Relevant bibliographies by topics / Risk Management ; Projects

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Risk Management ; Projects'

Author: Grafiati
Published: 4 June 2021
Last updated: 14 February 2022

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Journal articles on the topic "Risk Management ; Projects"

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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 (January 29, 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 effectiveness of some most common risk management techniques practiced in the industry. Two types of risk management techniques were considered: preventive techniques which can be used before the start of a project to manage risks that are anticipated during the project execution; and remedial techniques that are used during the execution phase once a risk has already occurred. The study revealed that financial issues for projects, accidents on site and defective design are the most significant risks affecting most of construction projects. As further reported, the contractor is responsible for management of most risks occurring at sites during the implementation phase, such as issues related to subcontractors, labour, machinery, availability of materials and quality, while the client is responsible for the risks such as financial issues, issues related to design documents, changes in codes and regulations, and scope of work. Further reported results of the analysis demonstrate that the production of proper schedule by getting updated data of the project and guidance from previous similar projects are the most effective preventive risk management techniques while close supervision and coordination within projects are the most effective remedial risk management techniques. It may be concluded that the most significant risks must be managed with greater effort to reduce/eliminate their effects on the project. As the study concludes, preparation of a proper schedule and good coordination during the implementation stage are very important as they may help project managers to focus on critical areas for better management of projects in Pakistan.
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Schieg, Martin. "RISK MANAGEMENT IN CONSTRUCTION PROJECT MANAGEMENT." Journal of Business Economics and Management 7, no. 2 (June 30, 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, particularly for enterprises providing highly qualified services, specialized employees are essential for market success.
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Sudirman, Weddy Bernadi, and Sarwono Hardjomuljadi. "Project Risk Management in Hydropower Plant Projects." Journal of Infrastructure Development 3, no. 2 (December 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. The construction phase is identified as a critical phase in hydropower projects where many unforeseen factors occur. Failure to manage project risks leads to significant problems for the client such as completion time delays and cost overruns. In order to prevent time delays and cost overruns in hydropower construction in PT PLN (Persero), the study on project risk management in the construction stage of hydropower plant projects had been conducted. The purpose of this study was to identify and measure the importance of construction risks and to determine the level of agreement or disagreement between the client, consultants and contractors on the ranking of construction risk in hydropower projects. The author selected the respondents from the clients, consultants and contractors’ personnel who had work experience in hydropower construction projects in PT PLN (Persero). JEL Classification: L74—Construction
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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 (February 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 ultimately impacting the CRM project and the reputation of the consultant. Payne and Frow’s (2005) advocates the need for a structured study on the information technology implementations of these projects. The objectives of the study are to investigate: how project risks in CRM- IT implementations impact the final outcome and how the risk management process adopted by the IT project manager impacts the final outcome of the project. The research was conducted administering questionnaire to 135 project managers. It was found that project risk impact cost, time, and technical performance and risk management process impacts planning, support of customers as well as top management.
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Mahmoud al-Mukahal, Amer Abdullatef. "Risk Management of Construction Projects." Engineering Management Research 9, no. 1 (May 15, 2020): 15. http://dx.doi.org/10.5539/emr.v9n1p15.

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This study aims to Analyzing the nature of Construction Projects, Analyzing the Nature of Construction Projects Risk, and Analyzing The mechanism of Risk Management. This Study adopted The Quantitative Method. The Summary Concluded From The Study Lies in the Theoretical Study of construction Project`s Risk. The Construction Project Contains Many Risk Which Related to Different Factors: Legal, Organizational, Technical, Zoning, Financial, Social and Political Factors. The Process of Management of Construction Projects includes: Planning of Risk Management, Risk Identification By (Checklist Analysis, Questionnaire, Personal Interview, Brainstorming Technique, Delphi Technique), Risk Analysis By Qualitative Analysis By (Probability and Impact Assessment, Cause and Effect Diagram, Probability and Impact Matrix) and Quantitative Analysis By (Probability Distributions, interviews , Sensitivity Analysis, Fault tree, Events tree, Munte Carlo Simulation), Planning the Response to Risk By (Strategies for Response to Negative Risk , and Strategies to Positive Risks), and Risk Control and Cheek. Depending on The Conclusions, The Study Recommends the Following: Process of Assessing The Efficiency of Construction Companies. Use Qualitative Analysis and Quantitative Analysis in The Process of diagnosis, and Categorization of Risk in the Process of Risk Management. Studying Types of Contracts of Construction Projects.
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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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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 relating to completed projects of electrical switchboard delivery, interviews with project managers, and literature studies. Key findings. We obtained the following results: Work Breakdown Structure (WBS), list of identified project risks, list of risk responses, computer tool for managing identified risks in projects of electrical switchboard delivery. Based on the completed studies we can state that risk management is an important element of electrical switchboard delivery and should not be ignored in companies that realise such projects.
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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 (October 28, 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 the quality management system, the project's risk analysis using FMEA method to control the risk of automotive industry projects is presented in this paper by a real example. For this purpose, FMEA indicators tables are designed and presented proportionally to project risk management. Results of this research show that using failure mode and effects analysis for project risk management ensures the detection of project's weaknesses and provides a practical model for identification and reduction of project risks.
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Burtonshaw-Gunn, S. A. "Management of Risk in private funded international infrastructure projects." International Conference on Business & Technology Transfer 2004.2 (2005): 24–29. http://dx.doi.org/10.1299/jsmeicbtt.2004.2.0_24.

