Risk Management in Innovation Projects

2014 ◽  
Vol 638-640 ◽  
pp. 2338-2341 ◽  
Author(s):  
Boris Titarenko ◽  
Sergey Titov ◽  
Roman Titarenko
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Quantitative Methods ◽  
International Project ◽  
Qualitative And Quantitative ◽  
Quantitative Estimates ◽  
Management Association ◽  
Innovation Projects ◽  
Management Approaches ◽  
System Methodology

The report deals with projects risk management approaches and methods. The methods are based upon the main provisions of the following standards: International Competence Baseline, published by International Project Management Association – IPMA and National Competence Baseline published by Russian Project Management Association – SOVNET. It is known two types of risk management methods: qualitative and quantitative. Qualitative methods deal with procedures that reduce the risk of risk situations and the quantitative methods allow to produce quantitative estimates of the proposed activities using SOVNET system methodology.

Managing Information for a Risk Based Approach to Stakeholder Management

2015 ◽  
pp. 320-333
Author(s):  
Franco Caron ◽  
Fulvio Salvatori
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Management System ◽  
Quantitative Estimate ◽  
Stakeholder Management ◽  
International Project ◽  
Project Management System ◽  
Management Processes ◽  
Pipe Line

This paper proposes a risk based approach in order to obtain a quantitative estimate of the salience of the stakeholders involved in a project. The integration between stakeholders and risk management processes in the Project Management System allows us to realize a twofold objective: a quantitative estimate of the salience of each stakeholder in terms of the contribution to the overall project riskiness and an identification of the most effective responses as a function of the dynamics of the risks generated by each stakeholder. The proposed approach has been applied to an international project concerning the building of a pipe line.

Experience and Working Conditions of Project Managersin Poland – Research Report

2011 ◽  
Vol 22 (4) ◽  
pp. 0-0
Author(s):  
Rafał Łabędzki
Keyword(s):  
Project Management ◽  
Working Conditions ◽  
Project Manager ◽  
Project Team ◽  
International Project ◽  
Research Report ◽  
Team Members ◽  
Management Association

This paper reveals the project management reality in Polish organizations . Two groups of factors referring to the project manager are presented . The first one contains direct factors, i .e . these that can be influenced by the project manager himself: experience in project management (in years), level of certificate, sector of the economy . The second one comprises the indirect factors, which cannot be controlled by the project manager: number of projects carried out in the organization yearly, number of concurrent projects carried out in the organization, average project budget in the organization, average number of project team members . Conclusions are based on the research carried out in 2011 in cooperation with the International Project Management Association . Moreover, two hypotheses are verified, both refer to the Polish project management conditions .

scholarly journals Integrating risk management in the innovation project

2014 ◽  
Vol 17 (1) ◽  
pp. 25-40 ◽  
Author(s):  
John Bowers ◽  
Alireza Khorakian
Keyword(s):  
Risk Management ◽  
Case Studies ◽  
Process Model ◽  
Quantitative Methods ◽  
Innovation Process ◽  
Project Risk Management ◽  
Project Risk ◽  
Content Type ◽  
Innovation Projects ◽  
Innovation Project

Purpose – While innovation has many similarities to other forms of projects it is characterised by a high failure rate and the need to stimulate creativity. More explicit risk management could help in achieving success in innovation projects. However, too much or inappropriate risk management might stifle the creativity that is core to innovation. So, what project risk management should be applied and where in the innovation project? Design/methodology/approach – A theoretical framework is proposed which combines the generic innovation process with project risk management. The framework was used to analyse the current attitudes to managing innovation risk in a series of companies. Findings – The decision points of the stage-gate innovation process model provide an effective interface for incorporating project risk concepts. The general concepts appear most relevant to innovation management though it is useful to customise them to emphasise the particular characteristics of innovation projects. The experience of using the resultant combined model in a number of diverse case studies indicates the relevance of the model in understanding attitudes towards risk management in innovation. The analysis of the case study companies suggested that risk management needs to be applied in differential manner: simple, unobtrusive techniques early in the innovation life cycle with more substantial, quantitative methods being considered for later stages. Research limitations/implications – It would be useful to extend this research by examining more case studies from other countries and industries. Practical implications – The combined innovation and risk management model provides a framework that diverse companies can appreciate. The framework offers a basis for discussing the most appropriate form of risk management in different innovation-based industries. Originality/value – Although there are many separate models for innovation and project risk management described in the literature, there is very little discussion about explicitly combining these theories. This paper aims to help fill this gap in the knowledge.

scholarly journals Risk Management as a Process Security Tool

2019 ◽  
Vol 1 (1) ◽  
pp. 234-239 ◽  
Author(s):  
Anna Kiełbus ◽  
Dariusz Karpisz
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Literature Review ◽  
Rapid Prototyping ◽  
International Project ◽  
Management Process ◽  
Process Safety ◽  
Successful Completion ◽  
Management Processes ◽  
Risk Management Process

AbstractThe article presents the essence and significance of risk management processes in the project, as the key field for successful completion of the project, in the field of project management. Based on literature review, the methods and standards of risk management in the project as well as standards related to process safety were defined. The risk management process according to the PMBoK methodology was discussed as an example of an international project entitled 3DCentral – Catalyzing Smart Engineering and Rapid Prototyping.

