Risk Type and Behavioural Bias

2018 ◽  
Vol 7 (4) ◽  
pp. 21-36
Author(s):  
Geoff Trickey
Keyword(s):  
Project Management ◽  
Human Factors ◽  
Employee Participation ◽  
Individual Risk ◽  
Mutual Trust ◽  
Workplace Behavior ◽  
Bottom Line ◽  
Subjective Approach ◽  
Technical Advances

There are two distinct approaches to risk. Firstly, the ‘objective' approach is numeric, probabilistic and focused on the risk itself; it is concerned with people in general rather than in individual terms. Secondly, the ‘subjective' approach recognizes that risk issues have personal and individual dimensions. It is argued that the progress achieved by technical advances in project management are being stalled by failure to make similar advances in addressing Human Factors. Reliance on ever-tightening controls and micro-managing workplace behavior or pursuing zero safety incidents can be counterproductive both for compliance and for the bottom line if individual risk dispositions are not part of the solution. Professional, regulatory and standards bodies increasingly emphasize employee participation and risk leadership as important for the mutual trust and respect necessary for safety objectives to be fully realized. This article reports how Risk Type is impacting these issues.

Getting to Grips with Behavioural Bias

2017 ◽  
pp. 220-247
Author(s):  
Geoff Trickey
Keyword(s):  
Project Management ◽  
Individual Differences ◽  
Human Factors ◽  
Employee Participation ◽  
Workplace Safety ◽  
Project Managers ◽  
Mutual Trust ◽  
Bottom Line ◽  
Technical Advances ◽  
Assessment Techniques

The author discusses whether the impressive progress achieved by technical advances in project management have been stalled by failure to make similar advances in addressing the Human Factors. This imbalance may, he believes, be contributing to challenges being widely experienced in dealing with a residual ‘rump' of workplace safety incidents, for example. He argues that ever tightening the controls and micro-managing workplace behaviour or pursuing zero safety incidents can be counterproductive both for compliance and for the bottom line. Professional, regulatory and standards bodies increasingly emphasise the importance of employee participation and risk leadership in achieving the mutual trust and respect necessary for objectives to be fully realised. He advises that project managers need to appreciate distinctive and deeply rooted individual differences in the behavioural dispositions of individual employees and proposes that readily available assessment techniques that address these issues should be added to their toolkit.

scholarly journals Understanding Practices and Critical Success Factors of FDA Human Factors Validation Projects – Preliminary Findings

2020 ◽  
Vol 9 (1) ◽  
pp. 166-175 ◽  
Author(s):  
Katia M. Rojas ◽  
Leon Cosler ◽  
Daryl L. Santos
Keyword(s):  
Project Management ◽  
Human Factors ◽  
Critical Success Factors ◽  
Online Survey ◽  
Success Factors ◽  
Assessment Tool ◽  
Service Providers ◽  
Negative Impact ◽  
Critical Success ◽  
Key Stakeholders

Since the FDA published guidance on the application of human factors engineering to medical devices and combination products, the concerns about the quality and success of human factors validation projects have put a strain on key stakeholders. Failed HF validation submissions can have serious negative impact not only on manufacturers and HF service providers, but also on the regulatory system and patients. Previously, we remarked on the need for alignment between key stakeholders, and strategies that increase the quality and success of HF validation projects. Leveraging the application of project management was recommended for that purpose. However, there is currently no research about characteristics, practices and critical success factors of these projects. An online survey instrument was developed tailored to this specific context to inform the development of an industry-focused project management maturity assessment tool (which will be Phase II of this research). In this opportunity, the high-level, preliminary findings are presented and briefly discussed. This effort contributes much needed literature regarding the current practices and factors that influence the quality and success of FDA HF validation projects.

scholarly journals Pythagorean 2-Tuple Linguistic VIKOR Method for Evaluating Human Factors in Construction Project Management

Mathematics ◽  
2019 ◽  
Vol 7 (12) ◽  
pp. 1149 ◽  
Author(s):  
Tingting He ◽  
Guiwu Wei ◽  
Jianping Lu ◽  
Cun Wei ◽  
Rui Lin
Keyword(s):  
Project Management ◽  
Human Factors ◽  
Construction Projects ◽  
Safety Management ◽  
Construction Project ◽  
Construction Project Management ◽  
Vikor Method ◽  
Multiple Attribute ◽  
Todim Method ◽  
Reform And Opening Up

