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Project Decisions
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Table of Contents

Part 1 -- Introduction to Project Decision Analysis * Project Decision Analysis: What Is It? * "Gut Feel" vs. Decision Analysis: Introduction to the Psychology of Project Decision-Making * Understanding the Decision Analysis Process * What Is Rational Choice? A Brief Introduction to Decision Theory * Creativity in Project Management * Group Judgment and Decisions * Are You Allowed to Make a Decision? Or the "Frustrated Developer's Syndrome"Part 2 -- Decision-Framing * Identifying Problems and Assessing Situations * Defining Project Objectives * Generating Alternatives and Identifying RisksPart 3 -- Modeling the Situation * The Psychology and Politics of Estimating * Project Valuation Models * Estimating ProbabilitiesPart 4 -- Quantitative Analysis * Choosing What Is Most Important: Sensitivity Analysis and Correlations * Decision Trees and the Value of New Information * What Is Project Risk? or PERT and Monte Carlo * "A Series of Unfortunate Events," or Event Chain Methodology * The Art of Decision Analysis Reporting * Making a Choice with Multiple ObjectivesPart 5 -- Implementation, Monitoring, and Reviews * Adaptive Project Management * Did You Make the Right Choice? Reviewing Project Decisions * Does Decision Analysis Provide a Solution?

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Project Decisions: The Art and Science will help through the project decisions you need to make in a practical and straightforward style.

About the Author

Lev Virine has more than 20 years of experience as a structural engineer, software developer, and project manager. In the past 10 years he has been involved in a number of major projects performed by Fortune 500 companies and government agencies to establish effective decision analysis and risk management processes as well as to conduct risk analyses of complex projects. Lev is the author of more than 25 scientific papers and patents. He received his doctoral degree in engineering and computer science from Moscow State University. Michael Trumper has worked in the fields of technical communications, marketing, and software development for the past 16 years. Over the past eight years, he has been involved in projects involving economic valuation and risk and project lifecycle modeling. Michael has authored several papers and articles on project risk management. He holds a bachelor's degree from the University of Victoria and is currently a master's candidate at the University of Liverpool's laureate program.

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