Abstract:The implementation of a decision support system and decision-making plays an important role for the outcome on the objective of a project. As important tools, the knowledge from the internal and external of a project and the experiences of project managers and experts are significant assurances to make a better decision, therefore a better concrete aggregate alternatives decision. The purpose of this paper is the development of a Decision Making Aid model with alternatives decisions and solutions (DMAM) to help the process of decisionmaking. By choosing the most appropriate model and alternatives, the proposed model aims to solve given problems pinpointed on the -Framework for Classifying the Project Management Research‖. The model takes into account the complexity of the project and the existing alternatives decisions and solutions of previous cases. The results indicate that this model significantly reduces time and marginal error for decision-making. Key words: Decision making; Project management; Alternatives decisions; Decision aid Resumo: A implementação de um sistema de apoio à decisão e tomada de decisão desempenha um papel importante para o resultado no objetivo de um projeto. Como ferramentas importantes, o conhecimento interno e externo de um projeto e as experiências de gerentes de projetos e especialistas são garantias significativas para se tomar uma decisão melhor, portanto, uma melhor decisão a partir de alternativas concretas agregadas. O objetivo deste artigo é o desenvolvimento de um modelo de Ajuda a Tomada de Decisões com decisões e soluções alternativas (DMAM) para auxiliar no processo de tomada de decisão. Ao escolher o modelo e as alternativas mais adequadas, o modelo proposto visa resolver determinados problemas identificados no "Framework para a Classificação da Pesquisa em Gerenciamento de Projetos". O modelo leva em conta a complexidade do projeto, as decisões alternativas existentes e soluções de casos anteriores. Os resultados indicam que este modelo reduz significativamente o tempo e o erro marginal para a tomada de decisão. Palavras-chave: Tomada de Decisão; Gerenciamento de Projetos; Decisões Alternativas; Auxílio a decisão. RISUS -Journal on INTRODUCTIONA project that described as a complex system in a complex environment and the project management is the process designed to organize a project from start to finish. It is all the operational and the tactic that makes a project end in the equilibrium time, cost and quality. The interior of a project consists of several natures of activities, which are organized in the project network. The parameters of a project are multiple and above all multi-dimensional. The project is limited in time; non-repetitive.it consumes time, money, human and material resources. It requires coordination, and monitoring. A project meets its objectives by achieving results. These results are obtained through the execution of activities or tasks, supported by resources. The sequence of each activity constitutes a process; the disposal of human r...

The implementation of risk management plays critical role in an organization. The majority of SMEs find difficult to establish it in their organization. As important tools, the risk management factors can be eigther social or technical. And since most of these informal SMEs focus more on the technical engineering aspect of the society, this paper looking to find the technical factors that could positively influence the implementation of risk management. The purpose of this paper is the development of a Risk Implementation Aid Model with critical factors and constructs to help the process of implementing risk management. In general, the research is looking to answer our research question: "What are the technical factors for the successful implementation of RM in informal SME?" I.Unlike traditional management, ERM makes it possible to manage a fairly large range of risks in an optimized way,

Our research aims to highlight the critical factors for the success of the implementation of Risk Management in the informal SMEorganization. To this end, we establish a model, that is to say, a kind of reference framework capable of improving our knowledge of the determinants of successful implementation of ERM (enterprise risk management), on the one hand, and of guiding the companies involved in this establishment, on the other hand. Given the nature of ERM, we first study its current situation among the developing countries' informal SME (small and medium enterprise) to determine the critical difficulty of the its implementation and reflect on the next stage of the research. The results lead us to adopt a systems approach; that allowed us to: conceptualize the issues associated with the establishment of the ERM as a whole in the sense of identifying the elements and their attributes; to determine the relationships between this elements, and consider the complexities of integrated risk management promoted by ERM through the social aspect of the organization. As a general theoretical framework, we used socio-technical theory, which oriented our thinking towards constructs like strategic framework, employee involvement, support from management, structural arrangement and organizational climate, on the social side; Our research approach is exploratory with a correlational study design and survey research.We reduced the data using exploratory factor analysis. For the proper statistical modeling, we used structural equations by the partial least squares method. For this, we used the SmartPLS software and SPSS.The results are satisfactory and have allowed us to detect problems in the operationalization of certain constructs, validate some of the hypotheses, and to draw conclusions, which we have broken down at the beginning. These results also showed us that other factors could be considered, and others that are not necessary to consider in such a student intern. I.To resolve the problems inherent in traditional risk management methodologies in which each department operates in a silo by adopting its methods and techniques, researchers and management practitioners have set themselves the task of developing a process that considers all the risks systemically that the organization faces given Djamil Mohamed et al.