I have provided the table of contents (see below) of the above-subject book for those who are interested to grab a copy. It is now available in Amazon.The Kindle Edition is only the first phase of publication. In the next thirty to forty-five days, it will be available in hard copies also via Amazon’s print-on-demand platform. This book can help you get full understanding and awareness on the subject of risk-based management.
Chapter 1.. 23 Risk Concepts and Philosophies. 23:Introduction to Risk. 23, Risk Relativity. 25, Duality of Risk 30, Risks
and Objectives. 31, Risks and the Fable. 33, Risk as a Function of Time, 36 and Black Swan Events. 37
Chapter 2.. 45 Risk-based Management 45: Risk-based Management Process, 45Introduction to Risk-based Management 47,We Are All Risk Managers, 48What is Risk-based Management?, 49Imagining Risks, Benchmarks, and Innovations. 51
Chapter 3.. 53 Risk-based Planning and Scheduling: 53Introduction to Risk-based Planning, 53The Story of Two Bulls (Strategy and Wisdom), 54Risk-based Planning, 55Risk-based Scheduling, 56Critical Path Method (CPM), 57Risk-based Schedule Development, 58Risk-based Schedule Management and Control, 58Scope in Planning and Scheduling, 59Planning and Scheduling Using Safety Lenses, 60Integrated Risk-based Schedule, 62Common Pitfalls in Planning and Scheduling, 64Four C’s of Planning, Clarify Objectives, 65Codify Requirements 66,Identify Contingencies, 66Commit Plans on Paper, 67Schedule Hierarchy or Levels of Schedule, 67Basis of Schedule (BOS), 68Schedule Driven Project, 69Schedule Risks, 70Categorizing Projects by Capital Cost, 70Mega-Projects, 71Large-size Projects, 71Medium-size Projects, and 71Small Projects. 71
Chapter 4.. 72How to Prepare for SQRA: Introduction to Proper SQRA Preparation.. 72, SQRA Preparation Guideline. 74, Planning Inputs Required for a Successful SQRA, 77Who Are Required to Participate?, 79Minimum Schedule Quality (MSQ), 80Hard or Mandatory Constraints. 81, Soft Constraints. 81,As Late As Possible, 82Missing Predecessors. 87, Missing Successors. 87,Open Start Danglers. 88, Open Finish Danglers. 89, Negative Float 90, Out of Sequence Activities. 91, Excessive Float, 91Milestone to Activity Ratio, 92Links to Activity Ratio, 94Activities with External Links, 95FS Negative Lags. 96, SS Negative Lags, 97FF Negative lags. 99, SF Relationship, and 101Consequences of Poor Schedule Quality 102
Chapter 5.. 103 Schedule Quantitative Risk Analysis. 103, Introduction to SQRA.. 103, Let Us Picture Risk. 104, Visual
Example of Impact 105, Visualizing Risk Probability. 107, Monte Carlo and Latin Hypercube Simulation.. 108, Risk Analysis Tools and Techniques. 110, Risk Management Application and Benefits. 110, Understanding Contingency.110, Approach to Duration Ranging. 111, Relative Values between Three Points. 112,Three-Point References. 114,Avoid Double Dipping. 114,Quality of Input Data. 115,Validating the Project Schedule. 116, Issues with Calendars. 116, Baseline Schedule. 117, Use of
Schedule Filter. 117, Problem with Using Static Paths. 117, Integrated Assessment is a Must 118, Very High Level Summary
(VHLS). 118, Medium Level Summary. 119, Summary Model 120, Fit for Purpose Model 121, Proponents of VHLS Schedule Model 122, Mega-Projects Should Stay Away from VHLS. 123,Contracts and Level of Schedule. 125, Schedule Owner Provides the Summary Model 126, WBS in Quantification Instead of Summary Model 126, Optimum Size of the Schedule for SQRA.. 126, Running SQRA Using the Detailed Schedule. 127, Integrated Cost and Schedule Quantitative Risk Analysis. 127,Deterministic Schedule and Political Dates. 128, Which Schedule Should We Use?. 129, and Schedule Contingency versus Political Date. 130
Chapter 6.. 132 Importing Schedule to OPRA: Introduction to OPRA Import Process. 132, The Problem... 132, Related
Tools. 133, Definitions. 133, Problem Analysis (PA). 133, and Explanation and Solution.. 138.
Chapter 7.. 154 RBM and Natural Disasters: Introduction to RBM and Natural Disasters. 154, Disaster Management is
Risk-based Management 155, The Philippine Situation.. 155, Super Typhoon Haiyan (2013). 155, Haiyan’s Aftermath.. 157, Philippine Earthquakes. 158, Probability and Consequences of Natural Disasters. 159, The Risk Cycle. 160, Use Ishikawa Diagram for Root Cause Analysis. 162, Risk and Issues. 162, Issues and Problems. 163, Risk Consequences Turn into Issues. 164, and Managing Risks, Issues, and Problems. 165.
Chapter 8.. 167 Managing Cultural Diversity, Introduction to Diversity Risk-based Management 167, Risk, Multiculturalism, and Pluralism... 168, Case 1: Nho Klu.. 170, Case 2: Puro Mali 171, My View... 173, Do not Judge a Book by its Cover. 180. A Person Perceives Others Based on His Personal Goals. 181, and Pragmatic Competence. 184.