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Oğuzhan Yavuz Bayraktar. "Risk management in construction sector." World Journal of Advanced Research and Reviews 8, no. 2 (November 30, 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 clarity and prevalence in our country. Within the scope of this research, the aim of this research is to introduce the risk management system as a concept and to classify the risk in construction projects and to demonstrate the risk management techniques. Risk management system is a cyclic process. In the monitoring and control phase of applied risk responding strategies, some of the risks will be eliminated or reduced, some of unforeseen risks will appear and analysis steps will be realized again. At the end of the project, determination of to what degree project aims and targets have been reached and documentation of risk management system after evaluation regarding to the project will enable the company to use project risk management system more effectively and usefully in the projects undertaken later. Due to construction activities, processes, environment and organization’s structures, construction industry and the clients are broadly in relation with high risk degrees. Therefore, it is highly important for our country’s firms in construction industry to give necessary significance to project risk management idea and system and to consider them as a basic function of the projects for permanence of their enterprise existence.
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Dissertations / Theses on the topic "Risk Management ; Projects"

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Dunne, Elena S. "Project risk management| Developing a risk framework for translation projects." Thesis, Kent State University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3618898.

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In the current global business environment many endeavors are undertaken as projects. Translation, localization and other language services are no exception and must be viewed and studied as services performed in a projectized environment. If they are not, there will continue to be gaps between the way translation is taught and researched (as an isolated activity) and how it is performed in the business world (as part of projects). The existence of these gaps not only prevents translation practitioners from recognizing and communicating the value of the service that they provide, but also diminishes the value of the training that future translators receive. Lack of understanding of the context in which translation is performed limits the opportunities for mutually beneficial cooperation between translation studies and other disciplines in the academic environment, and between organizations and divisions within a given organization in the business environment.

This study proposes to contribute to the research on translation in project contexts by examining risk management, which is an important area of focus for organizations and professionals in many sectors, but which is largely ignored in the language industry.

This study first provides an overview of the language industry, explores key concepts, such as risk, uncertainty, project management, risk management and maturity model, and explains the role and relevance of risk management in the language industry. It then reviews existing risk management frameworks developed by project management and risk management practitioners, including the framework developed by the Project Management Institute (PMI). Next, a model of risk sources developed specifically for application in translation and localization projects is presented and discussed. The theoretical discussion is followed by a case study in which PMI's project risk management framework is implemented and the proposed model of risk sources is applied in a real-world translation company. The description of the case study methodology is followed by observations of how the study was carried out and by a presentation and analysis of the results of the case study. The dissertation concludes by offering recommendations based on the findings of the case study and by examining possible future avenues of research.

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Dunne, Elena S. "Project Risk Management: Developing a Risk Framework for Translation Projects." Kent State University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=kent1368700402.

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Baker, Scott William. "Risk management in major projects." Thesis, University of Edinburgh, 1997. http://hdl.handle.net/1842/655.

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The integration of risk management in major projects within the construction and oil and gas industries has never been more significant especially as these projects are becoming larger and more complex. The increased requirement for risk to be efficiently managed is also supported by the inflated amount of legislation in this area, mainly due to incidents like the Piper Alpha installation in 1988. Hence risk management is developing into a multifarious process which needs continual update throughout the project’s life. Even though the legislation has expanded, there is still no standardisation to which the firms are to perform risk management. Therefore, improvements to the techniques that are used are possible and necessary. Current methods are too conservative resulting in substantial costs and less understanding about the risks themselves. Therefore, more detailed risk management techniques are imperative. This thesis determines the five steps of risk management which are essential to achieve a controlled risk environment. The research involves an in-depth questionnaire canvassing the largest companies within the construction and the oil and gas industries in the UK, who are constantly involved with major projects. The questionnaire ascertains important information which will assist companies in selecting the most pertinent and successful techniques for each of the five steps. A case study from the oil industry is introduced and proposals are made to improve the quantitative risk analysis methodology. This, in turn, will aid the decision making process when confronted with technical risks and will ultimately produce a more controlled risk environment. In addition, valuable information will be gained due to a better understanding of the risks as well as maximising profits. A new risk analysis method is subsequently derived which is based on the use of the @RISK package. It is intended that the results of this thesis will be incorporated in future risk analyses.
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Ma, Shichao, and 马世超. "Stakeholder risk attitudes in safety risk management : exploring the relationship between risk attitude and safety risk management performance." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2015. http://hdl.handle.net/10722/210183.