Since the reform and opening up, Chinese economic and social development has undergone great changes, and the people’s living standards have improved markedly. For the national economy, the engineering construction is not only a carrier for specific economic tasks, but also a driving force for rapid and sustained economic development. With the continuous expansion of the scale of construction projects, safety management problems of construction projects are constantly exposed. How to effectively avoid accidents has become an important issue to be solved urgently in the construction industry. This paper mainly evaluates human factors in the process of construction project management, such as workers’ proficiency, workers’ safety awareness, technical workers’ quality, and workers’ emergency capacity, with the purpose of helping China’s construction projects proceed smoothly. In this research, we provide a multiple attribute group decision-making (MAGDM) technique based on Pythagorean 2-tuple linguistic numbers (P2TLNs) and the VIseKriterijumska Optimizacija I KOmpromisno Resenje (VIKOR) method for evaluating the human factors of construction projects. P2TLNs are used to represent the performance assessments of decision makers. Relying on a P2TLWA operator, P2TLWG operator, and the essential VIKOR method, a general framework is established. An application is presented to test the validity of the new method, and a comparative analysis with two algorithms and the P2TL-TODIM method is illustrated with detail.

Coordination of I&C Design With the Obligatory Consideration of Human Factors: A Project Management Approach

2016 ◽  
Vol 2 (4) ◽  
Author(s):  
Silvia Sanz ◽  
Antonio Ciriello ◽  
Wolfgang Krause ◽  
Asriel Eisinger
Keyword(s):  
Project Management ◽  
Human Factors ◽  
Management Approach ◽  
Plant Design ◽  
Monitoring And Control ◽  
Task Support ◽  
Automation Systems ◽  
Management Procedures ◽  
Plant Monitoring ◽  
And Control

Human factors engineering (HFE), such as other engineering disciplines involved in plant design, cannot be considered retroactively. The engineering principles and methods derived from deep knowledge of the cognitive and perceptual capabilities and limitations of the plant’s “human element” are applied instead throughout the plant design. Focusing HFE efforts, the plant’s HMI is designed to ensure effective and error-free performance of the monitoring, control, and administrative tasks allocated to the control-room crew. A project’s HFE program prescribes three main steps (1) The task analysis and the analyses of plant monitoring and control functions to identify those to be performed manually (all others are performed automatically, or in a combination of manual and automatic, while still manually monitored) and determine in turn the HMI inventory of information displays, controls, alarms, and operating procedures required to support their performance. (2) The guided design of the plant’s HMI, ensuring its compliance with HFE principles and the completeness and correctness of the task support it provides. (3) The subsequent evaluation of operator performance, trained to follow the operating procedures and use of the HMI. Authors’ experience shows that the three following required steps pose challenges to project execution: (1) the acquisition and analysis of the multidisciplinary functional requirements (related to plant monitoring and control); (2) the likely interdisciplinary analysis and how fulfillment of these requirements shall be allocated to I&C automation systems or operators (or both); and (3) the HFE-guided HMI design and validation. An additional fourth challenge poses a timely and cost-effective application of HFE to I&C engineering, which can be achieved by adequate planning and project management procedures. This paper aims to summarize some of our industrial experiences gained in new builds and modernization projects of nuclear power plants around the world.

Corporate Memory: Lessons Learned from Innovative Human Factors Researchers

1996 ◽  
Vol 40 (4) ◽  
pp. 274-277
Author(s):  
Robert J. B. Hutton ◽  
Gary Klein
Keyword(s):  
Project Management ◽  
Problem Solving ◽  
Human Factors ◽  
Air Force ◽  
Lessons Learned ◽  
Research Projects ◽  
Management Skills ◽  
Project Leadership ◽  
Decision Method ◽  
Corporate Memory

