management has much in common with domestic project management while also adding a number of requirements and cautions to the mix. The similarities between domestic and global project management show how alike management is in different countries, while the differences show added requirements for a global perspective and the influence of cultural differences on the manager. A project in both cases if the same and is defined as "a sequence of tasks that must be completed with an established end result. It differs from daily work in that there is a definite beginning and an ending to the sequence of tasks. When a project ends, managers and workers move on to other work or projects. Different talents are required for effective project management compared with daily managerial activities" (Nie and Young 109).
| |
|
Project Management, 2006.
A look at project management and project management techniques.
1,960 words (approx. 7.8 pages), 6 sources, MLA, $ 62.95
»
Click here to show/hide summary
Abstract
This paper reviews techniques of project management and the difficulties that often arise when managing a project. This paper focuses primarily on activity crashing, reviewing the advantages and disadvantages of this aspect of managing a project.
Contents:
Introduction
Analysis
Activity Crashing
Project Duration Estimates
Practical Working on Jobs
Utilizing Contract Employees for a Project vs. Loaned Internal Company Employees
Employee Committed to Action, But Poor Analysis Skills
Conclusion
From the Paper
"There are simple methods of representing the relationship between the cost and duration of activities involved in projects, and a simplistic view can be represented as shown in figure 1. However such relationships exists for all activities involved in the project, and if the activity duration did not have any relationship to the total project, then an ideal management solution would be to choose a process which would involve the lowest cost. This is not practical to adopt since if this method is adopted for all concerned activities, then it is likely that the project will take a very long time for completion and thus involve the organization completing the project with major penalties. This type of a wrong solution for the project is called sub-optimization. This means that one activity of a project is optimized and as a result of which the total project looses its optimization. This is a problem which project managers have to face many times, and a solution which is often adopted to get rid of this problem is to try and complete all activities in the minimum possible time. This naturally increases the cost and the time involved is called the activity crash time. (Advanced Scheduling Techniques)"
| |
|
North Sea Oil Project Management, 2008.
Discusses the project management stages and processes of the North Sea Oil project.
2,885 words (approx. 11.5 pages), 6 sources, APA, $ 85.95
»
Click here to show/hide summary
Abstract
This paper analyzes and outlines all the activities required to manage the North Sea Oil infrastructure project within the set time frame and budget. The author describes the initiation, project planning and design, project execution and projection, monitoring and control and completion stages of this project. The author also presents that key processes as integration management, scope management, time and cost management, quality management, human resources management, communication management and risk management. The author underscores that the selected project manager will need to have excellent interpersonal skills and prior experience in the oil and gas industry with projects of this nature.
Table of Contents:
Abstract
Introduction
Project Stages
Project Initiation Stage
Project Planning or Design Stage
Project Execution or Projection Stage
Project Monitoring and Controlling Systems
Project Completion Stage
Project Management Processes
Integration Management
Scope Management
Time and Cost Management
Quality Management
Human Resources Management
Communication Management
Risk Management
Conclusion
From the Paper
"This is also known as the closing stage of the project. However, though the project has been completed it doesn't mean that everything comes to an end at this point. While the execution of the project ends and the end product has been completed it is at this point that the maintenance and post completion support for the users begins along with health and safety audits etc to ensure that all the necessary safety measures are in place."
| |
|
Project Management, 2004.
Talks about how to manage and implement a project for maintaining and repairing large, above-ground and underground tanks.
2,162 words (approx. 8.6 pages), 3 sources, APA, $ 67.95
»
Click here to show/hide summary
Abstract
This report outlines the management cycle of a project that deals with the inspection of tanks and the determination of the structural integrity of the tanks. The report explains the need for inspections, the possible problems that can arise with above-ground and underground storage tanks, how to create a schedule for inspection, maintenance, and repair of the tanks, and how to implement the project schedule.
From the Paper
"The project developed for the purpose of this report deals with the inspection of tanks and the determination of the structural integrity of the tank for a pre-defined service-life. The tanks that are considered for these inspections are used to store chemicals, petroleum and petroleum by-products. Almost all manufacturing and production organizations maintain a few tanks on their locations to ensure steady supply of the products as and when needed. These tanks are not considered the core business for these organizations and often an external contractor may be responsible for the day-to-day running operations and the periodic maintenance that may be required to maintain the tanks. Tanks used for storage of liquids are generally of two categories: Aboveground Storage Tanks (AST) and Underground Storage Tanks (UST.) The Department of Environmental Protection (DEP) and the Environmental Protection agency along with the American Petroleum Institute (API) determine the guidelines by which these tanks need to be inspected, repaired and tested prior to usage."
|
|
|