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A construction project requires a multitude of people with different skills and interests and the coordination of a wide range of disparate, yet interrelated, activities. Such complexity is further compounded by the unique characteristics of a project and many other external uncertainties. As a result, construction is subject to more risk than other business activities. In a risky situation, individuals or organizations perceive the situation in their own ways and behave differently to meet their own interests. Many researchers have asserted that divergent risk attitudes are sources of mismatched risk perceptions and inconsistent behaviors among project participants in different organizations, which can disturb proactive and consistent organizational activities. The research on risk attitude has, therefore, been advocated to exploring ways to consistently arouse people‘s cognition, affection, and behavior among stakeholders. However, previous research has been a widely misunderstood concept and remains a fragmented focus in the construction field. Evidence on the construction of risk attitude and how it manifests itself is unavailable. To date, prior researchers have suffered from an issue-oriented focus that has resulted in simplified models by studying single level of antecedents of risk attitude and consequences of management performance, rather than multi-level. Moreover, previous studies only focused on the direct relationship between risk attitude and management performance instead of providing a profound conceptualization of the indirect relationship between risk attitude and management performance or empirically exploring risk attitude‘s antecedents and consequences. The current study seeks to bridge this research gap. Triangulation research is employed as an appropriate research methodology in which both qualitative and quantitative data collection are used to test the research propositions. The research plan draws upon ontology and methodological pluralism. By adopting the Critical Incident Technique (CIT), coupled with an intensive literature review, one can explore the manifestation of risk attitude and its antecedents by analyzing critical incidents derived from preliminary interviews. Cognitive Motivation Theory (CMT) and Social Cognitive Theory (SCT) provide rationales to combine a processed view of risk attitude and the antecedents and management performance of individuals and organizations into a multi-level model of risk attitude. Responses to a questionnaire survey of 239 individuals nested in 61organizations were analyzed with a blend of Confirmatory Factor Analysis (CFA) and Hierarchical Linear Modeling (HLM) to establish and examine the hypothesized relationships in the theoretical model. To capture the practical manifestation of risk attitude and its influence on management performance, case studies of two ongoing construction projects were performed. The findings summarized from both qualitative and quantitative studies indicated that risk attitude diverged due to the multi-level influences of its antecedents on project participants, resulting in inconsistent risk perception and risk inclinations. Risk attitude has two levels of manifestation – an individual and organization level. Individual risk attitude manifests itself as cognition, affection, and behavioral inclination, while organizational risk attitude mainly shows up as managerial trust, formalization, an ambiguity of goals and objectives, and a merit system. The findings confirmed that motivated individuals tend to present more consistent risk attitude and be more willing to and capable of exhibiting good management performance. The motivation behind this study is beyond the traditional motivational means. It extends from internal motivation with its locus of control and self-efficacy to external motivation with its interpersonal exchanges, external controls, and observational learning. The risk attitudes of motivated people to evoke better management performance, especially in the process of integrating risk management into a safety management system and the outcome performance of a stakeholder‘s satisfaction and potential to organizations. The research attempts to advance risk attitude theory by re-conceptualizing the antecedents of risk attitude and the consequences of management performance make the underlying theorizing mechanism explicit and testable. This study also provides practical indications of concrete interventions by managers to make risk attitudes converge and then strengthen safety risk management. The thesis contributes to multi-level analysis in the management research field and differentiates the different levels of participants in construction projects. Methodological pluralism and blended qualitative and quantitative research methods will be addressed to demonstrate the different and complementary perspectives of research. Due to limited samples, the generalizability of the findings in the different project types or across other levels needs to be further verified.
published_or_final_version
Real Estate and Construction
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Maunus, Hanna, and Engøy Ann-Magritt Lindemark. "Risk Managements påverkan för utfallet av ERP-projekt." Thesis, Högskolan i Gävle, Akademin för utbildning och ekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-16052.

