Journal articles on the topic 'PMBOK risk management'
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Soltanzadeh, Ahmad, Mohsen Mahdinia, Alireza Omidi Oskouei, Ehsan Jafarinia, Esmaeil Zarei, and Mohsen Sadeghi-Yarandi. "Analyzing Health, Safety, and Environmental Risks of Construction Projects Using the Fuzzy Analytic Hierarchy Process: A Field Study Based on a Project Management Body of Knowledge." Sustainability 14, no. 24 (December 9, 2022): 16555. http://dx.doi.org/10.3390/su142416555.
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Due to their unique nature, construction projects are considered one of the world’s most hazardous and incident-prone industrial sectors. The present study aimed to analyze health, safety and environmental (HSE) risks relating to construction projects based on the project management body of knowledge (PMBOK) and sustainability approach. This study was conducted with the participation of 30 experts, using the semi-quantitative risk assessment technique, in nine areas of the project management’s body of knowledge, based on the fuzzy analytic hierarchy process. Risk, in this study, was estimated using a two-dimensional matrix of incident probability and severity, each of which has four sub-parameters. The HSE risks pertaining to each of the nine areas of PMBOK were identified. After that, the two dimensions of risk, including incident probability and severity, were measured. Thirty-seven risk sources associated with nine areas of the PMBOK were identified. Risk analysis revealed that 20 sources were at an unacceptable risk level, and 17 risks were at a tolerable risk level. Identifying HSE-related risk sources in accordance with the nine areas of PMBOK, and using FAHP to assess the risk of these hazards in construction projects, can lead to a more realistic estimate of risk in construction projects. The presented method in the current study can create a novel perspective in terms of the construction industry’s risk management and assessment.
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Santos, Flávio Roberto Souza dos. "FMEA AND PMBOK APPLIED TO PROJECT RISK MANAGEMENT." JISTEM Journal of Information Systems and Technology Management 5, no. 2 (August 1, 2008): 347–64. http://dx.doi.org/10.4301/s1807-17752008000200008.
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Микаел Ншанян and Нелли Долмазян. "ЭВОЛЮЦИЯ ПОДХОДА К УПРАВЛЕНИЮ ПРОЕКТНЫМИ РИСКАМИ В СТАНДАРТЕ PMBOK GUIDE." World Science 3, no. 3(43) (March 31, 2019): 9–12. http://dx.doi.org/10.31435/rsglobal_ws/31032019/6413.
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In the article, the evolution of project risk management processes in the six sequential editions of the PMBOK Guide standard, developed by the Project Management Institute (PMI), is analysed. Special attention is paid to the last edition of the PMBOK Guide standard. The PMI approach to the project risks management is compared with the outlooks of the other most well- known standards and methodologies of project management.
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Gonçalves, Rafael Queiroz, Elisa de Freitas Kühlkamp, and Christiane Gresse von Wangenheim. "Enhancing DotProject to Support Risk Management Aligned with PMBOK in the Context of SMEs." International Journal of Information Technology Project Management 6, no. 2 (April 2015): 40–60. http://dx.doi.org/10.4018/ijitpm.2015040103.
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Many problems in software development projects are due to risks and could be avoided or minimized if identified and treated pro-actively. In this context, software tools to support risk management could be very helpful. However, it is difficult to find a project management tool, accessible to Small and Medium Enterprises (SMEs) that provides adequate support to risk management in conformance with best practices such as the PMBOK. Therefore, this paper has the objective to review support provided by popular project management tools with respect to risk management and to present enhancements made to the open-source tool – dotProject – in order to systematically support risk management aligned with the PMBOK. An initial evaluation identified benefits in the implementation of risk management processes in software SMEs, and, thus, contributing to their projects' success.
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Ahmed, Mohammed Neamah, and Sawsan Rasheed Mohammed. "Developing a Risk Management Framework in Construction Project Based on Agile Management Approach." Civil Engineering Journal 5, no. 3 (March 18, 2019): 608. http://dx.doi.org/10.28991/cej-2019-03091272.
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Construction projects in nature, carry a lot of risks, and unpredictable conditions. Thus, flexible management is required for the purpose of efficient responding to the various changes appear during their implementation. As an attempt to deal with risk in the construction project, this research aims at proposing a risk management framework in construction projects that built based on Agile management concept, which is a sequence of procedure deals with the project’ primary vision to its final delivery. The risk management framework will trace alignment and discover a contact between Agile and traditional project management concepts and find contact points among two of the more used Agile frameworks (Scrum) and one of the more confirmed project management framework (PMBOK®) processes. This will result in a recognition of comparable areas between Scrum and PMBOK® processes. The goal of the framework is to assist the project managers to adapt a more flexible approach to managing and implementing the construction project. The results proved that Agile management process from the create prioritized project backlog, sprint planning, sprint review, to sprint retrospective procedures and less time of the cycle, eliminate or mitigate many risks that lead to project challenges and failure.
