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Journal articles on the topic 'IS project risk management'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 January 2023

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1

AL Jarrah, Mufleh, Baker Jarah, and Ikhlas Altarawneh. "Toward successful project implementation: Integration between project management processes and project risk management." Problems and Perspectives in Management 20, no. 3 (2022): 258–73. http://dx.doi.org/10.21511/ppm.20(3).2022.21.

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This study aims to identify the primary aspects contributing to the project’s successful implementation by considering project risk management as a mediating component. The paper uses the survey methodology to examine the impact of project management processes (project start-up, planning, execution, monitoring and control, and closing the project) on successful project implementation by the arts of project risk management as a mediating variable. The study population consists of project managers employed by the Jordan Engineers Association, Jordan Construction Contractors Association, and King

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2

Schieg, Martin. "RISK MANAGEMENT IN CONSTRUCTION PROJECT MANAGEMENT." Journal of Business Economics and Management 7, no. 2 (2006): 77–83. http://dx.doi.org/10.3846/16111699.2006.9636126.

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By adopting risk management, savings potentials can be realized in construction projects. For this reason, for project managers as well as real estate developers, a consideration of the risk management process is worthwhile. The risk management process comprises 6 process steps, which will be discussed in greater detail below. The integration of a risk management system in construction projects must be oriented to the progress of the project and permeate all areas, functions and processes of the project. In this, particular importance is attached to the risks in the personnel area, for, partic

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Cui, Wei, Jia Ye, Yan Lin, et al. "Japan Software Project Risk Management." Advanced Materials Research 267 (June 2011): 175–78. http://dx.doi.org/10.4028/www.scientific.net/amr.267.175.

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With the current domestic software outsourcing business with Japan's rise of a large number of outsourcing projects from Japan such as NEC, Hitachi, Toshiba and other large Japanese companies over billing, not only promoted the growth of the domestic economy, but also led to domestic software improve the overall business. In Dalian, the Dalian City party committee and government attach great importance to the development of the software industry, software industry has become the revitalization of old industrial bases to accelerate the economic development of Dalian's one of the important strat

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4

Sudirman, Weddy Bernadi, and Sarwono Hardjomuljadi. "Project Risk Management in Hydropower Plant Projects." Journal of Infrastructure Development 3, no. 2 (2011): 171–86. http://dx.doi.org/10.1177/097493061100300205.

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The development of hydroelectric power plant is one of the efforts in utilising water resources for people’s welfare by generating the energy for electricity purpose. Nowadays, the installed capacity of hydro electric power plants is 3,529 MW from the total installed capacity 24,846 MW from various power plants owned by PT PLN (Persero) and the hydropower potential 75,000 MW all over Indonesia. Hydroelectric power plant has complex structures and involves large amounts of capital with a long-running construction period. This situation imposes uncertainty factors with considerably high risks. T

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Karlsen, Jan Terje, Odin Folke-Olsen, and Tim Torvatn. "Project Risk Management." International Journal of Risk and Contingency Management 2, no. 4 (2013): 79–101. http://dx.doi.org/10.4018/ijrcm.2013100106.

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This study is about project risk management tools. The aim has been to identify which tools have the greatest potential for contribution to risk management processes in the Norwegian oil and gas industry, and which factors contribute to efficient risk management. Empirical data from the Norwegian industry have been gathered using a questionnaire. The results revealed strong relationships between project system complexity, average tool score and risk management contribution. Furthermore, the results of the analysis show that some of the previous recommendations of tools for project risk managem

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Stojkovic, Dejan. "Project risk management." Vojnotehnicki glasnik 50, no. 1 (2002): 82–89. http://dx.doi.org/10.5937/vojtehg0201082s.

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7

Williams, Terry M. "Project risk management." International Journal of Project Management 15, no. 6 (1997): 390. http://dx.doi.org/10.1016/s0263-7863(97)82886-4.

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8

Cervone, H. Frank. "Project risk management." OCLC Systems & Services: International digital library perspectives 22, no. 4 (2006): 256–62. http://dx.doi.org/10.1108/10650750610706970.

