Discussion of “ Systematic Risk Management Approach for Construction Projects ” by Jamal F. Al‐Bahar and Keith C. Crandall (September, 1990, Vol. 116, No. 3)

1992 ◽  
Vol 118 (2) ◽  
pp. 414-415 ◽  
Author(s):  
R. A. McKim
2019 ◽  
Vol 5 (3) ◽  
pp. 608
Author(s):  
Mohammed Neamah Ahmed ◽  
Sawsan Rasheed Mohammed

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 traditional project management concepts and find contact points among two of the more used Agile frameworks (Scrum) and one of the more confirmed project management framework (PMBOK®) processes. This will result in a recognition of comparable areas between Scrum and PMBOK® processes. The goal of the framework is to assist the project managers to adapt a more flexible approach to managing and implementing the construction project. The results proved that Agile management process from the create prioritized project backlog, sprint planning, sprint review, to sprint retrospective procedures and less time of the cycle, eliminate or mitigate many risks that lead to project challenges and failure.


2020 ◽  
Vol 164 ◽  
pp. 10014
Author(s):  
Mukhammet Fakhratov ◽  
Vitali Chulkov ◽  
Marat Kuzhin ◽  
Mohammad Sharif Akbari

The main task of the project manager is risk management. However, this task can be very complicated and inefficient if risk management is not considered from the beginning of the project. An effective risk management approach requires a systematic and appropriate approach, knowledge and experience. Studies of many projects have shown that both the owner and the contractor do not regularly implement risk management practices, which can have negative consequences on project performance. Because of the above-mentioned issues in this study, it is attempted to first evaluate the concepts of project risk management based on different and valid standards, to evaluate risk management in construction projects. Then, an attempt has been made to present an implementation approach for implementing six stages of risk management in projects. For this purpose, based on the experiences of the project “Lala Residential Complex” in Kabul, as a case study, the experimental application of the proposed method in this study, step by step, along with forms designed for follow-up and Implementation of process steps have been evaluated and evaluated in accordance with the PMBOK standard by the Project Management Institute (PMI) to ensure that it is moving toward achieving project economic risk management goals.


2020 ◽  
pp. 111-136
Author(s):  
Manuela Lucchese ◽  
Giuseppe Sannino ◽  
Paolo Tartaglia Polcini

2020 ◽  
Vol 1 (1) ◽  
pp. 1-6
Author(s):  
Dr. Pham Tuan Anh

The construction materialindustry is one of the most rapidly growing sectors, with many achievements both in Vietnam and in Asia. In recent years, its rapid growth has produced revenues from business activities. One of the key objectives of thispaper is to assess market risk volatility in construction material businesses in the 2012-2014 pre-low inflation period. Our first findings are to be found that beta values in general (< 1) for most of our constructionmaterialcompanies are appropriate when we apply quantitative, statistical and analytical methods to evaluate the asset beta and beta CAPM of 20 listed Viet Nam construction materialcompanies.However, we analyze the market risk volatility, determined byasset and equitybeta var, during the post-low inflation period in thissector and compare results in two circumstances: risk fluctuation in pre-law inflation time 2012-14is lower than that in post-low inflation period 2015-2017.Finally, if we observe in2 periods, BetaCAPM or equity beta mean goes up in case post-low inflation period. At last, policies in risk management and governance are suggested in the conclusion based on the research results and findings. In the post-low inflation environment, we alert that Beta fluctuations could bea little higher.JEL classification numbers:G00, G390, C83


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