Offering a Framework for Evaluating the Performance of Project Risk Management System

Khameneh, A.; Taheri, Alireza; Ershadi, Mahmoud

doi:10.1016/j.sbspro.2016.06.165

Cited by 32 publications

(20 citation statements)

References 4 publications

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“…A greater share of articles on risk was expected in the projects, as it was characterised as significant in the period 2000-2015 in the work of Padalkar, and Gopinath (Padalkar, and Gopinath, 2016), and as one of the main trends in the period 2006-2012 in the work of Pollack and Adler (Pollack, and Adler, 2015). It also seems that some of the project failures are due to neglect in this matter (Masár et al, 2019;Teller, and Kock, 2013;Khameneh et al, 2016). Articles dealing with uncertainty in the project (11 articles) have also been included in this area, as there is a close relationship between uncertainty and risk (Lachhab et al, 2017).…”

Section: Discussionmentioning

confidence: 99%

Achievements to date and existing research gaps in project management in the light of literature studies

Mindur¹,

Managemen²

2020

SPSUTOM

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The purpose of this article was to identify current development directions and potential research gaps in project management. Design/methodology/approach: The method of systematic review of articles published in the Elsevier-Science Direct database in the years 2000-2019 was used, where the search phrase was "project management" and the type of articles was "research articles". In order to answer the research questions posed, an additional method of analysis and criticism of the literature was used. Findings: The following conclusions were drawn from the analysis of the articles: a) almost a third of them concerned the practical application of PM issues in one clearly defined sector of the economy, with the most common reference being to the building sector and IS/IT, b) most articles were created in English-speaking countries (47%), c) the largest number of articles concerned the area of human resource (HR) management, including many subjects of qualifications and leadership, d) of the ten areas of knowledge specified in PMBoK, "HR" and "scheduling/time" were the most popular, followed by risk-related issues. Practical implications: The findings of this article would contribute to building a strong and coherent theory and identify best practices in project management. Originality/value: The most important achievement is the recognition of two areas of knowledge-lean management and game theory-where little research has been done so far, and whose solutions and methods could be successfully implemented inside PM.

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Section: Discussionmentioning

confidence: 99%

Achievements to date and existing research gaps in project management in the light of literature studies

Mindur¹,

Managemen²

2020

SPSUTOM

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“…Technology innovation is an experimental process, where exist high uncertainties that affect the probability of success (Khameneh et al, 2016). The identification of technology innovation risk includes ascertaining risk resources, describing risk characteristics and determining risk events that can affect innovation activities.…”

Section: Technology Innovation and Its Risk Identificationmentioning

confidence: 99%

A decision support system for identification of technology innovation risk based on sequential CBR

Xiao

2019

IJITM

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To identify risks in the increasingly complex market is an important issue for the development of technology innovation enterprises. But it is contended that there is still a lack of effective methods to support the dynamic characteristics and knowledge reuse of the problem. In front of a variety of risk sources, utilisation of IT is necessary, and we introduce case-based reasoning (CBR) technique to identify new risks from cases in the past. However, extant CBR method has limitations on problems with dynamic characteristics. This paper provides insights into the dynamic nature of technology innovation risk identification, and designs a decision support system for identification of technology innovation risk, which contributes a novel extension of CBR to sequential CBR. In our framework, cases are represented as sequences of risk events, and similarity between cases is measured based on weighted event sequence pattern mining. The effectiveness of this work is finally illustrated with a case.

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“…In addition, these stages can be divided into two main pillars: 1) identification and analysis, that includes the stages of risk management plan, risk identification and risk analysis and evaluation, and 2) responses and control, including the stages of response and monitoring plan and control [16], [34]. [16], [35], [2], note that the greater emphasis of the application of risk management has focused mainly on the risk identification and analysis stages. There is a lack of connection of these stages with the risk response plan and monitoring and control part producing a lack of knowledge about the effectiveness of the strategies to face risks and about the impacts of these strategies on project results.…”

Section: Risk Managementmentioning

confidence: 99%

Measuring project risk management performance: a preliminary model

Rubio¹,

Serpell²,

Ferrada³

2018

Creative Construction Conference 2018 - Proceedings

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The function of project risk management (PRM) is to understand the uncertainty that surrounds a project and to identify the potential threats than can affect it as well as to know how to handle these risks in an appropriate way. Then, the measuring of the performance of PRM becomes an important concern, an issue not addressed yet in the research literature. It is necessary to know how successful is the application of the PRM process, and how capable is the process within the organization. Regarding construction projects, it is essential to know if the selected responses to mitigate or eliminate identified risks were suitable and well implemented. This paper presents a critical analysis of the relevance of measuring the performance of PRM and the benefits of doing so. Additionally, it presents a preliminary and pioneering methodology to measure the performance of PRM through the evaluation of the adequacy of the responses applied to mitigate risks, as well as to evaluate the resulting impacts as indicators of the effectiveness of these actions. This knowledge will allow construction companies to incorporate good practices, generate lessons learned, and thereby promote a continuous improvement of the whole PRM process.

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Offering a Framework for Evaluating the Performance of Project Risk Management System

Cited by 32 publications

References 4 publications

Achievements to date and existing research gaps in project management in the light of literature studies

Achievements to date and existing research gaps in project management in the light of literature studies

A decision support system for identification of technology innovation risk based on sequential CBR

Measuring project risk management performance: a preliminary model

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