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2013 | OriginalPaper | Chapter

11. Introduction to Project Risk

Author : Franco Caron

Published in: Managing the Continuum: Certainty, Uncertainty, Unpredictability in Large Engineering Projects

Publisher: Springer Milan

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Abstract

All projects are risky ventures since they are unique and temporary undertakings based on assumptions about the future, affected by risks and subject to the influence of multiple stakeholders.

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previous chapter Project Organizational Model
next chapter Project Risk Analysis
Literature
N. Alderman, C. Ivory, I. McLoughlin, R. Vaughan, Sense-making as a process within complex service-led projects. Int. J. Project Manage. 23, 380–385 (2005)CrossRef
R.L. Daft, K.E. Weick, Toward a model of organizations as interpretation systems. Acad. Manag. Rev. 9(1), 284–295 (1984)
D. Hillson, Exploiting future uncertainty (Gower, England, 2010)
S. Kaplan, Framing contests: strategy making under uncertainty. Organ. Sci. 19(5), 729–752 (2008)CrossRef
J.G. March, Bounded rationality, ambiguity, and the engineering choice. Bell J. Econ. 9(2), 587–608 (1978)CrossRef
Project Management Institute, A guide to the project management body of knowledge, 5th edn. PMI, Newtown Square (2012)
N.N. Taleb, The black swan (Random House, New York, 2010)
K.E. Weick, Enacted sense-making in crisis situation. J. Manage. Stud. 25(4), 305–317 (1988)CrossRef
K.E. Weick, Sense-making in organizations (SAGE, Thousand Oaks, 1995)
Metadata
Title
Introduction to Project Risk
Author
Franco Caron
Copyright Year
2013
Publisher
Springer Milan
Book
Managing the Continuum: Certainty, Uncertainty, Unpredictability in Large Engineering Projects

Print ISBN: 978-88-470-5243-7

Electronic ISBN: 978-88-470-5244-4

Copyright Year: 2013

DOI
https://doi.org/10.1007/978-88-470-5244-4_11