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Kolodiziev, Oleh, Viktoriia Tyschenko, and Kateryna Azizova. "Project finance risk management for public-private partnership." Investment Management and Financial Innovations 14, no. 4 (2017): 171–80. http://dx.doi.org/10.21511/imfi.14(4).2017.14.

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The development of public-private partnership in Ukraine in recent years has become very important as an instrument of anti-crisis orientation. The real economic situation objectively creates the preconditions for more effective use of this mechanism and institutes of public-private partnerships in order to ensure sustainable economic development, obtain new ones and improve the quality of public services provided to the population.The objective of the research is to identify the components of project finance risk management and to provide justification of effective and balanced sharing of ris

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10

IQBAL, Shahid, Rafiq M. CHOUDHRY, Klaus HOLSCHEMACHER, Ahsan ALI, and Jolanta TAMOŠAITIENĖ. "RISK MANAGEMENT IN CONSTRUCTION PROJECTS." Technological and Economic Development of Economy 21, no. 1 (2015): 65–78. http://dx.doi.org/10.3846/20294913.2014.994582.

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Risk management is an important field of construction industry and has gained more importance internationally due to the latest researches carried out on a large scale. However, this relatively new field requires more attention to bring some benefit. Construction projects are facing a number of risks which have negative effects on project objects such as time, cost and quality. This study is based on findings of a questionnaire-based survey on risk management in construction projects in Pakistan, reporting the significance of different type of risk, ultimate responsibility for them and the eff

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Моргунова, Елена, Yelyena Morgunova, М. Моргунова, and M. Morgunova. "Risk Management of the Investment Project." Scientific Research and Development. Economics of the Firm 6, no. 4 (2018): 17–24. http://dx.doi.org/10.12737/article_5a572de19d81c8.44406598.

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The article presents the results of a study on risk management of an investment project, using the example of projects in the coal mining sector. Issues of identification and evaluation of project risks are considered. An integrated and holistic mechanism for understanding problems related to risk management of investment projects has been formed.

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Deshmukh, G. K., Hory Sankar Mukerjee, and U. Devi Prasad. "Risk Management in Global CRM IT Projects." Business Perspectives and Research 8, no. 2 (2020): 156–72. http://dx.doi.org/10.1177/2278533719887005.

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Global information technology projects are risky with failure rates for customer relationship management information technology (CRM IT) projects estimated to 70 percent. These failures are often due to multiplicity of factors including poor risk management. The project management literature points out four broad types of risks: technical, external, organizational, and other risk factors. Project manager’s basic job, therefore, becomes to manage the risks and ensure that an IT project is steered to completion while meeting the objectives. Unmanaged risks run into chances of failure and ultimat

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13

Afshari, Ali, Vladimir Brtka, and Melita Ćoćkalo-Hronjec. "Project risk management in Iranian software projects." Journal of Engineering Management and Competitiveness 8, no. 2 (2018): 81–88. http://dx.doi.org/10.5937/jemc1802081a.

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Oğuzhan Yavuz Bayraktar. "Risk management in construction sector." World Journal of Advanced Research and Reviews 8, no. 2 (2020): 237–43. http://dx.doi.org/10.30574/wjarr.2020.5.2.0433.

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The major requirement of every construction project is meeting client’s need of cost, quality and time. However, the construction industry is overwhelmed with risks more than any other industry due to the fact that they are present in every activity from design to completion. These risks need to be controlled early or face the possibility of cost overruns, time delays and poor quality work leading to displeasure of client and public. Although risk management in construction projects is a very important issue in terms of the firms operating in the construction sector, it has not yet gained clar

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Oğuzhan Yavuz Bayraktar. "Risk management in construction sector." World Journal of Advanced Research and Reviews 8, no. 2 (2020): 237–43. http://dx.doi.org/10.30574/wjarr.2020.8.2.0433.