Lessons learned from experienced researchers can provide an invaluable resource for any organization. The purpose of this project was to interview successful researchers from the Armstrong Laboratory (AL/HEA) at Wright-Patterson AFB to learn from some of their successful projects. The ultimate goals of the project were threefold: to provide AL/HEA with an alternative way to capture and describe the successes of their researchers; to identify themes that emerged from these projects regarding researchers' problem-solving, project leadership, and project management skills; and finally, to provide recommendations to the organization which would promote and support ways to increase opportunities for successful projects. Eleven interviews were conducted. Each of the researchers was interviewed about a project that had provided some concrete benefit to the Air Force. We used a form of the Critical Decision method to elicit 15 accounts. Several themes were identified that characterized the research projects, and recommendations were made to encourage the initiative of laboratory personnel and increase opportunities for successes.

scholarly journals Portfolios, programs, and projects in strategic marine-fisheries sustainability and blue growth: a case study in Indonesia

2021 ◽  
Vol 919 (1) ◽  
pp. 012012
Author(s):  
W S Ciptono ◽  
Suadi ◽  
S A Cahyacipta ◽  
Bagaskara
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Maturity Model ◽  
Marine Fisheries ◽  
Bottom Line ◽  
Sustainable Solutions ◽  
Fisheries Sustainability ◽  
Blue Growth ◽  
Critical Problems

Abstract The purpose of the study was to design the development of creative and sustainable solutions to critical problems of marine and fisheries through Portfolio, Programme and Project Management Maturity Model (P3M3) in order to execute strategic marine-fisheries sustainability and blue growth: a case study in Indonesia. This model can help marine-fisheries businesses deconstruct the problems of existing industries and create a new (innovative) policy based on the alignment of macro level (portfolio management), meso level (programme management) and micro level (project management) by providing superior value of Triple Bottom Line (economic-social-deep ecological environment) to the stakeholders and the generations for today and future forevermore.

CAMES

2016 ◽  
pp. 531-544
Author(s):  
Peter Smith ◽  
Olaf Cames
Keyword(s):  
Project Management ◽  
Action Research ◽  
Private Sector ◽  
Human Factors ◽  
It Projects ◽  
Public And Private ◽  
New Approach ◽  
The Public ◽  
Economic Issues ◽  
Public And Private Sector

The majority of IT Projects are not successful and fail for non-technical reasons, despite the fact that numerous project management methodologies exist in the marketplace and are now in common use in organisations. As the CHAOS report from Standish Group documents, this remains an important and current issue (Dominguez, 2009; The Standish Group International Inc., 2013). The fact is that for more than 20 years the majority of IT projects have failed; largely as a result of human factors and communication issues. This leads to enormous economic issues for organisations in the public and private sector. This chapter proposes a new approach to project management which addresses the human factor and issues of communication. The proposed approach is novel and applies principles drawn from philosophy and action research to produce an approach which has the potential to radically change the way in which projects are managed. The approach is discussed in terms of practice and the academic literature and is applied to two project simulations.

Project flexibility and creativity: the moderating role of training utility

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Olajumoke A. Awe ◽  
E. Mitchell Church
Keyword(s):  
Project Management ◽  
Social Interaction ◽  
Organizational Support ◽  
Critical Role ◽  
Project Managers ◽  
Mutual Trust ◽  
Management Scenarios ◽  
Content Type ◽  
Good Communication ◽  
Communication Environment

PurposeThe purpose of this paper is to study project management performance measures by analyzing how training utility affects the relationships between mutual trust, social interaction and creativity as well as mutual trust, social interaction and flexibility in projects.Design/methodology/approachUsing training utility and organizational support theory, eight hypotheses were developed. Responses from 279 project management professionals in the USA were collected. The hypotheses were then tested using partial least squares (PLS) and regression with the PROCESS macro approach.FindingsThe results suggests that the communication environment indeed has an important role in fostering creative and flexible project managers. Additionally, the study shows that organizations can actively improve the influence of the communication environment on project management creativity through training efforts. Interestingly, these findings may not hold for project manager flexibility.Practical implicationsIn today's project management world, organizations need project managers who quickly adapt to changing project management scenarios. To do this, project managers need to be creative, generating new and novel ideas, as well as flexible when converting ideas into action. Organizations often possess large amounts of knowledge, and project managers rely on good communication practices to access this knowledge in response to the required changes in the project domain.Originality/valueThe study includes contributions to theory and empirical research in project management by analyzing the critical role training utility has on the firm communication environments and its outcomes. The study shows that organizations can take an active role by investing in resources to promote flexibility and creativity in projects.

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