3. Dispute Management, Project Management, and Risk Management

2015 ◽  
pp. 46-64
Author(s):  
Susan Blake
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Management Project

scholarly journals Information technology risk management teaching exercise: integrating online and offline communication techniques

2012 ◽  
Vol 2 (2) ◽  
pp. 66
Author(s):  
Jenny Gibb ◽  
Linda Twiname
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Project Management ◽  
Data Exchange ◽  
Implementation Process ◽  
Information Technology Industry ◽  
Student Groups ◽  
Communication Techniques ◽  
Technology Industry ◽  
Management Project

We introduce a risk management project teaching case where students work in consulting teams with a mentor from the information technology industry. The case describes in rich detail the issues and challenges confronting Linny, the owner and CEO of ACE Technologies, a New Zealand-based software-development firm, as she begins to implement an information technology data exchange trading link between a supplier firm in one country and a logistics company and large buyer firm in another country. Linny calls on Jade Consulting (student groups) to identify potential risks in the implementation process.  Taking this case design approach introduces students to two levels of project management education. First, we introduce strategies and techniques to develop e-learning and face-to-face communication skills in a team setting. Second, students manage the stages of a "real" industry project with a mentor. Our findings are relevant for management educators and practitioners involved in project management.

scholarly journals Integrative Approach to the Plant Commissioning Process

2013 ◽  
Vol 2013 ◽  
pp. 1-12 ◽  
Author(s):  
Kris Lawry ◽  
Dirk John Pons
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Ad Hoc ◽  
Traditional Approach ◽  
Integrative Approach ◽  
Critical Examination ◽  
Production Engineering ◽  
Structured Model ◽  
Management Project ◽  
Reduce Risk

Commissioning is essential in plant-modification projects, yet tends to be ad hoc. The issue is not so much ignorance as lack of systematic approaches. This paper presents a structured model wherein commissioning is systematically integrated with risk management, project management, and production engineering. Three strategies for commissioning emerge, identified as direct, advanced, and parallel. Direct commissioning is the traditional approach of stopping the plant to insert the new unit. Advanced commissioning is the commissioning of the new unit prior to installation. Parallel commissioning is the commissioning of the new unit in its operating position, while the old unit is still operational. Results are reported for two plant case studies, showing that advanced and parallel commissioning can significantly reduce risk. The model presents a novel and more structured way of thinking about commissioning, allowing for a more critical examination of how to approach a particular project.

ESTIMASI RESIKO PENGEMBANGAN SISTEM INFORMASI MENGGUNAKAN PENDEKATAN EXPECTED MONETARY VALUE (EVM)

2017 ◽  
Vol 3 (3) ◽  
Author(s):  
Yenie Syukriyah ◽  
Falahah Suprapto
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Information Systems ◽  
Risk Mitigation ◽  
Cost Calculation ◽  
Monetary Value ◽  
Management Project ◽  
The Cost ◽  
Good Risk ◽  
Expected Monetary Value

[Id]Manajemen resiko merupakan bidang penting pada manajemen proyek secara keseluruhan, dan manajemen proyek sistem informasi secara khusus. Melalui manajemen resiko yang baik, pimpinan dan stakeholder proyek berharap bahwa resiko terhadap kegagalan proyek dapat diminimalisir dengan usaha yang rasional. Manajemen resiko sendiri meliputi banyak kegiatan, salah satunya adalah analisis dan perencanaan mitigasi resiko. Aspek penting pada analisis dan perencanaan mitigasi resiko yaitu melakukan penilaian atau estimasi atas resiko untuk menentukan prioritas serta dampak setiap mitigasi yang diambil. Pada umumnya, hal yang paling mudah diterima stakeholder dalam menyajikan resiko adalah menghitung biaya akibat resiko tersebut. Untuk melakukan perhitungan biaya untuk memitigasi resiko, dapat digunakan salah satu pendekatan yaitu Expected Monetary Value (EVM). Melalui pendekatan EVM, dapat ditentukan pilihan tindakan mitigasi yang paling optimal, dengan estimasi biaya paling minimal[En] Risk management is an important area of overall project management, and information systems project management in particular. Through good risk management, project leaders and stakeholders expect that the risks to project failure can be minimized by rational efforts. Risk management itself includes many activities, one of which is risk mitigation analysis and planning. An important aspect of risk mitigation analysis and planning is to assess or estimate the risks to determine the priorities and impacts of each mitigation. In general, the easiest thing a stakeholder receives in presenting risk is to calculate the cost of the risk. To perform cost calculation to mitigate risk, one of the approaches is Expected Monetary Value (EVM). Through the EVM approach, the most optimal mitigation options can be determined, with the least cost estimate