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The major requirement of every construction project is meeting client’s need of cost, quality and time. However, the construction industry is overwhelmed with risks more than any other industry due to the fact that they are present in every activity from design to completion. These risks need to be controlled early or face the possibility of cost overruns, time delays and poor quality work leading to displeasure of client and public. Although risk management in construction projects is a very important issue in terms of the firms operating in the construction sector, it has not yet gained clar

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16

Carbone, Thomas A., and Donald D. Tippett. "Project Risk Management Using the Project Risk FMEA." Engineering Management Journal 16, no. 4 (2004): 28–35. http://dx.doi.org/10.1080/10429247.2004.11415263.

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17

Mirboroon, Leili, and Hamideh Razavi. "A Case Study of Risk Management of Automotive Industry Projects Using RFMEA Method." Mapta Journal of Mechanical and Industrial Engineering (MJMIE) 4, no. 1 (2020): 42–50. http://dx.doi.org/10.33544/mjmie.v4i1.132.

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Considering the market need and customer attraction, automakers are always trying to define new projects and present products with new capabilities in the market. That is why a significant part of car companies’ development research is focused on the definition of new projects. Principally, project risk management in car companies is essential and thus given special attention. There are different theories and methods of project risk control. However, since there is complete awareness of FMEA-related issues (Failure Mode and Effects Analysis) in automotive companies due to the establishment of

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18

Ward, Stephen, and Chris Chapman. "Transforming project risk management into project uncertainty management." International Journal of Project Management 21, no. 2 (2003): 97–105. http://dx.doi.org/10.1016/s0263-7863(01)00080-1.

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19

Kuchta, Dorota, and Ewa Ptaszyńska. "Project Risk Management of Electrical Switchboard Delivery." International Journal of Contemporary Management 15, no. 2 (2016): 85–103. http://dx.doi.org/10.4467/24498939ijcm.16.012.5552.

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Background. In projects of electrical switchboard delivery we can identify many risks which are usually quite severe in their consequences, because these projects are high-budget projects. Our studies indicate that there are no formalised risk management procedures in many Polish companies that realise such projects. Research aims. Therefore we propose using a traditional risk management procedure adapted for projects of electrical switchboard delivery what was verified on the example of a selected company. Methodology. We use the following research methods: analysis of the documentation relat

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20

Taimoor Hasan. "Analyzing and Resolving Issues in Software Project Risk Management." Lahore Garrison University Research Journal of Computer Science and Information Technology 1, no. 1 (2017): 13–21. http://dx.doi.org/10.54692/lgurjcsit.2017.01012.

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In last decade the main reason for projects failure is poormanagement of software. But now a day’s most of the organizations arefocusing on software project management for making project successful.Software project management provides overall management of softwarefrom project planning phase to project execution. In software projectmanagement we also deal with risks that may occur during developmentof projects. In this paper we analyze risks during management ofsoftware and we resolve issues that come in software project riskmanagement. We introduce some approaches by which we can resolveall t

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21

Bobryshev, Aleksey, and Nelli Agafonova. "Risk management in the project management system." Economy under Guard 2021, no. 4 (2021): 8–17. http://dx.doi.org/10.36511/2588-0071-2021-4-8-17.

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The article reveals the impact of risks on the implementation of projects of various directions. The mechanism of identifying and managing risks in the project management system is considered in order to make effective management decisions and bring the actual indicators of time, resources and quality to the planned values. The paper uses the SWOT analysis method, which allows strategic planning based on the study of external and internal environment conditions, followed by the formation of four groups: strengths and weaknesses, opportunities and threats. As a result, of the conducted research

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22

Watema, Joash, and John Tulirinya. "Project Implementation, Risk Management Practices and Project Success." East African Journal of Business and Economics 3, no. 1 (2021): 36–50. http://dx.doi.org/10.37284/eajbe.3.1.296.

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The study aimed to establish the relationship between project implementation, risk management practices and project success for projects implemented by NGOs in Iganga Municipality. The study used a quantitative, correlational and cross-sectional survey design. The sample consisted of 117 respondents who included project managers, their assistants, and accountants of 45 projects implemented by NGOs in Iganga Municipality. Data was collected using a self-administered questionnaire and analysed using statistical packages for social scientists (SPSS). This study discusses project implementation an

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23

Tiwari, Susheel, Rakesh Sakale, and Hirendra Pratap Singh. "Experimental Study on: “Risk Management in Residential Building Project”." International Journal of Trend in Scientific Research and Development Volume-3, Issue-2 (2019): 815–21. http://dx.doi.org/10.31142/ijtsrd21500.