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Titel: Risk Managements påverkan för utfallet av ERP-projekt Författare: Ann-Magritt Lindemark Engøy och Hanna Maunus Handledare: Pär Vilhelmson Examinator: Sarah Philipson Kurs: Examensarbete företagsekonomi C, 15.0 hp Nyckelord: ERP-projekt, Projekt Management, Risk Management, risker i ERP-projekt, lyckade projekt, misslyckade projekt, The Iron Triangle. Syfte: Att undersöka vilka risker som är mest förekommande vid implementeringen av ERP-system och hur risk management kan reducera dessa. Metod: Kvalitativ metod, hermeneutik, fallstudier, semistrukturerade intervjuer, välgrundad teori. Resultat: Organisationens och projektets ledning hade större kunskaper om vilka risker som ville uppstå och olika risk management strategier än andra anställda och slutanvändarna av systemet.  Standardisering, samordning och automatisering av organisationens kärnprocesser var huvudsyften för att implementera ERP-system i organisationen. God planering av projektet är avgörande för ett lyckat resultat. Det är viktigt med bra kommunikation och tätt samarbete mellan de olika avdelningarna i projektet, och även med externa konsulter som till exempel leverantören av ERP-systemet. Riskanalys var en viktig del av projektens risk management strategi. En skicklig och flexibel projektledning hade stor betydelse för att risk management strategin fungerade. Resursproblem visade sig vara den största risken i de undersökta projekten. Change management visade sig vara en välanvänd metod för att minska organisationens motstånd mot ERP-projekt. Kostnadsbudgeten var inte det viktigaste målet att uppnå och The Iron Triangle visade sig inte vara så avgörande för om projektet ansågs lyckad eller misslyckad. Organisationerna använda sig mycket av upplärning av användarna för att åtgärda de risker som kan uppstå i samband med personalen. Risk management fungerade för projektledningen som ett verktyg för att åtgärda och även kontrollera projektrisker. Slutsatser: De vanligaste riskerna som upptäcktes i undersökningen var olika slags problem med personalen, tekniska problem, samarbetet med leverantören och kommunikationen mellan olika intressenter, att hålla projektets tidsschema och budget, samt tailoring av systemet och att se till att det fungerar i enlighet med syftet. Särskilt personalriskerna var många och utgjorde stora utmaningar för ERP-projekten. Studien visade även att risk management kan påverka utfallet av ERP-projekt positivt och hjälpa ERP-projekt att uppnå sina mål.
Title: Risk Managements influence on the outcome of ERP projects Authors: Ann-Magritt Lindemark Engøy & Hanna Maunus Tutor: Pär Vilhelmson Examiner: Sarah Philipson Course: Bachelor Thesis in Business Administration C, 15.0 hp Keywords: ERP projects, Project Management, Risk Management, risks in ERP projects, successful projects, unsuccessful projects, The Iron Triangle. Purpose: To investigate what risks are most dominant with the implementation of ERP systems and how risk management can reduce these risks. Method: Qualitative method, hermeneutic, case studies, semi-structured interviews, well-grounded theory. Findings: The management had better knowledge about the risks that would arise and different risk management strategies in ERP projects than other employees and end users of the ERP systems. Standardisation, coordination and automation of the organisations core processes were the main purposes for implementing ERP systems in the organisations. Excellent planning of the project is critical for a successful project outcome. It is important to have good communication and close cooperation between the various departments in the projects, as well as with external consultants such as the supplier of the ERP system. Risk analysis was the most important and the most used method of the risk management strategies among our cases. Skilled and flexible project management had a positive impact on the risk management strategy ability to succeed. Resource issues turned out to be the biggest risk in the investigated projects. Change management proved to be a well-used method to reduce the employees resistance against the ERP project. To meet the standards from the cost´ budget was not seen as the most important objective to achieve. It also turned out The Iron Triangle was not a critical factor to determine whether the project in question was seen as a success or a failure. The organisations used training of the end-users to address the risks that may arise in connection with the employees. Risk management worked for the management as a tool to resolve and control the project risks. Conclusions: The most common risks that where discovered in this study was personnel risks, technical issues, the relationship with the supplier and communication between various stakeholders, not to exceed the project budget and schedule, as well as tailoring the system and make sure that it is working as intended. Particularly risks related to the employees constituted major challenges for the ERP projects. Our study showed furthermore that risk management clearly affects the outcome of ERP projects positively and helps ERP projects to achieve their goals.
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Rahman, M. (Mohammad). "Risk management and measurement of risk management performance in complex projects." Master's thesis, University of Oulu, 2018. http://urn.fi/URN:NBN:fi:oulu-201808312690.

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In today’s technologically advanced world, every project, especially large, complex projects are very prone to facing different kinds of risks throughout the project timeline. Project complexity plays a major role in the emergence of numerous risks in large projects. In addition, the complexity of projects is on the rise due to various unanticipated characteristics such as, sudden natural phenomena, workplace accidents, increased material costs, etc. Nowadays, project complexity and its corresponding risks are major contributors to project failure. To minimize the impacts of risk, a good and effective risk management (RM) system must be incorporated into every project. An effective RM system should also include the assessment and measurement of its performance, as this can provide real-time updates about its progress, which in turn can be used to make the RM system more effective and efficient. The aim of this thesis is to gain an insight into risk management literature in the field of complex projects, along with understanding of project complexity and the importance of measuring RM performance. In first part of this research, an in-depth review of literature concerning project complexity, project RM and measurement of RM performance is presented. This is then analyzed and validated using two case projects as examples. The literature review covers how a project can develop complexity, its underlying managerial actions, the type of risks different complex projects may face, their management plan and finally, the effectiveness of measuring RM performance. Following this, a qualitative case study method is followed, whereby two case projects are analyzed in order to gain insights into their RM and risk performance management procedures. The empirical analysis and findings of this thesis focus on the importance of RM for complex projects. Through the analysis and discussion, major risks faced by complex construction project, management strategies to mitigate them, RM performance evaluation strategies and the impact of alliance contracting in RM can be understood thoroughly. Overall, this research provides an in-depth overview of project complexity, RM and its performance measurement for large complex projects and it can be used as a basis for further research into RM perspectives in complex projects.
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Simu, Kajsa. "Risk management in small construction projects /." Luleå : Luleå tekniska universitet/Samhällsbyggnad/Arkitektur och infrastruktur, 2006. http://epubl.ltu.se/1402-1757/2006/57/LTU-LIC-0657-SE.pdf.

