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Description
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This book covers project risk management (PRM) differently than any other book available. The authors present a new way of looking at the problem of managing projects in unusual and unknown environments: rather than working harder, straining to consider more possibilities in planning and formal risk management, they stress that a project manager must recognize that a project s unusual circumstances or complexity make planning approaches insufficient. In such cases, project managers must make use of two fundamentally different approaches: learning, or a flexible adjustment of the project approach as one learns more about the project, its environment and their interactions (as opposed to a contingent approach that utilizes planned trigger points ), and selectionism, or pursuing multiple approaches independently of one another and then picking the best one.
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