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24

J. Perrenoud, Anthony, Brian C. Lines, and Kenneth T. Sullivan. "Measuring risk management performance within a capital program." Journal of Facilities Management 12, no. 2 (2014): 158–71. http://dx.doi.org/10.1108/jfm-03-2013-0018.

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Purpose – The purpose of this study is to describe how the University of Minnesota's capital program implemented risk management metrics on 266 construction projects and to present the results of the risk metrics. Design/methodology/approach – The implementation of Weekly Risk Reports (WRR) on the university construction projects captured information on the internal and external efforts related to minimizing project risks. The report implemented captured project risks, management plans, cost changes and schedule delays. Findings – Findings reveal that the university was able to effectively cap

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25

Liu, Zhen, Lijie An, Dong-Joo Kim, and Junyou Liu. "Risk Management of Large Infrastructure Projects: Risk, Uncertainty, and Complexity." Journal of Architectural Research and Development 6, no. 5 (2022): 20–24. http://dx.doi.org/10.26689/jard.v6i5.4255.

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The development of large infrastructure projects requires the consideration of many different risks in advance, of which the two common risks are strategic risk and project risk. This study provides an overview of the different relevant literature on risk management of large infrastructure projects. Based on the Hong Kong section of the Guangzhou-Shenzhen-Hong Kong high-speed rail, this study identified the project’s main strategic risks and project risks, and provided suggestions for risk management.

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Hoyt, Robert E., Randy E. Dumm, and Kathleen A. McCullough. "Risk Management Case Project." Risk Management and Insurance Review 13, no. 1 (2010): 147–59. http://dx.doi.org/10.1111/j.1540-6296.2010.01179.x.

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27

Widianti, U. D., T. Harihayati, and S. Sufaatin. "Risk project management analysis." IOP Conference Series: Materials Science and Engineering 407 (September 26, 2018): 012087. http://dx.doi.org/10.1088/1757-899x/407/1/012087.

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28

Berkeley, D., P. C. Humphreys, and R. D. Thomas. "Project risk action management." Construction Management and Economics 9, no. 1 (1991): 3–17. http://dx.doi.org/10.1080/01446199100000002.

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29

Breault, Michael R., and Simon Cleveland. "Toward Enterprise Approach for Project Portfolio Risk Management." International Journal of Information Technology Project Management 11, no. 2 (2020): 90–104. http://dx.doi.org/10.4018/ijitpm.2020040106.

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Extant literature suggests that organizations struggle with risk evaluation as part of their project portfolio selection. The lack of intentional intervention on the part of portfolio leadership, risk management processes, and practices executed by individual projects may not support optimal risk management at the portfolio level. As a result, portfolio managers are tasked with the identification of common risks and opportunities across projects and are required to respond with strategies that are beyond the scope of a project manager's authority. To address the problem, this study identifies

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Sobol, Alexander, and Oleg Fadeev. "Developing a risk management system and assessing the effectiveness of integrated risk management in the space rocket sector." MATEC Web of Conferences 212 (2018): 08028. http://dx.doi.org/10.1051/matecconf/201821208028.

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The article discusses the formation of the system of risk management and evaluation of the effectiveness of integrated project risk management in the space rocket sector. The classification of the integrated project risks for knowledge-based enterprise in the space rocket sector and credit institution was made. The main methods of project risks evaluation, which can be applied in the space rocket sector, are described. The scheme of integrated project risk management was made on the basis of the life cycle approach when implementing projects in the space rocket sector. When implementing projec

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Yu, Pang. "R&D project risk management research." E3S Web of Conferences 251 (2021): 01100. http://dx.doi.org/10.1051/e3sconf/202125101100.