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Kiełbus, Anna, and Dariusz Karpisz. "Risk Management as a Process Security Tool." System Safety: Human - Technical Facility - Environment 1, no. 1 (March 1, 2019): 234–39. http://dx.doi.org/10.2478/czoto-2019-0030.
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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.
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Wang, Wei, Jia Duo Wu, and Dong Yu Wang. "The Risk Management Framework of Aero-Product Development Based on PMBOK." Applied Mechanics and Materials 380-384 (August 2013): 4637–42. http://dx.doi.org/10.4028/www.scientific.net/amm.380-384.4637.
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With the enhanced complexity of the development process of Aero-Product, the risk of it is increasing rapidly. Therefore, it is of great significance to implement risk management in the process of Aero-Product development. As the core of Risk Management, its framework is of great importance to the effect of Risk Management. According to the characteristics of Aero-Product development process, a Risk Management Framework based on PMBOK is proposed in this paper, which will become the foundation of the Aero-Product development risk management.
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Freire, Elana Maria Ramos, Renata Cristina Rocha Batista, and Maria Regina Martinez. "Gerenciamento de projetos voltado para acreditação hospitalar: estudo de caso." Online Brazilian Journal of Nursing 15, no. 1 (April 16, 2016): 96. http://dx.doi.org/10.17665/1676-4285.20165158.
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Aim: describe the implementation of Project Managing techniques, based on the propositions of the Project Management Body of Knowledge (PMBOK), which was used on a Sterilization Central Supply, to help it meet the quality standards needed to get accredited. Methods: a descriptive case study. Participant observation, document analysis and a structured questionnaire were used to collect data. Results: the development and management of the project actions were based on eight PMBOK knowledge areas - Project Integration, Scope, Time, Quality, Human Resource, Communications, Risk and Stakeholder Management. Conclusion: project management made it possible to implement the project at the expected time and scope, meeting the quality standards, and allowing the team to better engage and compromise to the project.
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Król, Konrad. "THE ORETICAL AND METHODOLOGICAL FUNDAMENTALS OF RESEARCH OF ANTI-RISK STAKEHOLDERS OF PROJECT MANAGEMENT." Bulletin of NTU "KhPI". Series: Strategic management, portfolio, program and project management, no. 1(3) (April 17, 2021): 32–38. http://dx.doi.org/10.20998/2413-3000.2021.3.5.
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Projects of the agro-industrial complex are implemented in conditions of high uncertainty and risk. Agricultural products provide variety and quality of food to the population. To reduce production losses and the quality of crop and livestock products, and as a consequence of reducing the economic efficiency of production, it is necessary to take measures to prevent and reduce the risks of agro-industrial projects. Given that the risks associated with stakeholders can have devastating consequences for the project, anti-risk stakeholders of projects management is critical. In connection with the widespread use of international teams for project implementation, the author proposes to take into account when managing stakeholders of projects their mentality, which can be a cause of misunderstandings and conflicts. The author also emphasizes the importance of identifying and managing the expectations of project stakeholders. The article presents the principles of stakeholders of projects management and analyzes the stakeholders of projects management processes in international project management standards, in particular P2M, ICB IPMA, PMBoK PMI and ISO 21500. The author also provides principles of project risk management in accordance with international project management standards, in particular P2M, ICB IPMA, PMBoK PMI and ISO 21500. It was found that the identification and analysis of stakeholders is the basis for understanding what risks associated with each stakeholder may arise during the project. The author emphasizes that it is impossible to analyze the risks associated with them without conducting a detailed analysis of stakeholders. And developing a stakeholder risk response plan depends largely on the characteristics of each particular stakeholder and understanding which leverage can be effective in a given stakeholder. For more effective anti-risk stakeholders of agro-industrial projects management, which would take into account the specific risks of such projects, the author recommends to develop and use tools that would take into account the characteristics of stakeholders involved in agro-industrial projects.
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Ginanjar, Galih, and Arry Akhmad Arman. "PERANCANGAN PERANGKAT LUNAK MANAJEMEN PROYEK BERBASIS PROJECT MANAGEMENT BODY OF KNOWLEDGE PADA INSTANSI PEMERINTAH." Jurnal Teknologi Bahan dan Barang Teknik 2, no. 2 (December 31, 2012): 75. http://dx.doi.org/10.37209/jtbbt.v2i2.25.
