Development of Risk Management Defense Extensions to the PMI Project Management Body of Knowledge

2003 ◽  
Author(s):  
Edmund H. Conrow
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Body Of Knowledge

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 Management vs Systems Engineering Approach to Project Risks Management

2020 ◽  
Author(s):  
D.V. Zlokazov
Keyword(s):  
Decision Making ◽  
Risk Management ◽  
Project Management ◽  
Systems Engineering ◽  
Project Manager ◽  
Management Systems ◽  
Negative Consequences ◽  
Project Risk ◽  
Body Of Knowledge ◽  
Project Risks

Risk management is a dynamically developing type of management. Risk management refers to processes associated with identification, risk analysis and decision-making, which include maximizing the positive and minimizing the negative consequences of risk events. Risk elimination is necessary to complete the project on time. Managing risks for a project manager can be easier with using several approaches described in this article. The article presents comparison of widespread approach to managing risks in projects with the set of instruments derived from systems engineering. These approaches are SEBoK (System Engineering Body of Knowledge) PM BoK and OMG Essence. Author tries to integrate sets of instruments present in various project management and systems engineering bodies of knowledge and show how ones derive from the others. Keywords: project, project management, risks of the project, risk management, systems engineering, stakeholders, project requirements, SEBoK

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.

Categorising on-site problems

2017 ◽  
Vol 17 (1) ◽  
pp. 90-111 ◽  
Author(s):  
Micael Thunberg ◽  
Martin Rudberg ◽  
Tina Karrbom Gustavsson
Keyword(s):  
Supply Chain ◽  
Project Management ◽  
Construction Project ◽  
Internal Validity ◽  
Internal Communication ◽  
The Body ◽  
Construction Project Management ◽  
Structured Interviews ◽  
Content Type ◽  
Body Of Knowledge

Purpose This study aims to identify and categorise common on-site problems from a supply chain management (SCM) perspective and to trace the origin of these problems in the construction project process, the supply chain or in the intersection between these processes. This allows for identification of how on-site problems affect SCM in construction projects and how they can be mitigated. Design/methodology/approach A literature review in combination with semi-structured interviews was used to identify on-site problems. This enabled triangulation and strengthened both construct validity and internal validity. Findings On-site problems can be categorised in one of the four following categories: material flows, internal communication, external communication or complexity. The first category has its origin in the supply chain, the second in the construction project process, the third in the supply chain-construction process intersection on site and the fourth in the construction project as a whole. The findings conclude that on-site problems often originate from construction companies’ lack of supply chain orientation. Research limitations/implications It is suggested that supply chain planning (SCP) can facilitate on-site problem mitigation in construction project management. This extends the body of knowledge of SCP in construction project management and supports the development of effective on-site construction project management. Practical implications The results show that SCP can aid construction project management in handling on-site problems earlier in the project process. Originality/value The main value lies in extending the body of knowledge in construction project management research by applying an SCM perspective and by introducing SCP to support more effective construction project management.

BIM-Risk System for Chinese International Contractors

2015 ◽  
Vol 719-720 ◽  
pp. 181-186
Author(s):  
Ya Ting Li
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Construction Industry ◽  
Cost Management ◽  
External Environment ◽  
Project Risk ◽  
Building Information Model ◽  
International Construction ◽  
Potential Problems ◽  
Building Information

As the external environment of the international construction project has become increasingly complex, risk management is emphasized in the project management. BIM(Building Information Model) has bring change to the Construction Industry in China. It has contributed to the schedule and cost management. However, BIM is not widely used to solve the problem of risk management. This thesis cites the possibility about BIM application to risk management and evaluates the progress it may bring to the process of risk management. Furthermore, a BIM-Risk System is proposed for Chinese international contractors to solve some major risks the international contractors may face. By using this system, the level of the project risk management will significantly improve. Then the barriers and the potential problems of applying BIM to risk management in China are analyzed. The BIM application to risk management has great value to be further researched.

scholarly journals PROJECT RISK MANAGEMENT BASED ON A SET OF BEST PRACTICES

2021 ◽  
Vol 26 (3) ◽  
pp. 79-86
Author(s):  
Agnieszka JĘDRUSIK
Keyword(s):  
Risk Management ◽  
Life Cycle ◽  
Project Management ◽  
Best Practices ◽  
Project Manager ◽  
Project Risk Management ◽  
Project Risk ◽  
Golden Triangle ◽  
Project Life Cycle ◽  
Project Life

The purpose of this article is to present the process of risk management in project management. The analysis was based on a comparison of two best practices of IPMA and PRINCE. Risk management differs significantly between the two approaches, but it is up to the organization to choose its own management, monitoring and methodology tailored to the specific industry or sector. Risk management is an important aspect of the entire project life cycle and must be monitored throughout the project life cycle to protect not only the budget but all areas of the so-called "golden triangle". A very important aspect is the organization's awareness that risk management is everyone's responsibility, not just the project manager. This paper presents two different approaches to project risk management in two different methodologies.

scholarly journals Exploring the Project Risk Management: Highlighting the Soft Side of Project Management

2021 ◽  
Author(s):  
Muhammad T. Hatamleh
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Leadership Style ◽  
Risk Attitude ◽  
Management Process ◽  
Participative Leadership ◽  
Project Risk ◽  
Analytical Skills ◽  
Risk Management Process ◽  
Process Groups

The majority of the approaches to managing project risk follow the logic of process groups. Project Management Institute (PMI) has 29 tools and techniques related to risk management process groups. Consequently, engineering and business schools have been accused of educating managers with sharp analytical skills but little understanding of social problems. The literature suggests that too much attention is focused on learning the techniques and formalities of risk management but not enough on the advanced issues of management. Also, the literature argues that there are two approaches to project management (hard and soft). The hard side only covers part of the managerial aspects which helps to manage foreseeable uncertainties. However, unforeseeable uncertainties need skills that related to soft side approaches such as emotional intelligence, navigating the organization’s culture, risk attitude, participative leadership style, and managing the relationship with stakeholders. This study provides an intensive review of the literature to discuss the need for integrating the hard and soft sides of management to achieve an effective risk management process. In addition, it proposes a conceptual framework that provides guidelines to enhance overall risk management efficiency.

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