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after the 19th National Congress of the Party, with the acceleration of the construction of the new national infrastructure and the changing competitive situation of the market environment, the enterprises are challenged, which forces them to improve the R&D project management and improve the process effect and benefit. Among them, as an important part of controlling R&D project activities, project risk management has become a key concern. Therefore, risk management for R&D projects needs to be addressed through a series of measures to control risks, such as risk identification, ri

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Zhang, Jiongjie. "Analysis on Risk Management of Software Outsourcing Project." BCP Business & Management 24 (August 10, 2022): 226–32. http://dx.doi.org/10.54691/bcpbm.v24i.1486.

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Nowadays many companies outsource the whole or part of software projects to other companies to reduce the cost of software projects and focus on the development of core competitive businesses. Due to the rapid update and iteration speed of information technology, the complexity of software projects is also increasing, and the risk factors in software outsourcing projects are also increasing. The existence of these risks can prolong the project cycle, or directly lead to project failure. At present, many software outsourcing companies do not pay much attention to project risk management, and ca

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Kalluri, Ravi. "A Human Factors Study of Risk Management of Complex Agile Scrum Projects in Large Enterprises." International Journal of Business & Management Studies 03, no. 08 (2022): 38–44. http://dx.doi.org/10.56734/ijbms.v3n8a6.

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Agile Project Management methods have gained phenomenal success in the IT software world in managing projects of high complexity and uncertainty. However, Agile projects come with their unique set of risks. This paper seeks to explore the risks posed by human factors to complex Agile Scrum projects in large enterprises. Project Risk Management is crucial in determining the future performance of a complex project. Increasing project complexity makes it more and more difficult to anticipate potential events that could affect the project and to make effective decisions to reduce project risk expo

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Agarwal, Ruchi, and Lev Virine. "Integration Stages of Project Risk Management (PRM) into Enterprise Risk Management (ERM)." International Journal of Risk and Contingency Management 8, no. 1 (2019): 13–33. http://dx.doi.org/10.4018/ijrcm.2019010102.

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Enterprise risk management (ERM) is a relatively new concept for a project-based organization than for a functional organization. A project-based organization, in general, faces several difficulties in the implementation of ERM due to the diversity of risk associated with several projects. From a system thinking perspective, a project-based organization needs an integrated approach to interrelate the isolated processes of diverse projects. The issues are related to fuzzy picture of integration, such as, the difference between ERM and PRM processes, how to integrate the two concepts, what happe

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Tams, Stefan, and Kevin Hill. "Information Systems Project Management Risk." Journal of Organizational and End User Computing 27, no. 4 (2015): 43–60. http://dx.doi.org/10.4018/joeuc.2015100103.

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Over the last three decades, much IS research has focused on information systems development (ISD) risk and its impacts on ISD success. While these studies have greatly advanced the understanding of the nomological network of ISD risk and success, the literature is still not sufficiently clear on the firm performance impacts of these concepts. Linking ISD risk and success to firm performance is important so as to better understand whether ISD projects can have broader firm-level implications, for example, in terms of providing firms with a competitive advantage. To address this research need,

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Suciu, Cristina, Marioara Tulpan, Marius Cucăilă, Alexandra Offenberg, and Mircea Sărăcuț. "Methodological tools for project risk management." MATEC Web of Conferences 373 (2022): 00082. http://dx.doi.org/10.1051/matecconf/202237300082.

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The increasing size and complexity of acquisition and development projects in both the public and private sectors have begun to exceed the capabilities of traditional management techniques to control them. With every new technological development or engineering feat, human endeavours inevitably increase in their complexity and ambition. This trend has led to an explosion in the size and sophistication of projects by government and private industry to develop and acquire technology-based systems. These systems are characterised by the often unpredictable interaction of people, organisations, an

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Wu, Yun Na, Chao Liu, and Hu Xu. "Applied-Information Technology in Project Portfolio Risk Management System Based on Hall's Three-Dimensional Structure." Advanced Materials Research 1046 (October 2014): 538–44. http://dx.doi.org/10.4028/www.scientific.net/amr.1046.538.