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Gabriš, Ondrej. "Software Projects Risk Management Support Tool." Master's thesis, Vysoké učení technické v Brně. Fakulta informačních technologií, 2011. http://www.nusl.cz/ntk/nusl-412827.

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Management projektů a jejich rizik je v současnosti rozvíjející se disciplína, která si získává stále větší pozornost a uplatnění v praxi. Tato práce popisuje úvod do problematiky řízení rizik, zkoumání metod jejich identifikace, vyhodnocení a managementu, předcházení jejich následkům a jejich zvládání. V další části práce byla provedena analýza vzorků rizik z reálných projektů, byly popsány metody pro identifikaci a vyhodnocení následků rizik v úvodních fázích softwarového projektu, taktéž byly popsány atributy rizik a navržen způsob jejich dokumentace. V závěrečné části zadání byl navržen a implementován prototyp modelové aplikace pro podporu managementu rizik softwarových projektů.
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Brown, Robert G. "A risk management process for complex projects." Thesis, This resource online, 1995. http://scholar.lib.vt.edu/theses/available/etd-07212009-040553/.

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Muchenga, Isaac. "Political risk management on international construction projects." Master's thesis, University of Cape Town, 2016. http://hdl.handle.net/11427/20676.

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This research examines the micro -political risks affecting international construction projects in Namibia and whether these risks are effectively managed. A case study research design was used for the study and the findings were that key threat risks identified in this context were repudiation, contract problems, labour unrest, hostile press, delay in permit approvals while local ownership requirements and expatriate labour restrictions are both threat and opportunity risks . It further emerged that qualitative (heuristic) techniques were commonly used in an ad hoc fashion for risk assessment and that the risk management strategy of cooperation was the most preferred. In addition, evidence suggest s that the execution phase is most prone to micro political risk. A significant number of the micro -political risks identified arise from the host government, while the balance arise from the host society. These findings are likely to apply to other international construction projects in Namibia and have serious implication s for the role of government in the success or failure of infrastructural projects which are badly needed for national development. Therefore, the Namibian Government can positively contribute through introduction of regulations, laws or amendments to laws that enhance opportunities, minimise downside risk, and thereby reduce overall construction costs on international construction projects in the country. It is recommended that systematic risk management in which both qualitative and quantitative techniques are used for risk assessment, be adopted in dealing with micro political risks associated with international construction projects in Namibia. Additionally, tertiary institutions offering risk management training need to focus on qualitative methods to facilitate maximum benefit when these methods are applied by their graduates. The existence of both threat s and opportunities in the micro -political risk environment in international construction means contractors in international construction need to be on the lookout for downside risks as well as opportunities.
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Books on the topic "Risk Management ; Projects"

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Charrel, Pierre-Jean, and Daniel Galarreta, eds. Project Management and Risk Management in Complex Projects. Dordrecht: Springer Netherlands, 2007. http://dx.doi.org/10.1007/978-1-4020-5837-0.

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Inc, ebrary, ed. Managing risk in projects. Farnham: Gower, 2009.

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Coleman, Michael, 1946 May 12- and Absolon Peter 1948-, eds. Risk management for software projects. London: McGraw-Hill Book Co., 1994.

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Munier, Nolberto. Risk Management for Engineering Projects. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-05251-9.

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Project finance, BOT projects and risk. The Hague: Kluwer Law International, 2005.

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Risk management in software development projects. Burlington, MA: Elsevier Butterworth-Heinemann, 2004.

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Managing risk in construction projects. Malden, Mass: Blackwell Science, 1999.

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Norris, Catriona. The management of risk in engineering projects. Manchester: UMIST, 1992.

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John, Bartlett. Managing risk for projects and programmes: A risk management handbook. 2nd ed. Hook: Project Manager Today, 2007.

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John, Bartlett. Managing risk for projects and programmes: A risk management handbook. 2nd ed. Hook: Project Manager Today, 2007.

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Book chapters on the topic "Risk Management ; Projects"

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Stone, Richard. "Safety and Risk." In Management of Engineering Projects, 109–34. London: Macmillan Education UK, 1988. http://dx.doi.org/10.1007/978-1-349-19572-5_5.

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Munier, Nolberto. "Risk Identification." In Risk Management for Engineering Projects, 61–112. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-05251-9_4.

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Munier, Nolberto. "Probabilities in Risk Management." In Risk Management for Engineering Projects, 49–59. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-05251-9_3.

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Caron, Franco. "Project Risk Management." In Managing the Continuum: Certainty, Uncertainty, Unpredictability in Large Engineering Projects, 67–74. Milano: Springer Milan, 2013. http://dx.doi.org/10.1007/978-88-470-5244-4_13.

