scholarly journals The impact of Risk Identification on IT Project Delivery in Qatar Public Sector

2021 ◽  
Author(s):  
Mutaz Oshi ◽  
Emad Abushanab
Keyword(s):  
Risk Factors ◽  
Risk Management ◽  
Project Management ◽  
Public Sector ◽  
Positive Impact ◽  
Project Delivery ◽  
Project Risk ◽  
P Values ◽  
It Project ◽  
The Impact

Unmanaged project risks can jeopardize the project's success and outcome. To assist project managers in overcoming or reducing the impact of project risk, several risk management models and standards have been established. This study is aimed to assess the impact of identified IT project risk factors on project delivery (satisfaction) in Qatar’s public sector. A questionnaire consisting of identified risk factors was developed by reviewing related literature. Data were collected from the target sample and analyzed using SPSS and SmartPLS. The results demonstrated the impact of each of the nine identified risk factors with the dependent variable project delivery (satisfaction). The hypotheses analysis showed five hypotheses H1, H2, H5, H6, and H8 supporting the literature with a positive impact on project delivery (satisfaction). Those factors are namely, the Stakeholders, Business Process, Organizational, Technical, and Schedule with significant P-values of 0.030, 0.002, 0.028, 0.023, and 0.001, respectively. The other four hypotheses H3, H4, H7, and H9 are inconsistent with the literature, with (insignificant) high P-values resulting in a negative impact on project delivery (satisfaction). Those factors are namely, Project Management, Human resources, Budget, and External with P-values 0.164, 0.605, 0.096, 0.225, respectively. The researcher recommends that project management professionals consider the five identified risk factors with a positive impact as the most critical IT risk factors; the research findings serve as a foundation and guideline to help the project management community avoid project pitfalls commonly associated with poor risk management and project failure.

scholarly journals Risk management in the project management system

2021 ◽  
Vol 2021 (4) ◽  
pp. 8-17
Author(s):  
Aleksey Bobryshev ◽  
Nelli Agafonova
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Management System ◽  
Swot Analysis ◽  
Effective Management ◽  
Internal Environment ◽  
Analysis Method ◽  
Project Risk ◽  
Project Management System ◽  
The Impact

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, a project risk register was formed.

The Research of International EPC Project Risk Factors - A Case Study of Congo (Brazzaville), State Highway 1

2013 ◽  
Vol 438-439 ◽  
pp. 1958-1963
Author(s):  
Wan Cai Xu ◽  
Zhou Ya Wang ◽  
Cheng Shen ◽  
Xiao Dong Li
Keyword(s):  
Risk Factors ◽  
Risk Management ◽  
Project Risk Management ◽  
Project Risk ◽  
Construction Enterprises ◽  
State Highway ◽  
Theoretical Application ◽  
Congo Brazzaville ◽  
The Impact

This research focuses on the risk management of the international EPC project of Congo (Brazzaville) State Highway 1. By grading the importance and the probability of risk factors occurring, the impact of risk factors can be found and the corresponding measures can be come up with. It provides reference to the similar international EPC project risk management, and promote the competence of Chinese construction enterprises in risk management and theoretical application.

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.

scholarly journals Identification and Qualitative Evaluation of Risk Factors in the Construction Projects in Iraq

2021 ◽  
Vol 14 (2) ◽  
pp. 91-101
Author(s):  
Noor Aletby ◽  
Hafeth Ibrahim
Keyword(s):  
Risk Factors ◽  
Risk Management ◽  
Construction Projects ◽  
Qualitative Evaluation ◽  
Qualitative Assessment ◽  
Management Process ◽  
Risk Management Process ◽  
Questionnaire Method ◽  
High Level ◽  
The Impact

Construction projects in Iraq face many dangers that cause exceeding the estimated cost of the project and not completing the project on time, and since the risk management process in construction projects is of great importance in controlling and reducing the impact of risks in construction projects, so it is necessary to identify these risks and evaluate them correctly in order to increase accuracy and the health of the subsequent stages of the risk management process in construction projects. This paper aims to identify the most important risks in construction projects in Iraq and to conduct a qualitative assessment of the identified risks and arrange them according to their importance. The researcher adopted the questionnaire method as a tool to determine the risks and used the technique of probability and effect matrix to conduct the qualitative assessment of the identified risks. The study found that there are 48 risk factors that constitute the most dangerous factor in construction projects in Iraq, and 10 of the determining factors were within the high level of risk, and at the forefront of which was the inability of the owner to finance the project.

Comprehensive Project Risk Management Methodology

2021 ◽  
Vol 8 (1) ◽  
pp. 94-115
Author(s):  
Luis F. Copertari
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Critical Path ◽  
Three Dimensions ◽  
Project Risk Management ◽  
Time Cost ◽  
Due Date ◽  
Project Risk ◽  
Computer Screen ◽  
Optimal Cost

The objective of this paper is to introduce and discuss the basics of a methodology called the Probabilistic Critical Path Method (PCPM) for managing the previously identified risks (uncertainty) of the three project management dimensions: time, cost and return (performance). An interactive Graphic User Interface (GUI) has been designed for visualizing the tradeoffs among these three dimensions as well as their uncertainties on a flat computer screen. The user can choose to visualize the probability of failure (exceeding some user given due date, budget or not exceeding a given Minimally Attractive Rate of Return – MARR) or the probability of success (not exceeding the due date and the budget and exceeding the MARR). PCPM allows for comprehensive project risk management and it constitutes a new integrative project risk management framework. This paper shows that it is possible to integrate all three project management dimensions (time, cost and return) and show their known risks as well as determining the optimal cost and the associated time and return for such optimal cost. Finally, it is possible to interactively show all this multidimensional information on a flat computer screen.

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