Enlightened Planning Using Systematic Simplicity to Clarify Opportunity, Risk and Uncertainty for Much Better Management Decision Making

Strategy, risk management and project management are often considered separately by those applying their principles—but at their most effective, all are dependent upon each other for success. Enlightened Planning teaches this holistic perspective and demonstrates how a synthesis of these approaches yields far greater opportunities. A strategic, calculated risk, for example, can be less inherently risky than chronic risk aversion over time. Here, a respected specialist and teacher demonstrates how to become an 'enlightened planner', one that is aware of project, strategy and risk concerns, and their potential interplay. Following the core principle of Keep It Simple Systematically, he shows how organised, systematic thought processes can demystify the complexities of decision-making when considering a huge variety of concerns at once. Supported throughout with real-life cases from the author’s considerable experiences with commercial organisations, it is also supported by a website containing even more cases, learning and teaching materials. This book is essential reading for any practitioner specialising in risk management, project management or strategy; as well as those teachers or participants in executive programmes.

Foreword by Stephen Ward, Comments by other colleagues, Preface, Overview, About the author, Acknowledgements, Part 1 Foundations, 1 Why planning is usually vital but often difficult and frequently inept, 2 A ‘universal planning uncertainty and complexity management process’ (UP), 3 Low to high clarity approaches and the ‘estimation-efficiency spectrum’, 4 Confronting challenging complexities usually needing more clarity, Part 2 Employing planning tools in practice – five illustrative tales, 5 Using a UP – an initially simple supply chain management example, 6 Building ‘specific processes’ – a bidding process example, 7 Adapting ‘generic processes’ – a project planning example, 8 Corporate strategy formulation – an electricity utility example, 9 Building well-founded trust about complex concerns – a railway safety example, Part 3 Further synthesising and reflecting, 10 Immediate and longer term ‘what needs to be done’ priorities, 11 Ongoing enhancement of strategic clarity and tactical clarity, References, Index, Website information

Chris Chapman is an experienced consultant, the basis of his research as Professor of Management Science at Southampton University. He has published widely on uncertainty, opportunity, and risk management for projects, operations and corporate management. He is a past President of the Operational Research Society.