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Perangkat lunak manajemen proyek berbasis Project Body of Knowledge pada instansi pemerintah telah dirancang. Rancangan berbasis metode pengembangan perangkat lunak OpenUP melalui fase-fase inception dan elaboration. Kedua fase tersebut mencakup vision document, plan project, architecture notebook, iteration plan, risk list, work item list, dan system wide requirement. Arsitektur perangkat lunak dirancang dengan pendekatan 4+1 View Model Software Architecture.Kata Kunci : manajemen proyek, PMBOK, pemerintah, OpenUP
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Brzozowski, Maciej. "THE USE OF PROJECT MANAGEMENT METHODOLOGIES AND PROJECT RISK MANAGEMENT IN THE LIGHT OF EMPIRICAL RESEARCH." Zeszyty Naukowe Uniwersytetu Przyrodniczo-Humanistycznego w Siedlcach. Seria: Administracja i Zarządzanie, no. 54 (127) (March 30, 2021): 13–21. http://dx.doi.org/10.34739/zn.2020.54.02.
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The main purpose of the paper is to examine, on the basis of empirical research, the perceived manner of project management in organizations, as well as to determine the frequency of application of selected project management methodologies, in addition to the assessment of their usefulness for project risk management. The first part of the paper presents - identified on the basis of literature studies - types and examples of project management methodologies along with basic assumptions of the project risk management process, and in the second part - the results of empirical research conducted by recourse to a questionnaire among the participants of projects implemented in various types of organizations. The study showed that in organizations employing respondents, the methodical manner of project management is most often used, while the most popular project management methodologies were PMBoK, Agile and PRINCE2, wherein respondents highly rated the usefulness of selected methodologies for effective project risk management.
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Perez Perez, Juan Ernesto. "Moresa: confronting risks in a highly uncertain environment." Emerald Emerging Markets Case Studies 12, no. 4 (December 19, 2022): 1–26. http://dx.doi.org/10.1108/eemcs-08-2022-0275.
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Learning outcomes At the end of the case students will be able to: 1. Relate risk as one of the 12 principles in project management contemplated in the international standards of the PMBOK Seventh Edition guide. 2. Determine high-level risks by articulating the WBS and RBS of a construction project. 3. Perform a qualitative and quantitative analysis of the probability and impact of risks through the heat map tool and the Expected Monetary Value (EMV) technique. 4. Propose the different response strategies contemplated in the risk management through the formulation of a response and contingency plan. Case overview/synopsis MORESA S.A.S was a family company founded in 1994, whose value proposition focused on construction and permanent advice for the execution of innovative and contemporary projects with more than 27 years of experience in the city of San José de Cucuta, department of Norte de Santander, Colombia. The objective of the case is to Relate risk as one of the 12 principles in project management contemplated in the international standards of the PMBOK Seventh Edition guide; Determine high-level risks by articulating the WBS and RBS of a construction project; Perform a qualitative and quantitative analysis of the probability and impact of risks through the heat map tool and the Expected Monetary Value (EMV) technique and propose the different response strategies contemplated in the risk management through the formulation of a response and contingency plan. The teaching case is designed for academic programs in areas of knowledge of civil engineering, architecture and at postgraduate level such as: Master’s in civil engineering, Master’s in risk management, Master in project management or MBA. For this case, an expert judgment was developed with professionals belonging to different areas of knowledge. Likewise, secondary information was collected from the organization's strategic documents and the analogous estimation through the historical records of the project portfolio developed by the construction company. Finally, the case, classified in the Built Environment, a challenge that project managers must face in VUCA environment through risk management. Complexity academic level The teaching case is designed for academic programs in areas of knowledge of civil engineering, architecture and at postgraduate level such as: Master’s in civil engineering, Master’s in risk management, Master’s in project management or MBA. In the modules of risk management, project management, international standards, the case guides the applicability of methods and artifacts used in risk management considering the process identification, quantitative, qualitative analysis, and development of response strategies and contingency plans. Supplementary materials Teaching notes are available for educators only. Subject code CSS 2: Built Environment.
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Siahaan, Saut Batara, and Manlian Ronald A. Simanjuntak. "Kajian Identifikasi Risiko Pada Tahap Pelaksanaan Proyek Konstruksi: Studi Kasus Multiple Project Management." Jurnal Ilmiah Universitas Batanghari Jambi 22, no. 1 (March 5, 2022): 578. http://dx.doi.org/10.33087/jiubj.v22i1.1996.