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Brockhoff, Klaus. "Problems of Evaluating R&D Projects as Real Options." In Risk Management, 203–12. Berlin, Heidelberg: Springer Berlin Heidelberg, 2000. http://dx.doi.org/10.1007/978-3-662-04008-9_11.

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Olson, David L., and Desheng Wu. "Enterprise Risk Management in Projects." In Enterprise Risk Management Models, 43–55. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-11474-8_4.

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Olson, David L., and Desheng Wu. "Enterprise Risk Management in Projects." In Springer Texts in Business and Economics, 165–77. Berlin, Heidelberg: Springer Berlin Heidelberg, 2020. http://dx.doi.org/10.1007/978-3-662-60608-7_12.

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Olson, David L., and Desheng Dash Wu. "Enterprise Risk Management in Projects." In Springer Texts in Business and Economics, 161–73. Berlin, Heidelberg: Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-662-53785-5_12.

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Rolstadås, Asbjørn, Per Willy Hetland, George Farage Jergeas, and Richard E. Westney. "Rethinking Project Risk Management." In Risk Navigation Strategies for Major Capital Projects, 15–38. London: Springer London, 2011. http://dx.doi.org/10.1007/978-0-85729-594-1_3.

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Marle, Franck, and Ludovic-Alexandre Vidal. "Project Management Traditional Principles." In Managing Complex, High Risk Projects, 1–52. London: Springer London, 2015. http://dx.doi.org/10.1007/978-1-4471-6787-7_1.

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Conference papers on the topic "Risk Management ; Projects"

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Walden, S. "Total Risk Management." In IEE Colloquium. Risk Management in Engineering Projects. IEE, 1999. http://dx.doi.org/10.1049/ic:19990177.

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Simon, P. "Risk management in engineering projects." In IEE Colloquium. Risk Management in Engineering Projects. IEE, 1999. http://dx.doi.org/10.1049/ic:19990171.

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Franklin, Paul. "Risk Management for Rail Transportation Projects." In 2010 Joint Rail Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/jrc2010-36137.

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Risk management is the subject of increasing attention in recent years. In the US, when Federal funds are committed to projects, risk management is a required programmatic activity. Even when it is not mandated by law or regulation, risk management is prudent for expensive, long-duration projects. Frequently, risk management is based on a risk register, and often captures as a list of typical problems with design and construction that a contractor has experienced. Risk registers vary in quality and usefulness. Some contractor submissions appear to be more “pro-forma” documents, while more useful risk registers will include anticipated risks tailored to the complexity of the scope of work and the contractor’s anticipated solution. This qualitative approach can develop a reasonable view of key risks and work to mitigate them. Recent experience at Arup has shown that this approach, while valuable as an initial approach, is limited by its quantitative nature. This paper will explore some of the key lessons learned and emerging practices that have been successfully used in recent work in detail. Key topics include: • While the essential elements of risk management apply across a wide range of markets, the planning and construction of risk management for due diligence, privately funded and partnership funded (both government and PPP) projects require different emphases and tailored approaches. • Appropriate risk structuring is required to identify key project risks that may be unrelated or marginally related to design and construction. Developing clear and effective ancillary risk statements (e.g., for marketing, finance, permitting and regulatory requirements) is important to successful risk management. • Where partnering is used for funding, there is a greater need for clarity and good communication. Planning documents require special consideration to minimize difficulties. Planning documents also need to be efficient and effective. • Large, sometimes geographically diverse, teams benefit from alternative approaches to risk workshops. • Large, expensive and long duration projects benefit by shifting risk analysis toward a more quantitative approach. Modeling techniques such as Monte Carlo simulation require special software (@Risk or Primavera) and sound input. Analyses that move risk statements from the essentially qualitative (such as severity of 4 and likelihood of 3) to agreed quantitative inputs are important. • Cost and schedule contingency are key concerns for funding agencies, whether in-house or external. The underlying structure for effectively constructing contingency depends on the contracting structure, sequencing of work, unit price allowances and other factors, in addition to the analysis of the contingency requirements of technical and other specific risks. • Special analyses for items of particular concern, for instance, the adequacy of escalation allowances or geotechnical risks, can also be helpful, particularly in the context of emerging technologies such as HSR. Risk management is coming of age, and is more than a risk register. Projects benefit from a more qualitative approach. Not every technique applies to every project, of course, but most projects, small and large, can benefit from a more structured, quantitative approach to risk management.
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Morris, P. W. G. "Why projects fail." In IEE Colloquium. Risk Management in Engineering Projects. IEE, 1999. http://dx.doi.org/10.1049/ic:19990170.

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Rawlings, P. "Project risk management - tools and techniques." In IEE Colloquium. Risk Management in Engineering Projects. IEE, 1999. http://dx.doi.org/10.1049/ic:19990174.

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Jobling, P. E. "Risk management applied to nuclear decommissioning projects." In IEE Colloquium. Risk Management in Engineering Projects. IEE, 1999. http://dx.doi.org/10.1049/ic:19990176.

