The Rules of Project Risk Management

Robert J. Chapman

Published by

Gower

ISBN

9781472411952

RRP

£39.50

Reviewed by

A P Sutcliffe PG Dip CCI, MBCS

Score

9 out of 10

Project management is a well-known and understood discipline, and risk management a key function within this; yet risk management seems to receive far less attention than it deserves.

There are possibly a number of reasons for this, not least that people seem to have problems identifying the various risks to their projects in an objective manner. This is a book that sets out to provide clear advice on how best to deal with the various risks to the successful design and implementation of any type of project.

It is a very well-structured book that takes the reader through a process that shows clearly how to perform the necessary steps to identify and handle the various risks to the different types of projects. It provides clear direction with a number of relevant case studies, designed to allow the reader to consider the various risks and how these might be alleviated.

The book is extremely authoritative, but manages to avoid becoming ‘preachy’. Although this is a very serious subject, at times there seems to be a slight underlying humour within the writing that makes what might otherwise be quite a dry topic very easy to read.

It provides considerable detail without becoming tedious; and although it probably should be read all the way through at least once, it allows the reader to find specific information on particular aspects very easily.

I found it to be a very worthwhile read, with some new insight into aspects of project management that are all too often ignored. Although it could be argued that much of the information would only be relevant in larger scale projects, I would suggest that understanding these aspects might still be of value in smaller projects.

For example, while these don’t have to deal with the political risks of the multi-nationals, there may well still be some ‘political’ issues between the different groups of stakeholders.

Unfortunately, I did find a small number of typographical errors; these did not make any material change to the text, although they were slightly irritating. But otherwise, it is a really excellent book with a great deal of highly useful information that would be of immense value not only to project managers, but to other members of a project team or even the stakeholders.

A superb read, and a book that some practitioners might find becomes a highly valued reference book.

Further information: Gower

April 2014