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Risk identification is a part of the Risk Management Process. Multiple Project Management is fundamentally different from a single project. In multiple projects, there is the connectedness of resource allocation and the possibility of conflict between the projects. The research problems analysed are: What is the meaning of risk in a construction project? What is the picture of the multiple projects? What are the potential risks in the multiple projects? What are the recommendations resulting? This research is limited for implementation of construction projects in industrial facilities in Indonesia. Several literature reviews are used as the basis for analysis such as PMBOK, Guide 6th Edition as well as various relevant research results. The research process carried out to examine various things about risks in multiple projects, the Risk Management process, review various relevant research and provide recommendations. The conclusions of this study are: risks are various potentials that can affect the implementation of construction projects, necessary to anticipate risks in the construction projects, potential risks can occur in the all-construction phase, and as results, it is observed that there are various aspects of prevention against risks to minimize the negative impacts in the multiple projects.
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Nix, Dustin, John Fellows, and John Hall. "Speaking Risk With Our Project Managers." Journal of System Safety 54, no. 3 (December 1, 2018): 10–20. http://dx.doi.org/10.56094/jss.v54i3.64.
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Effective communication between the system safety engineer and the project manager (PM) is an essential characteristic of good risk management in a robust system safety program. However, these two disciplines often use similar terms with disparate meanings that can lead to sub-optimal technical or programmatic outcomes. MIL-STD-882E defines “risk” as “a combination of the severity of the mishap and the probability that the mishap will occur”. The Project Management Book of Knowledge (PMBOK) Guide, 6th Edition, defines “individual project risk” as “an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives”.
It is incumbent upon the system safety professional to clearly communicate safety-related issues, hazards, risks and concerns using language most likely to be understood by the PM to ensure that he or she has the requisite information to make a sound programmatic decision. This paper explores the discrepancies between project risk management and safety risk management standard processes that hinder clear communication and can drastically impact program performance. We present methods to consider that will improve understanding between the system safety professional and the PM, along with two framework approaches for integrating safety and project risks.
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Chou, Jui-Sheng, Pin-Chao Liao, and Chung-Da Yeh. "Risk Analysis and Management of Construction and Operations in Offshore Wind Power Project." Sustainability 13, no. 13 (July 5, 2021): 7473. http://dx.doi.org/10.3390/su13137473.
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Many countries have increased the use of renewable energy and strongly promoted offshore wind power (OWP). However, OWP in Asia is in the preliminary stage of development, for which no precedents exist. The literature on wind energy generation has mostly investigated the causes of onshore wind turbine accidents and risk prevention, and more work on the risks associated with domestic OWP is required for energy market development. According to statistics on international wind power accidents, most offshore accidents occur in the construction and operation stages. Therefore, this work investigates risk management in the construction and operations of offshore windfarms in Taiwan. The goal is to help decision-makers to understand better the risks of the industry and so more effectively manage them. In this study, risk factors are identified from organizing data in the literature, and research methods and action strategies are developed. Research and analysis follow the risk management steps in the PMBOK® Guide (A Guide to the Project Management Body of Knowledge). The risk rankings and preventive measures that are based on the results of this study can serve as references for relevant industry personnel in island cities and nearby Asian countries to reduce risk in the management of OWP projects.
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Wahyudi, A. S. T., T. Raharjo, and L. J. Wantania. "Risk management for energy efficiency in information technology project: a case of a government agencies in Indonesia." IOP Conference Series: Earth and Environmental Science 969, no. 1 (January 1, 2022): 012056. http://dx.doi.org/10.1088/1755-1315/969/1/012056.
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Abstract The Research and Development Agency and Books Secretariat is a government organizational unit that uses vendor services (outsourcing) in information technology (IT) projects. However, outsourcing does not guarantee that the project will run successfully (on time, within the estimated cost, and satisfactorily). Several examples of IT project outsourcing failures demonstrate the critical role of risk management. One of the frameworks used to develop risk management is the Project Management Body of Knowledge (PMBOK) approach. In this study, the level of risk is measured using quantitative methods. The results show that outsourcing IT projects with a reasonably high risk is found in analysing user requirements, project time, and vendor staff qualifications. Risk response planning and risk monitoring are critical stages after the risk level has been identified. The implementation of risk management is expected to be a guideline for organizations in implementing IT project outsourcing, thereby increasing the chances of project success.
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Langston, Craig. "Development of generic key performance indicators for PMBOK® using a 3D project integration model." Construction Economics and Building 13, no. 4 (December 6, 2013): 78–91. http://dx.doi.org/10.5130/ajceb.v13i4.3658.