Chapter 9.. 187 Project Integration:Introduction to Project Integration.. 187, Causes of Project Failure. 187, Example of Failed Construction Projects. 188, Project Cost Management Plan.. 189, Project Schedule Management Plan.. 189, Integrative planning and Scheduling Process. 191, Project Implementation Framework. 192, and Project Processes and Phases. 193.
Chapter 10.. 196 Key Risk Indicator (KRI): Introduction to Key Risk Indicators. 196, Defining KRI 197, The Difference between KPI and KRI 198, and Examples of Key Risk Indicators. 198.
Chapter 11.. 200 P50 Risk-based Baseline Schedule, Introduction to P50 Risk-based Baseline. 200, Good Quality Schedule. 201, Integrated Schedule. 203, Complete Schedule. 204, Aligned Schedule. 205, The Risk of Competing Probabilities. 206,The Risk of Planning Fallacy. 207, The Risk of Schedule Misalignment 208, Sample Situation: Project ABCDEFG.. 209, Silo Approach in Scheduling. 210, Linking and Integrating Sub-projects. 211, Linking the Adjusted Schedule to another Sub-project 216, Creating a P50 Risk-based Baseline. 217, Upload the Deterministic Schedule to OPRA. 218, “Risk” Pull Down Menu and “Risk Percentiles”. 219, Input and Set the Target Percentiles. 219, Set the Risk Analysis Options 220, Click the Dice Icon and Run Risk Analysis. 221,Run the Analysis. 221, Completing the Risk Analysis Calculation.. 222, Generate a probability distribution graph. 222, View the Probability Distribution Graph Datasheet 223, Formatting. 224, Customize Task Bars on the
Formatting Window... 225, Check Customized Bars Generated on Gantt Window... 226, Export the PLAN File as XER.. 227, Import the XER to Primavera Scheduling Database. 228, Format Bars and Assign Columns to P50 Dates. 229, and P50 Conclusion.. 230.
Chapter 12.. 232 Mega-projects Schedule Integration: Introduction to Mega-projects Schedule Integration.. 232, Sample Mega-project Model 232, Risk-based Issues. 232, Objectives. 233, KIM Criteria. 233, KIM Mapping. 234, Portfolio Strategy. 236, Interface Milestone Schedule. 237, Setting up EPS Folders of Sub-projects. 238, Upload the Sub-projects. 238, Ensure
Sub-projects Supports KIM Schedule. 240, Move the Data Date on the Schedule (all Sub-projects). 240, Update Project A (Silo A) and the KIM Schedule. 242, Open and Update Project B (Silo B) and the KIM Schedule. 243, Open and Update Project C (Silo C) and the KIM Schedule. 244, Open and Update Project D (Silo D) and the KIM Schedule. 245, 12.17. Open and Update Project E (Silo E) and the KIM Schedule. 245, Open and Run KIM Schedule Variance Report. 246, Open Each Project and Run Variance Report 246, and Conclusion.. 249.
Chapter 13.. 250 Risk Assessments and Treatments: Introduction to Risk Assessments and Treatments. 250, Case Study - School District Bus Operation.. 250, Identified Risks. 251, Risk Avoidance. 252, Modify Likelihood or Impact of Risk. 252, Risk
Transfer. 252, Risk Retention.. 253, Loss Control Objectives. 253, and Additional Action Plan.. 254.
Chapter 14.. 257 Root Cause Analysis (RCA): Introduction to Root Cause Analysis. 257, Case Study - WOW Taxi Company. 258, Accident data. 258, Causal Factor Charting. 260, Fault Tree Analysis (FTA). 261, Conclusion..263, and Recommendations.
Chapter 15.. 265 Road to Operational Excellence: Introduction to Operational Excellence. 265, Case study - SFF Group Strategic Plan, Design, and Execution.. 265, Objectives. 266, Strategic Plan in Various Levels of Organization.. 266, Increasing
Leadership Effectiveness. 267, Motivating and Empowering Employees. 269, Communicating Effectively at Team Level 273, Resolving Conflict and Preventing Abuse of Power. 275, Increasing Engagement at the Organizational Level 276, Encouraging Innovation, and Creativity in the Workplace. 277, Changing the Culture of the Organization.. 278, and Conclusion.. 281
Chapter 16.. 284 Keys to Organizational Success: , Introduction to Organizational Success. 284, Case Study - Lola Ann Courier Express. 285, Can We Learn Empathy in a Month?. 286, Job Satisfaction, Performance, and Diversity. 287, Can CPP Help Manage Diversity?. 288, How Can Steve Ensure Supervisors Motivate Employees?. 289, Building More Effective Multicultural Teams. 290, and Improving Employee Effectiveness andCommitment 292.
Chapter 17.. 295 Risk-based Management Wisdom: Introduction to Risk-based Management Wisdom... 295, Project Plans Mean Little without Stakeholder’s Buy-in.. 297, Plan and Schedule According to the Right Level of Details. 297, Project Control is Only Possible with a Baseline. 298, Planning and Scheduling are Inseparable. 299, Plans and Schedules Works Best if Documented.. 300, Plan and Schedule Have One Overall Scope. 300, Execute Only Achievable Plans and Schedules. 301, Do Not Ignore
Project Charter. 302, Use an Integrated Approach.. 303, Schedule Resource Loading Should Align With Estimate. 304, Schedule Sequence Should Match Path of Construction.. 304, and Create/Maintain Stakeholders Register. 304.