Research on Application Computer Technology in Project Management

2014 ◽  
Vol 687-691 ◽  
pp. 2837-2840
Author(s):  
Wen Zheng Dai
Keyword(s):  
Risk Management ◽  
Project Management ◽  
System Integration ◽  
Specific System ◽  
Body Of Knowledge ◽  
Initial Stage ◽  
Management Project ◽  
Scope Management ◽  
Research On Application ◽  
Integration Project

This article detailed introduces the system integration project management present situation, analyzes the system integration project initial stage, executing stage and completion stage of each phase of the project management content. And the problems existing in the process of system integration project management are analyzed. And these problems include project scope management. Project team management is not perfect and project risk management is not science, etc. Based on the relevant theory of the system integration project management at the same time, it analyzes the cause of system integration project management problems, and puts forward the corresponding improvement countermeasures. Finally based on the theory of project management nine knowledge areas, according to the basic process of project management: start, planning, executing, controlling and closing to discuss a specific system integration project. The concrete covers the scope of the project management, human resource management and risk management, and other areas of the project management body of knowledge.

scholarly journals Project risk management: A review of an institutional project life cycle

2017 ◽  
Vol 7 (4-1) ◽  
pp. 163-173
Author(s):  
Wanjiru Gachie
Keyword(s):  
Risk Management ◽  
Project Management ◽  
New Technology ◽  
Risk Process ◽  
Project Risk Management ◽  
Monitoring And Control ◽  
Project Risk ◽  
Management Procedures ◽  
Management Project ◽  
Managing Risk

This article is a desktop analysis of project risk management involving a project management institutional restructuring. The pragmatic nature of this research allows for the literature review and the document analysis to be integrated and presented as both a descriptive and analytical research. The analysis demonstrates that the project committee did not proactively manage project risk. The restructuring was a change management project, entailing the implementation of many organisational changes, such as restructuring, lay-off of some part of the administrative workforce, adoption of new technology, provision of new approaches to well-established procedures, and implementation of new performance initiative, the process which should have been managed with an effective integrated risk strategy and plan. Analysis of the restructuring project risk management exhibits little evidence of a systematic (computer based or manual) record that should have provided policies, procedures, and structures for managing risk. The article concludes that the restructuring risk process was inadequate and it could not have ensured a successful project. An analysis of the restructuring project risk monitoring and control exhibits a reactive rather than proactive application of risk management procedures. The analysis further indicates that the committee failed to make use of the various project risk management processes, standards, and guidelines. Based on the conclusions, the article recommends that project risk planning, strategy, control, and monitoring should be put in place for future institutional projects. The project management team should also put in place procedures for primary stakeholders engagements, identify and address their nature of interest and power in future risk management projects.

Project Expectation Management – A Quality Approach to Customer Satisfaction

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Karuna Devi Mishra ◽  
Dr. Sudarsanam
Keyword(s):  
Project Management ◽  
Customer Satisfaction ◽  
Project Managers ◽  
Market Place ◽  
Dynamic Approach ◽  
Project Environment ◽  
Project Governance ◽  
Expectation Management ◽  
Management Project ◽  
Quality Approach

This paper investigates the current challenges faced by the project managers in creating realistic expectations of customers in dynamic changing project environment which are created by rapid introduction of new unknowns, as they progress. One might say they are more akin to packing boxes of frogs without a cover, setting each thing right before a new challenge is faced. The difficulties posed by these projects are identified and the literature is reviewed for suitable approaches. Why do projects fail and what more is critical to the success of project? All projects are conceived with a vision to satisfy certain needs of the business. Hence, the beneficiary of these needs become key stakeholder. Appropriate participation of this key stakeholder in steering the project ensures the success of the project. Also businesses are impacted by competition and changing market place resulting in skewed expectation management. Managing expectations enhances the success of the project immensely. Now, goal of the project plays a pivotal role and hence respecting it, is an important task, in project management. Project governance is an important aspect which needs to change according to the requirements and requires a dynamic approach rather than a ‘rule book approach’.

Risks of Using Statistical Analysis Tools in Project Management Environments

2020 ◽  
Vol 7 (2) ◽  
pp. 1-19
Author(s):  
Brian J. Galli
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Statistical Analysis ◽  
Common Type ◽  
Systematic Search ◽  
Statistical Tools ◽  
Early Stages ◽  
Analysis Tools ◽  
The Common ◽  
The Relationship

The purpose of this study is to examine the risks of using statistical tools in a project basis. A systematic search of certain academic databases has been conducted for this study. Statistical tools could be used in a project, and they should be properly planned and designed. Statistical tools include major activities, such as collecting and analyzing data, providing meaningful interpretation, and reporting findings. When dealing with statistical tools, there are several risks that may exist and impact the project either positively or negatively. This study covers a brief outline of the risk management, statistical tools, and the relationship between the two concepts. Finally, a discussion of the common type of risks that are initiated by using statistical analysis tools are provided, which could be planned, identified, and analyzed in the early stages of the project.

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