The Study of Companies Sectoral Features Based on the Project Management Maturity Assessment Model

2019 ◽  
Vol 8 (1) ◽  
pp. 16-27
Author(s):  
А. Аксенова ◽  
A. Aksenova
Keyword(s):  
Project Management ◽  
Banking Sector ◽  
Assessment Model ◽  
International Project ◽  
Project Approach ◽  
Maturity Assessment ◽  
Management Association

Project management is evolving differently when formed in different environments. Therefore, in each sector there are a set of project management features. This paper discusses the sectoral features of companies by identifying differences in the level of maturity of project management between industries: IT, Construction, Banking sector. For the present study, entirely new project approach to maturity assessment - IPMA PEM, which was developed by the International Project Management Association, was used. The study revealed significant differences between the studied sectors according to 9 out of 20 criteria. On the basis of the obtained results, recommendations for increasing the maturity of project management and a development map for the studied industries were formed.

Project management

2021 ◽  
Author(s):  
David Citeladze
Keyword(s):  
Project Management ◽  
International Standards ◽  
Educational Institutions ◽  
International Project ◽  
Federal State ◽  
Educational Standards ◽  
Mba Students ◽  
Management Association ◽  
Training Courses ◽  
State Educational

The textbook summarizes modern concepts and approaches in the field of project management and is intended for studying training courses on project Management. The textbook materials are based on the recommendations of the International Project Management Association IPMA (International Project Management Association) and international standards ISO 21500 and ISO 21502. Meets the requirements of the federal state educational standards of higher education of the latest generation. For undergraduate, graduate and MBA students of higher educational institutions studying in the direction of "Management". It can be used in practical activities by managers and specialists involved in project management in organizations of various profiles.

Building IT Risk Management Approaches

2011 ◽  
pp. 244-264
Author(s):  
Jakob Holden Iversen ◽  
Lars Mathiassen ◽  
Peter Axel Nielsen
Keyword(s):  
Risk Management ◽  
Software Process ◽  
Software Process Improvement ◽  
Practical Experience ◽  
Management Approach ◽  
It Risk Management ◽  
Innovation Projects ◽  
Management Approaches ◽  
It Risk ◽  
Software Organization

This chapter shows how action research can help practitioners develop IT risk management approaches that are tailored to their organization and the specific issues they face. Based on literature and practical experience, the authors present a method for developing risk management approaches to use in real-world innovation projects. The chapter illustrates the method by presenting the results of developing a risk management approach for software process improvement projects in a software organization.

TEACHNIG PROJECT MANAGEMENT TO MANAGERS WITH REFERENCE TO INTERNATIONAL PROJECT MANAGEMENT ASSOCIATION PROJECT EXCELLENCE AWARD

2011 ◽  
Vol 161 (3) ◽  
pp. 397-406
Author(s):  
Jan BETTA
Keyword(s):  
Project Management ◽  
International Project ◽  
Management Association

This paper deals with PM training efficient and profitable for all stakeholders. The inspiration to write it was the author’s rich experience as a trainer and an IPMA Project Excellence Award Assessor. There are three reasons for writing the paper: to encourage managers to better prepare such training (formulation of needs and expectations by them), to indicate the main points of content and the method of training for inexperienced trainers and to promote the PE Award. The methodology used consisted in observation, interviewing and inquiring. Basic results are: showing managers the weight of needs and expectations formulation, the content and methods of training and PE Award promotion. Conclusions – training more profitable for companies and interesting for participants and trainers. The PE Award is more recognized worldwide.

scholarly journals Collaboration between IPMA and PMRP

2017 ◽  
Vol 4 ◽  
pp. 5435
Author(s):  
Helgi Thor Ingason
Keyword(s):  
Project Management ◽  
International Project ◽  
Management Research ◽  
Research And Practice ◽  
Management Association

The International Project Management Association (IPMA) was established by academics, research has always been acknowledged by IPMA and the association has supported research in different ways. We see it as our duty to share knowledge in project management, cooperate and facilitate cooperation between project management researchers and motivate project management researchers…and, by investigating specific areas, and thereby influencing the discipline. To achieve this we collaborate with other organisations that share our interest and I am glad to declare that IPMA will be collaborating with the journal Project Management Research and Practice.

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