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Project portfolio management involves multiple projects, of which risk regulation is different from the risk regulation of single projects especially in information technology application. In addition to considering each project's own risk, it must consider risk of project portfolio from a broader perspective. Issues of risk regulation are more complex, therefore its risk regulation requires new management approaches. This paper draws on Hall's three-dimensional management structure, respectively, from the four aspects: project portfolio management process, project portfolio risk regulation pr

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Ahmed, Mohammed Neamah, and Sawsan Rasheed Mohammed. "Developing a Risk Management Framework in Construction Project Based on Agile Management Approach." Civil Engineering Journal 5, no. 3 (2019): 608. http://dx.doi.org/10.28991/cej-2019-03091272.

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Construction projects in nature, carry a lot of risks, and unpredictable conditions. Thus, flexible management is required for the purpose of efficient responding to the various changes appear during their implementation. As an attempt to deal with risk in the construction project, this research aims at proposing a risk management framework in construction projects that built based on Agile management concept, which is a sequence of procedure deals with the project’ primary vision to its final delivery. The risk management framework will trace alignment and discover a contact between Agile and

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Kuczyńska, Ewa, and Mariusz Nepelski. "Project Management in Public Administration. Risks and Challenges." Internal Security 13, no. 2 (2021): 23–24. http://dx.doi.org/10.5604/01.3001.0015.6555.

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Project risk is the object of interest of people and institutions implementing and financing project activities. Each project brings new challenges and risks but also a chance to gain knowledge and development. That is why project management is becoming a standard that receives more and more attention. At the stage of launching a project, it is necessary to conduct risk analysis, which allows risks identification, characterisation and proper assessment. This analysis enables the development of a risk prevention plan, indicating ways to respond to challenging situations when they occur. It also

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Suryadi, Dedy, Manlian R. A. Simanjuntak, and Basuki Anondho. "Study of Failure Risk Factors for Residential Infrastructure Buildings." IJEBD (International Journal of Entrepreneurship and Business Development) 5, no. 5 (2022): 957–64. http://dx.doi.org/10.29138/ijebd.v5i5.1992.

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Purpose: The risks and uncertainties of construction projects have the potential to cause damage to construction projects. Risk analysis and management are the main features of construction project management to effectively deal with uncertainties and unexpected events to achieve project success. Design/methodology/approach: Some pertinent risk variables for each classification are six internal, four project risk factors, and four external. Researchers detected 14 external risk factor reasons, 36 internal risk factor causes, 16 project factor causes, and 36 external risk factor causes.&#

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Trzeciak, Mateusz. "Sustainable Risk Management in IT Enterprises." Risks 9, no. 7 (2021): 135. http://dx.doi.org/10.3390/risks9070135.

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A synthesis of literature studies covering the determinants of agile project management methods, risk management processes as well as factors influencing the shaping of project success and failure clearly indicates that in most publications on risk in agile managed projects, the human factor is heavily underestimated at the expense of often excessive favoring of procedures. Meanwhile, after analyzing the risk factors that arise in agile-managed IT projects, it became apparent that in addition to aspects such as technology, hardware, system, or even project schedule and cost, the project team i

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Coetzee, Jos, Frederik J. Mostert, and Jan Hendrik Mostert. "The management process of project risk in South Africa." Corporate Ownership and Control 8, no. 2 (2011): 285–95. http://dx.doi.org/10.22495/cocv8i2c2p5.

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As enterprises need to remain financially viable and competitive in a business environment which changes continuously, projects are of prime importance to assist the transformation process. Executive managers should therefore play a proactive role by handling project risks during the project life cycle to ensure the successful completion of projects. The objective of this research embodies the improvement of financial decision-making concerning the management of project risk. To achieve this objective, attention is paid, amongst others, to the project life cycle, the importance, duration and r

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43

Irfandhi, Kornelius. "Risk Management in Information Technology Project: An Empirical Study." ComTech: Computer, Mathematics and Engineering Applications 7, no. 3 (2016): 191. http://dx.doi.org/10.21512/comtech.v7i3.2498.

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The companies are facing some risks due to changes in a dynamic environment. If risks are not managed properly, it will have some negative impacts on the companies at the present and the future. One important function of the Information Technology (IT) governance is risk management. Risk management in IT project aims to provide a safe environment for IT projects undertaken. Risk management becomes an important process for the success of IT projects. This article discussed the risk of IT project and whether there was a relationship between risk management and the success of the project. The met

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Gavrysh, Oleg, and Valeriia Melnykova. "Project risk management of the construction industry enterprises based on fuzzy set theory." Problems and Perspectives in Management 17, no. 4 (2019): 203–13. http://dx.doi.org/10.21511/ppm.17(4).2019.17.

