Intervening conditions on the management of project risk: Dealing with uncertainty in information technology projects

Kutsch, Elmar; Hall, Mark

doi:10.1016/j.ijproman.2005.06.009

Cited by 81 publications

(76 citation statements)

References 21 publications

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“…According Kutsch et Hall (2005), the risk management objectives are to reduce the impacts of adverse or unexpected events and not foreseen in the project. However, Raz et al (2002) asserts that projects tend to suffer unwanted results.…”

Section: The Context Of Risk Management (Rm)mentioning

confidence: 99%

Guidelines to Risk Management Maturity in Construction Projects

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Lima

Nascimento

et al. 2016

Braz. J. of Operations & Production Manag.

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Purpose -This article aims to provide the guidelines to assess the risk management maturity (RMM) of construction projects.Design/methodology/approach -This article presents a literature review of the main risk management models, which aims to support a survey research to define, according to experts, the market preference and knowledge of RMM models.Findings -We pointed out in this article a set of guidelines to direct the maturity analysis of RM in the Construction Industry and proposed a model matrix to help companies to evaluate the maturity of the RM of a whole project or each activity separately.Research limitations/Implications -Limitations of this article include the search options originally defined by the researches in literature review and concepts and measures chosen to be evaluated by experts in the survey. Other approaches could explore the implementation of a RMM model considering quantitative measures in others areas.Practical Implications -The article provide to construction companies a way to measure their risk management capacity against four standard levels of maturity, allowing them to make benchmarking and to improve and increase their ability to manage risk.Originality/value -We highlighted to professionals and academics which factors were essential seeking to improve the risk management continuously.Keywords: Risk Management Maturity; Risk Management; Construction Management. ABSTRACTABEPRO

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Section: The Context Of Risk Management (Rm)mentioning

confidence: 99%

Guidelines to Risk Management Maturity in Construction Projects

Caiado

Lima

Nascimento

et al. 2016

Braz. J. of Operations & Production Manag.

View full text Add to dashboard Cite

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“…It questions the assumptions underlying several studies that claim that good risk management is merely good IS project management (Kutsch andHall 2005, Bakker et al 2009) and fail to recognise that risk management itself should be a generic practice that should be practised in any large organisational change project. Because of the size and complexity of ERP implementations, they are unlikely to be achieved successfully if the whole enterprise into which it is being implemented does not consider the risk as part of a broader initiative, as provided by this new RAF.…”

Section: Discussionmentioning

confidence: 99%

Risk management in enterprise resource planning implementation: a new risk assessment framework

Dey

Clegg

Cheffi³

2011

Production Planning & Control

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International audienceEnterprise resource planning (ERP) projects are risky. But if they are implemented appropriately, they can provide competitive advantage to organisations. Therefore, ERP implementation has become one of the most critical aspects of today's information management research. The main purpose of this article is to describe a new ERP risk assessment framework (RAF) that can be used to increase the success of ERP implementation. In this article, through a case study based in a leading UK-based energy service provider, we demonstrate the new RAF, which has been shown to help identify and mitigate risks in ERP implementation. In contrast to other research, this RAF identifies risks hierarchically in external engagement, programme management, work stream and work package levels across technical, schedule, operational, business and organisational categories. This not only helped to develop responses to mitigate risks but also facilitates on-going risk control

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“…Project managers may implicitly defend the robustness and integrity of the plan and hence their own competence, denying or ignoring risks (Kutsch 2008;Kutsch & Hall 2005). Alternatively, they may not attend to early planning with the same attention and mindfulness they would in the absence of a subsequent formal risk review, the "audit" process providing an illusion of knowledge and control (Hammond et al 1998;Kutsch & Hall 2005).…”

Section: Flaws In a Post-planning Approach To Risk Eventsmentioning

confidence: 99%

“…Alternatively, they may not attend to early planning with the same attention and mindfulness they would in the absence of a subsequent formal risk review, the "audit" process providing an illusion of knowledge and control (Hammond et al 1998;Kutsch & Hall 2005). Responsibility for project success is then viewed implicitly as joint, diffusing ultimate accountability.…”

Section: Flaws In a Post-planning Approach To Risk Eventsmentioning

confidence: 99%

Risk management reconceived: reconciling economic rationality with behavioural tendencies

Murray‐Webster

Pellegrinelli

2010

PPPM

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Risk management practices as described in many leading texts feel counterintuitive to many practitioners and are frequently ignored, despite their being evidently logical and potentially valuable. Such practices are often conceived as a remedial post-planning, audit activity. This paper proposes an approach for dealing with project uncertainty and risk, grounded in economics and taking into account behavioural biases and heuristics. The proposed approach is argued to be an enhancement to conventional risk management practices and one that can serve organisations better while also aligning to experienced practitioners' intuitive approaches. In particular, we argue: that the focus should be on adding economic value rather than reducing risk per se; that opportunity gain/loss is a superior metric for gauging potential impacts of risky events; and that creation of real options should be emphasised as part of the repertoire of generic response actions to risk. The approach also supports the integration and handling of uncertainty and risk as part of holistic project planning and control.

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Intervening conditions on the management of project risk: Dealing with uncertainty in information technology projects

Cited by 81 publications

References 21 publications

Guidelines to Risk Management Maturity in Construction Projects

Guidelines to Risk Management Maturity in Construction Projects

Risk management in enterprise resource planning implementation: a new risk assessment framework

Risk management reconceived: reconciling economic rationality with behavioural tendencies

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