scholarly journals Integrated anti-risk management of conflicts of a scientific project in a behavioral economics

2020 ◽  
pp. 4-14
Author(s):  
D Bedrii
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Behavioral Economics ◽  
Conflict Management ◽  
Conceptual Modeling ◽  
Project Manager ◽  
Negative Consequences ◽  
Hr Management ◽  
Scientific Project ◽  
Management Conflicts

The object of the research is the processes of managing uncertainties such as risks, conflicts, and factors of behavioral economics, which may have negative consequences for a scientific project. The study revealed that the success of any project depends on the ability of the project manager to effectively manage his team to meet the values of each stakeholder and the goals of the project itself. To solve this goal, it is necessary to complete the following tasks: - analysis of methods of integration of risk management, conflicts, and factors of behavioral economics; - justification of the necessity to build integrated anti-risk management of conflicts in behavioral economics; - to carry out conceptual modeling of integrated anti-risk conflict management in behavioral economics. A conceptual model of integrated anti-risk management of conflicts of a scientific project in the context of behavioral economics is proposed, built on the basis of the "Change Management Iceberg" model. The management of scientific projects has been further developed through the integration of methodologies: project management, the theory of stakeholders, risk management, HR management, conflict management, and behavioral economics. A conceptual scheme of integrated anti-risk management of conflicts of a scientific project in behavioral economics has been developed, which allows a project manager to manage uncertainties (risks, conflicts, factors of behavioral economics). Research refers to the project management methodology and improves it by integrating the processes of risk, conflict, and behavioral economics management into one process. The main goal of the study is to reduce and eliminate all negative consequences in a scientific project, to complete it within the approved budget, terms, and a certain quality.

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

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 METHOD OF RISK MANAGEMENT OF SCIENTIFIC PROJECT IN CONDITIONS OF UNCERTAINTY AND BEHAVIORAL ECONOMICS

2021 ◽  
pp. 13-20
Author(s):  
Dmytro Bedrii
Keyword(s):  
Risk Management ◽  
Behavioral Economics ◽  
Stakeholder Management ◽  
General Rule ◽  
Negative Effects ◽  
Complete Uncertainty ◽  
Integrated Risk ◽  
Quality Product ◽  
Scientific Project ◽  
Integrated Risk Management

The success of any project is to achieve the goal, get a unique product and meet the needs of stakeholders. Scientific projects are not an exception to the general rule, but have their own specifics and characteristics, in particular: complexity. The implementation of scientific projects takes place in conditions of complete uncertainty in the development of science, technology and engineering. To ensure the success of scientific projects, integrated risk management of scientific projects in conditions of uncertainty and behavioral economics was proposed. In order to implement it, it is proposed to develop methods of integrated risk management of stakeholders of scientific projects in conditions of uncertainty and behavioral economics, which take into account the assessment of personnel risks, conflicts and behavioral economics, as well as the calculation of "toxicity". These methods will help increase the efficiency of stakeholder management of scientific projects by reducing the negative effects of personnel risks, conflicts and behavioral economics. This study proposes the stages of integrated risk management of stakeholders of scientific projects in conditions of uncertainty and behavioral economics, based on the conceptual model of integrated risk management of scientific project conflicts in behavioral economics and the corresponding mathematical model. In addition, schemes for the implementation of the method of integrated risk management of stakeholders of scientific projects and the method of calculating indicators of "toxicity" of stakeholders of scientific projects are presented. The application of these methods will increase the efficiency of stakeholder management of scientific projects at the stage of initiation in the process of forming a register of project participants. In addition, they will reduce the likelihood of personnel risks, conflicts and behavioral economics associated with stakeholders in the implementation of scientific projects and will ensure the success of their implementation, obtaining a quality product and meeting the needs of stakeholders.

The Impact of the Project Manager on Project Management Planning Processes

2002 ◽  
Vol 33 (3) ◽  
pp. 58-64 ◽  
Author(s):  
Shlomo Globerson ◽  
Ofer Zwikael
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Poor Quality ◽  
Project Planning ◽  
Project Managers ◽  
Project Manager ◽  
Risk Management Process ◽  
Planning Processes ◽  
Tools And Techniques ◽  
The Impact

If a project is to be successfully completed, both planning and execution must be properly implemented. Poor planning will not allow appropriate execution and control processes or achievement of the project's targets. The objective of the study reported in this paper is to evaluate the impact of the project manager on the quality of project planning processes within the nine knowledge areas defined by A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and to determine ways of increasing the effectiveness of the manager's intervention. Participants in the study evaluated their use of the 21 processes that relate to planning, out of the 39 processes required for proper project management. The results of the study reveal risk management and communications as the processes with the lowest planning quality. Poor quality in these areas results when project managers lack the formal tools and techniques for dealing with communications and the functional managers are not equipped with the tools and techniques that will allow them to effectively contribute to the risk management process. Improving quality planning processes requires the development of new tools in areas such as communications, as well as organizational training programs designed for the functional managers.