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The construction industry is a crucially important element of the Ukrainian economy, since its development and performance affect other industries. The economic recession consequences and the unforeseen recent events, caused by different types of risks, have adversely affected the construction industry development and necessitated the search for modern methods of risk management. The study is based on a sample of five projects from five construction industry enterprises and covered the period of 2010–2018. A set of project risks, investigated by the group of experts, was analyzed based on fuzz

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Rehacek, Petr. "Risk management standards for project management." International Journal of ADVANCED AND APPLIED SCIENCES 4, no. 6 (2017): 1–13. http://dx.doi.org/10.21833/ijaas.2017.06.001.

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Zhu, Rong Jie, Ying Peng, and Yang Sun. "The Research of Risk Management in Project Contracts." Applied Mechanics and Materials 357-360 (August 2013): 2546–49. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2546.

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The risk of project contracts is the uncertainty that exists alongside a contract. It is the pressing issue for contractors to prevent and control risks as the peculiarity of building projects brings about series of uncertain risks. By going through the management process of contracts for construction projects, this thesis analyzes the sources of risks and gives ideas and suggestions for designing effective measures to avoid project contracts risks.

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Tao, Yuan. "Analysis on Engineering Risk Management of International EPC Project." BCP Business & Management 24 (August 10, 2022): 218–25. http://dx.doi.org/10.54691/bcpbm.v24i.1485.

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At present, China attaches great importance to international engineering, among which EPC general contracting mode is one of the most commonly used modes in international engineering projects. Improve the risk management ability of international EPC project is the key factor to evaluate the perfoemance of international EPC project. In order to improve the research level of international EPC project risk management and the collaboration between different countries, this paper analyzes and collates the literatures on CNKI database, Web of Science database and SCI database. Based on the developme

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BASHYNSKA, Iryna, Laura PETROVA, and Kateryna POPOVYCH. "Risk management in the implementation of innovative projects." Economics. Finances. Law, no. 2 (February 21, 2020): 11–13. http://dx.doi.org/10.37634/efp.2020.2.2.

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Introduction. Nowadays, the development of the international economic system is mainly due to the innovation processes associated with the creation and initiation of advanced sciences and technologies, which is why the sphere of innovation becomes the most important resource of the nation, and its effectiveness determines the dynamics and progressive development of the national economy. The purpose of the paper is to investigate the theoretical issues of the essence of risk management of innovative projects. Results. Innovative modifications at the enterprise are developed and implemented thro

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Jibril, Abdirahman, and Belal A. Shaban. "Risk management in construction projects in Somalia." International Journal of Advanced Engineering, Sciences and Applications 2, no. 2 (2021): 38–41. http://dx.doi.org/10.47346/ijaesa.v2i2.70.

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These days, risk management and analysis are serious issues in the effective management of construction projects, because construction projects are likely to be very dynamic, productive, diverse and increasingly competitive. Risk management helps project parties such as clients, contractors and vendors/suppliers to meet their obligations to reduce negative impacts on their works. The outcomes of the risk management method include the analysis and detection of risks, the creation of building project management systems and the efficient use of resources. The aim of this article is to find out ho

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Wang, Jin, Lu Wang, Yang Xu, Xiao Yu Wang, and Zong Yun Song. "Financial Management Risk Identification and Measurement in UHV Project." Applied Mechanics and Materials 740 (March 2015): 972–76. http://dx.doi.org/10.4028/www.scientific.net/amm.740.972.

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Compared with the general power engineering projects, UHV projects have characteristics of large construction scale, wide radius of management, long management chain and many units involved. Therefore, UHV projects have many financial risks which are different from general power projects. Identifying and measuring risks of financial management in the UHV project is of great significance to avoid important financial risks and improve the efficiency of project financial management. After combing the present situation and characteristics of the UHV project financial management, we use the “three

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