APPENDIX A Risk and Decision Analysis Software
by Michael Trumper, Lev Virine
Project Decisions, 2nd Edition, 2nd Edition
- Cover
- Title Page
- Copyright Page
- Contents
- PREFACE
- TEST YOUR JUDGMENT
- ANSWERS TO JUDGMENT QUIZ
- PART 1 Introduction to Project Decision Analysis
- CHAPTER 1 Project Decision Analysis: What Is It?
- CHAPTER 2 “Gut Feel” vs. Decision Analysis: Introduction to the Psychology of Project Decision-Making
- CHAPTER 3 Understanding the Decision Analysis Process
- CHAPTER 4 What Is Rational Choice? A Brief Introduction to Decision Theory
- Decision Policy
- Which Choice Is Rational?
- Expected Value
- The St. Petersburg Paradox
- Risk-Taker versus Risk-Avoider
- Expected Utility
- Expected Utility Theory
- Extensions of Expected Utility Theory
- How to Use Expected Utility Theory
- Target Oriented Interpretation of Utility
- Descriptive Models of Decision-Making
- CHAPTER 5 Creativity in Project Management
- CHAPTER 6 Group Judgment and Decisions
- CHAPTER 7 Are You Allowed to Make a Decision? Or, About Decision Analysis and Organizational Culture
- PART 2 Decision-Framing
- PART 3 Modeling the Situation
- CHAPTER 11 The Psychology and Politics of Estimating
- How Do We Make Estimates?
- How Do We Think When We Make Estimates?
- Impact of Politics on Estimation
- Impact of Psychology on Estimation and Rule of Pi
- Student Syndrome
- Other Cognitive Biases in Estimating
- Further Explanations of Problems with Estimation
- Where Does the Problem Lie—in Psychology or Politics?
- Many Mental Errors and One Wrong Estimate
- Simple Remedies
- CHAPTER 12 Project Valuation Models
- CHAPTER 13 Estimating Probabilities
- CHAPTER 11 The Psychology and Politics of Estimating
- PART 4 Quantitative Analysis
- CHAPTER 14 Choosing What Is Most Important: Sensitivity Analysis and Correlations
- CHAPTER 15 Decision Trees and the Value of New Information
- CHAPTER 16 What Is Project Risk? Monte Carlo Method
- CHAPTER 17 “A Series of Unfortunate Events,” Or, Event Chain Methodology
- How Events Can Affect a Project
- Basic Principles of Event Chain Methodology
- Event Chain Methodology Phenomena
- How to Use Event Chain Methodology
- Example of Event Chain Methodology
- Event Chain Methodology and Mitigation of Psychological Biases
- Work Breakdown Structure + Risk Breakdown Structure + Analysis = Event Chain Methodology
- CHAPTER 18 The Art of Decision Analysis Reporting
- CHAPTER 19 Making a Choice with Multiple Objectives
- PART 5 Implementation, Monitoring, and Reviews
- CHAPTER 20 Adaptive Project Management
- CHAPTER 21 Did You Make the Right Choice? Reviewing Project Decisions
- CONCLUSION Does Decision Analysis Provide a Solution?
- APPENDIX A Risk and Decision Analysis Software
- APPENDIX B Heuristics and Biases in Project Management
- APPENDIX C Risk Templates
- APPENDIX D Multi-Criteria Decision-Making Methodologies
- GLOSSARY
- FUTURE READING
- REFERENCES
- ACKNOWLEDGMENTS
- INDEX
- ABOUT THE AUTHORS
Appendix A:
Risk and Decision Analysis Software
The following risk and decision analysis software products widely used in project management can help you implement the processes described in this book. Please note that we did not perform detailed evaluations of each software and therefore cannot make specific recommendations. Each product has its unique set of the features, and every customer has its unique set of requirements. We also do not guarantee that this list is comprehensive, as we did not include all available software.
All software within a category is listed in alphabetical order.
Quantitative Project Risk Analysis Software
Enterprise Risk Management Software
Other Decision and Risk Analysis Software Used in Project Management
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