scholarly journals Application of Duration Measure in Quantifying the Sensitivity of Project Returns to Changes in Discount Rates

2019 ◽  
Vol 9 (1) ◽  
pp. 13
Author(s):  
Vahidreza Yousefi ◽  
Siamak Haji Yakhchali ◽  
Jolanta Tamošaitienė
Keyword(s):  
Monte Carlo Simulation ◽  
Risk Management ◽  
Monte Carlo ◽  
Project Management ◽  
Discount Rate ◽  
Construction Projects ◽  
Project Manager ◽  
Management Systems ◽  
Duration Measure ◽  
The Relationship

In this research, the concept of Duration with a new application in project management has been defined. The Duration of each project provides the project manager with a combined measure containing concepts of return, cost and time of the project. Further in this article, the changes in project return, based on different assumptions such as discount rate, have been examined. To examine the effect of the changes in these factors, the Monte Carlo simulation has been used. The relationship between these factors is nonlinear which reflects the great importance of investment on appropriate risk management systems. The data from a set of construction projects have been used in order to verify the results of this study. Similar relationships can be expected to exist in other industries as well.

scholarly journals SYSTEM APPROACH TO PROJECT MANAGEMENT IN CONDITION OF BEHAVIORAL ECONOMY

2021 ◽  
pp. 43-49
Author(s):  
Valentina Molokanova ◽  
Inna Hordieieva
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Behavioral Economics ◽  
Human Behavior ◽  
Project Manager ◽  
Systemic Approach ◽  
Behavioral Approach ◽  
Integration Methods ◽  
Methodological Approaches ◽  
The Impact

Human behavior is the most common cause of project management failure. Behavioral economics is interdisciplinary in nature and allows you to identify the psychological basis for making a project manager decisions that lead to success or failure in projects. The personality of the project manager, project teams, and a special project environment continue to dominate the analysis of human behavior in project management. The article may be of interest to scientists and project management practitioners. The aim of the work is to study the principles of decision-making in project management and the influence of behavioral economics on them. The objectives of the article are to determine the impact of behavioral economics on project management as a system, to compare the methods of hard and soft systems approaches in planning and decision-making, to develop principles and sequence of actions for project integration. Methods. When writing the article, a behavioral approach, a systematic approach, decision-making methods, heuristic methods, a soft systemic approach, a hard systemic approach, a logical-structural approach, and integration methods were used. The results of the work are to harmonize the principles of PMBoK project management standards of the announced 7th edition, ISO 21500, ISO / IEC 15288 with the principles of the management economics approach. Providing system integration based on a soft systemic approach to management, allows to more fully take into account the human factor when making decisions and serve as a tool for implementing the principles of behavioral economics. A comparative analysis of the hard and soft systemic approaches is carried out and their main differences are identified. Effective integration requires organizational, administrative and behavioral skills in managing people. The principle of innovation, the principle of flexibility to change, the principle of combined compensation and the principle of combined value are the four principles of integration. Scientific novelty. The work further developed methodological approaches to substantiating the creation and further formation of a unique mental space for project activities, by ensuring the using of methods and approaches of behavioral economics. Practical significance. The results obtained are aimed at improving methodological approaches to decision-making in project activities based on ensuring the implementation of the principles of behavioral economics. Ensuring the principles and sequence of actions for the integration of the project is aimed at increasing the number of successfully implemented projects.

FORMALIZED DESCRIPTION OF THE PROCEDURE OF INFORMATION SYSTEM RISK MANAGEMENT

2018 ◽  
pp. 61-70
Author(s):  
Svetlana Sergeevna Kozunova ◽  
Alla Grigorievna Kravets
Keyword(s):  
Information System ◽  
Risk Management ◽  
Negative Consequences ◽  
Management Procedure ◽  
System Risk ◽  
Weak Points ◽  
Formalized Description ◽  
Relationship Of ◽  
The Relationship ◽  
Further Development

The article highlights the aspects of risk management in the information system. According to the analysis of the work of Russian and foreign scientists and world practices in the field of risk management, it is stated that there is a need to improve the effectiveness of risk management of information system and to develop a method for managing the risks of the information system. As a solution to the problem of effective risk management of the information system, there has been proposed a formalized procedure for managing the risks of the information system. The scientific novelty of this solution is the use of decision space and optimization space to reduce risks. This procedure allows to assess the damage, risk and effectiveness of risk management of the information system. The risks of the information system are determined and analyzed; a pyramidal risk diagram is developed. This diagram allows you to describe the relationship of risks with the components of the information system. The negative consequences to which these risks can lead are given. The analysis of methods and approaches to risk management has been carried out. Based on the results of the analysis, the methods GRAMM, CORAS, GOST R ISO / IEC scored to the maximum. The weak points of these methods and the difficulty of applying these methods in practice are described. The developed formalized risk management procedure to control the risks of information system can be used as management system’s element of the information security quality that complies with the recommendations of GOST R ISO / IEC 27003-2012. The prospect of further development of the research results is the development of management systems of risk of information system.

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