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Teetes, George, Matt Koziol, and Norman Perez. "Risk Management on Water Infrastructure Tunnel Projects—DC Clean Rivers Project Case History." In Geo-Risk 2017. Reston, VA: American Society of Civil Engineers, 2017. http://dx.doi.org/10.1061/9780784480724.035.

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Johnson, A. "Project risk management framework for railway construction projects." In IET International Conference on Railway Engineering 2008 (ICRE 2008). IEE, 2008. http://dx.doi.org/10.1049/ic:20080015.

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Agrawal, J. P. N., and S. P. Srivastava. "Methodology of Risk Management in Pipeline Projects." In ASME 2013 India Oil and Gas Pipeline Conference. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/iogpc2013-9841.

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Organizations of all types and sizes face internal and external factors and influences that make it uncertain whether and when they will achieve their business objectives. The effect this uncertainty has on an organization’s objectives is “RISK”. In recent times all sectors of the economy have shifted focus towards the management of risk as the key to making organizations successful in delivering their objectives while protecting the interests of their stakeholders. Risk may be defined as events or conditions that may occur, and whose occurrence, if it does take place, has a harmful or negative impact on the achievement of the organization’s business objectives. The exposure to the consequences of uncertainty constitutes a risk. Organizations that are most effective and efficient in managing risks to both existing assets and to future growth will, in the long run, outperform those that are less so. Simply put, companies make money by taking intelligent risks and lose money by failing to manage risk intelligently. Risk management is the identification, assessment, and prioritization of risks (defined in ISO 31000 as the effect of uncertainty on objectives, whether positive or negative) followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities. Risks can come from uncertainty in financial markets, project failures (at any phase in design, development, production, or sustainment life-cycles), legal liabilities, credit risk, accidents, natural causes and disasters as well as deliberate attack from an adversary, or events of uncertain or unpredictable root-cause. Several risk management standards have been developed including the Project Management Institute, the National Institute of Standards and Technology, actuarial societies, and ISO standards. Methods, definitions and goals vary widely according to whether the risk management method is in the context of project management, security, engineering, industrial processes, financial portfolios, actuarial assessments, or public health and safety. Risk management is a holistic, integrated, structured and disciplined approach to managing risks with the objective of maximizing shareholder’s value. It aligns strategy, processes, people & culture, technology and governance with the purpose of evaluating and managing the uncertainties faced by the organization while creating value. Broadly this paper deals with the objective of risk management along with identification, polarization, mitigation and governance of risks associated with pipeline projects. Further the criteria for assigning the probabilities and impact of an identified risk along with their classification based on its probability and impact are also incorporated in the paper.
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Aldirbas, Abdulmajeed S. "Risk Management of IT Projects." In SPE Middle East Oil & Gas Show and Conference. Society of Petroleum Engineers, 2017. http://dx.doi.org/10.2118/183829-ms.

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Reports on the topic "Risk Management ; Projects"

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Watkiss, Paul, Robert Wilby, and Charles Andrew Rodgers. Principles of Climate Risk Management for Climate Proofing Projects. Asian Development Bank, July 2020. http://dx.doi.org/10.22617/wps200203-2.

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Bridges, Todd, Jeffrey King, Johnathan Simm, Michael Beck, Georganna Collins, Quirijn Lodder, and Ram Mohan. International Guidelines on Natural and Nature-Based Features for Flood Risk Management. Engineer Research and Development Center (U.S.), September 2021. http://dx.doi.org/10.21079/11681/41946.

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To deliver infrastructure that sustain our communities, economy, and environment, we must innovate, modernize, and even revolutionize our approach to infrastructure development. Change takes courage, but as one starts down the path of innovation, what was once novel becomes more familiar, more established. The U.S. Army Corps of Engineers (USACE) is walking this path with our partners through the Engineering With Nature (EWN) Initiative, integrating human engineering with natural systems. The International Guidelines on Natural and Nature-Based Features for Flood Risk Management are the next step toward revolutionary infrastructure development—a set of real-world guidelines to help familiarize us with what was once novel. USACE and collaborators around the world have been building, learning, and documenting the best practices for constructing Natural and Nature-Based Features (NNBF) for decades. The consolidation of these lessons into a single guidance document gives decision-makers and practitioners a much-needed resource to pursue, consider, and apply NNBF for flood risk management while expanding value through infrastructure. Relationships and partnerships are vital ingredients for innovation and progress. The NNBF Guidelines was achieved because of the strong relationships in the nature-based engineering community. The magnitude and diversity of contributors to the NNBF Guidelines have resulted in a robust resource that provides value beyond a single agency, sector, or nation. Similarly, the work of incorporating NNBF into projects will require us to strengthen our relationships across organizations, mandates, and missions to achieve resilient communities. I hope you are inspired by the collaborative achievement of the NNBF Guidelines and will draw from this resource to develop innovative solutions to current and future flood risk management challenges. There is a lot we can achieve together along the path of revolutionary infrastructure development.
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Keith J. Perry. Technical Risk Management for the NGNP Project. Office of Scientific and Technical Information (OSTI), September 2007. http://dx.doi.org/10.2172/918193.

