Description
Book SynopsisProject success rates haven't changed in 20 years...Learn why, and what you can do to improve them in your organization!Using examples and lessons learned from the failures and achievements of Antarctic explorers Robert Scott and Ernest Shackleton, and Mount Everest expedition leader John Hunt and others, this captivating guide provides powerful insights into the causes of project and program failure and how to manage them to significantly improve project success rates. This title has been recognized by the global PM community for its contribution and ingenuity. It has received the following industry honors: -Nomination for the prestigious PMI David I. Cleland Project Management Literature Award; WInner of the 2016 RiskNZ National Awards of Excellence Exemplar Award (RiskNZ is the peak sector and professional body in New Zealand bringing together those people and organisations managing risk); Chosen as The Book of the Month in PMI's inaugural Projectmanagement.com Book Club.
Trade Review"I loved how the exciting stories from the high risk mountain top explorations demonstrated the CORA triangle (capabilities, outcomes, and risk appetite). Grant Avery then applied modern tools to business high-risk projects and led us down a path for improving project success. Project managers, organizational leaders, board members, and team players can all benefit from the valuable lessons to improve project success by understanding decisions that influence how projects are selected and implemented. Leadership skills and behaviors can positively or negatively influence outcomes in high-risk environments. There are principles shared from a wide variety of recognized organizations and highly regarded experts." -Jan Watson, MBA, PMP (from PM World Journal); "Avery has written a fascinating and unique book about the challenges of project management in high-risk environments. The lessons learned from various high-risk adventures from the past should give project managers new insights into the challenges they face in their current project environments." -Prof. Michael Elmes, Ph.D., Professor of Organization Studies, Foisie School of Business, WPI, Worcestor, MA, USA; "...a genuinely insightful book that confronts the real reasons behind the constant unacceptable failure rate of so many large projects. I strongly commend it." -Professor Brad Jackson, Head of School of Government, Victoria University of Wellington; "... a book filled with inspiring and useful lessons." -Margot Morrell, Author of New York Times best seller Shackleton's Way; "Wonderful, instructive, and exciting reading... from mountain top to ice field to business boardroom, Avery carefully analyzes the wide landscape of risk and opportunity, hubris, aspirations, and failure."-Dr. Gerald J. S. Wilde, Professor Emeritus of Psychology, Queen's University
Table of ContentsIntroductionChapter 1: The constancy of FailureChapter 2: A Risk-Rich EnvironmentChapter 3: Risk Homeostasis TheoryChapter 4: Risk AppetiteChapter 5: The CORA TriangleChapter 6: Managing Risk AppetiteChapter 7: DenialChapter 8: The Death ZoneChapter 9: The Level 3 OrganizationChapter 10: The Heroic ManagerChapter 11: Advanced BasicsChapter 12: The Circle of PM EthosChapter 13: Strong Humble ServantsChapter 14: Epilogue
