Innovative Ways to Implement Risk Management in Infrastructure Projects

Abstract

In this paper an innovative, scientifically developed, and in practice tested approach for implementing risk management in infrastructure projects is introduced. There are two main objectives of this paper: (1) raising awareness about the inherent and often undervalued complexity of implementing risk management and (2) providing a route to implementing risk management in infrastructure projects. The innovative approach focuses on developing organizational conditions for effectively, cost-efficiently, and routinely applying risk management by balancing three dimensions: (1) the risk management method, (2) the project organization, and (3) the individual human factor. For facilitating, designing, and executing a well-planned risk management implementation process, a toolbox has been developed. Using this risk management implementation toolbox in over 15 organisations proved to facilitate embedding risk management in projects. Because the presented organization-focused and managerial way of risk management implementation is still rather new, a lot of additional researches on this topic is highly recommended.

Identifying Factors to Improve Transportation Asset Management Program Sustainment: Applying Implementation Research and Change Management Principles

“…For TAM program implementation to proceed effectively, it is important to have clear program goals and a vision of the way forward to set the standard for what is to be achieved with the implementation effort (22,28,29,(34)(35)(36). A flawed understanding of the goals of an innovation can result in failure to address the problem the innovation was established to address.…”

“…While change implementation occurs within the boundaries of an organization, contextual factors such as the political, social, and organizational setting, interorganizational networks and collaborations, and stakeholder involvement have been found to be important factors (21,25,26,36,40). Generally, some level of cooperation between agencies can enhance effectiveness, especially for programs mandated at a national scale.…”

“…Furthermore, outside counsel can be used to overcome potential challenges such as the general resistance to changing standard operating procedures (38). In fact, van Staveren goes as far as proposing that in change implementation, limited transparency toward stakeholders can be an indicator of ineffective and inefficient implementation (36).…”

“…During implementation, one factor that can bolster success and influence program sustainment is the existence of short-term successes and benefits that are relatively easy to monitor (25,34,36). Although there is general agreement on the benefits of TAM, many are realized in the long term, reducing the observability of this change.…”

“…One of the most common factors that can influence the success of a change implementation process is the concept of a champion or change leader, preferably in a senior position in the organization, who is able to motivate other employees (25,26,41,38,40). In particular, dedicated leadership and commitment from an organization's management can be crucial for programs that can easily become checkbox exercises in the agency (36). It has been argued that although senior managers often initiate the change process, implementation relies on lower level leadership (31), and as such, support from other leaders throughout the agency is just as important, if not more critical, than top leadership support (28).…”