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Álvarez, Carola, Leonardo Corral, José Martínez, and César Montiel. Project Completion Report Analysis: Implications for the Portfolio. Inter-American Development Bank, March 2021. http://dx.doi.org/10.18235/0003145.

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This investigation builds on the Alvarez et al. (2021) Project Completion Report (PCR) analysis and its aim is to assess the implications of that study for the current portfolio of projects under execution at the Inter-American Development Bank (IDB). We use the sample of PCRs which reached operational closure (CO) in 2017 and 2018 to estimate the impact that design and execution performance characteristics of projects played in the likelihood of ending as successful and/or effective. Based on the estimated coefficients, we construct risk curves to isolate the effect specific characteristics have on the likelihood of a project being classified as unsuccessful/ineffective. We then use the estimated coefficients and, using the actual values for the current portfolio of projects in execution, identify the fraction of the portfolio that is at risk of ending as unsuccessful/ineffective projects. According to our analysis, of the 249 projects assessed, 39 have a 50% or less chance of being successful. Thirteen (13) projects have less than a 10% chance. For about 70% of the projects analyzed, given the characteristics they exhibit, the likelihood that they end up successful has already been curtailed. The type of analysis presented here can help IDB Management identify key performance indicators to keep track of during execution to periodically assess the level of risk it is willing to accept in terms of projects ending unsuccessful/ineffective as rated by the current PCR methodology.
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Howard, Adam, Jang Pak, David May, Stanford Gibson, Chris Haring, Brian Alberto, and Michael Haring. Approaches for assessing riverine scour. Engineer Research and Development Center (U.S.), May 2021. http://dx.doi.org/10.21079/11681/40702.

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Calculating scour potential in a stream or river is as much a geomorphological art as it is an exact science. The complexity of stream hydraulics and heterogeneity of river-bed materials makes scour predictions in natural channels uncertain. Uncertain scour depths near high-hazard flood-risk zones and flood-risk management structures lead to over-designed projects and difficult flood-risk management decisions. This Regional Sediment Management technical report presents an approach for estimating scour by providing a decision framework that future practitioners can use to compute scour potential within a riverine environment. This methodology was developed through a partnership with the US Army Engineer Research and Development Center, Hydrologic Engineering Center, and St. Paul District in support of the Lower American River Contract 3 project in Sacramento, CA.
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Baide, D. G., and T. L. Webster. Tank Waste Remediation System Characterization Project Programmatic Risk Management Plan. Office of Scientific and Technical Information (OSTI), December 1995. http://dx.doi.org/10.2172/441115.

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Conrow, Edmund H. Development of Risk Management Defense Extensions to the PMI Project Management Body of Knowledge. Fort Belvoir, VA: Defense Technical Information Center, January 2003. http://dx.doi.org/10.21236/ada423530.

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MCGREW, D. L. Risk Management Plan for Tank Farm Restoration and Safe Operations Project W-314. Office of Scientific and Technical Information (OSTI), April 2000. http://dx.doi.org/10.2172/803020.

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Demaestri, Edgardo C., Cynthia Moskovits, and Jimena Chiara. Management of Fiscal and Financial Risks Generated by PPPs: Conceptual Issues and Country Experiences. Inter-American Development Bank, December 2018. http://dx.doi.org/10.18235/0001470.

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This paper discusses the main issues concerning sovereign fiscal and financial risks from public–private partnerships (PPPs) with a focus on contingent liabilities (CLs). It is based on the presentations and discussions that took place during the XI Annual Meeting of the Group of Latin American and the Caribbean Debt Management Specialists (LAC Debt Group), held in Barbados in August 2015. The main issues discussed include PPP risks assessment, institutional framework for PPP risk management, and accounting and reporting of CLs generated by PPPs. Six country cases (Chile, Colombia, Costa Rica, Honduras, Suriname, and Turkey) are presented to illustrate experiences with different degrees of development regarding the management of risks and CLs related to PPPs. The document concludes that PPP risk management should encompass the whole lifecycle of a PPP project, risks need to be identified and CLs must be estimated and monitored, and the institutional capacity of governments to evaluate and manage PPP risks plays a central role in the successful development of PPP contracts. Although institutional capacities in this regard have improved in recent years, estimations of CLs involved in PPPs are not regularly performed, and there is still room for improvement on the assessment, measurement, registration, budgeting, and reporting of risks and CLs related to PPPs.
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Hamilton, L. D., A. F. Meinhold, S. L. Baxter, S. Holtzman, S. C. Morris, R. Pardi, M. D. Rowe, C. Sun, L. Anspaugh, and D. Layton. Pilot study risk assessment for selected problems at the Fernald Environmental Management Project (FEMP). Office of Scientific and Technical Information (OSTI), March 1993. http://dx.doi.org/10.2172/10146642.

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