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Since Martin Barnes’ so-called ‘iron triangle’ circa 1969, much debate has occurred over how best to describe the fundamental constraints that underpin project success. This paper develops a 3D project integration model for PMBOK® comprising core constraints of scope, cost, time and risk as a basis to propose six generic key performance indicators (KPIs) that articulate successful project delivery. These KPIs are defined as value, efficiency, speed, innovation, complexity and impact and can each be measured objectively as ratios of the core constraints. An overall KPI (denoted as s3/ctr) is also derived. The aim in this paper is to set out the case for such a model and to demonstrate how it can be employed to assess the performance of project teams in delivering successful outcomes at various stages in the project life cycle. As part of the model’s development, a new PMBOK® knowledge area concerning environmental management is advanced.
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Fakhratov, Mukhammet, Vitali Chulkov, Marat Kuzhin, and Mohammad Sharif Akbari. "Risk Management implementation and presenting the applicable methodology for its implementation in construction projects." E3S Web of Conferences 164 (2020): 10014. http://dx.doi.org/10.1051/e3sconf/202016410014.
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The main task of the project manager is risk management. However, this task can be very complicated and inefficient if risk management is not considered from the beginning of the project. An effective risk management approach requires a systematic and appropriate approach, knowledge and experience. Studies of many projects have shown that both the owner and the contractor do not regularly implement risk management practices, which can have negative consequences on project performance. Because of the above-mentioned issues in this study, it is attempted to first evaluate the concepts of project risk management based on different and valid standards, to evaluate risk management in construction projects. Then, an attempt has been made to present an implementation approach for implementing six stages of risk management in projects. For this purpose, based on the experiences of the project “Lala Residential Complex” in Kabul, as a case study, the experimental application of the proposed method in this study, step by step, along with forms designed for follow-up and Implementation of process steps have been evaluated and evaluated in accordance with the PMBOK standard by the Project Management Institute (PMI) to ensure that it is moving toward achieving project economic risk management goals.
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Tariq, Muhammad Usman. "Six Sigma based Risk Identification and Mitigation Framework for Projects Execution." Information Management and Business Review 4, no. 2 (February 15, 2012): 79–85. http://dx.doi.org/10.22610/imbr.v4i2.967.
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Six Sigma being a project management methodology is used in the industries and corporate sectors to substantiate goal of near perfection in process implementation and execution. It is based on the impetus of Plan-Do-Check-Act and has myriads of applications in numerous organizational and business processes to attain significant performance improvement in different industrial and corporate sectors including the IT sector. Despite realization of profuse maturity in many business processes, Six Sigma still lacks across-theboard framework for effective risk management because root cause analysis (RCA) is still the primary and principal technique used for handling risks in this methodology. In this paper, we have attempted to put forward a risk identification framework in order to improve quality and productivity of Six Sigma projects, particularly the IT development projects. The study also encompasses an abridged overview of the current methods being practiced for risk identification in Six Sigma. Our proposed model enlist a number of hypotheses for validation purposes and is duly evaluated and analyzed viz-Ã -viz DMAIC and DMADV approaches to make it compatible with QFD, FMEA and PMBOK requirements.
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Globerson, Shlomo, and Ofer Zwikael. "The Impact of the Project Manager on Project Management Planning Processes." Project Management Journal 33, no. 3 (September 2002): 58–64. http://dx.doi.org/10.1177/875697280203300308.
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If a project is to be successfully completed, both planning and execution must be properly implemented. Poor planning will not allow appropriate execution and control processes or achievement of the project's targets. The objective of the study reported in this paper is to evaluate the impact of the project manager on the quality of project planning processes within the nine knowledge areas defined by A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and to determine ways of increasing the effectiveness of the manager's intervention. Participants in the study evaluated their use of the 21 processes that relate to planning, out of the 39 processes required for proper project management. The results of the study reveal risk management and communications as the processes with the lowest planning quality. Poor quality in these areas results when project managers lack the formal tools and techniques for dealing with communications and the functional managers are not equipped with the tools and techniques that will allow them to effectively contribute to the risk management process. Improving quality planning processes requires the development of new tools in areas such as communications, as well as organizational training programs designed for the functional managers.
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Safaeian, Mojgan, Amir M. Fathollahi-Fard, Kamyar Kabirifar, Maziar Yazdani, and Mohammad Shapouri. "Selecting Appropriate Risk Response Strategies Considering Utility Function and Budget Constraints: A Case Study of a Construction Company in Iran." Buildings 12, no. 2 (January 20, 2022): 98. http://dx.doi.org/10.3390/buildings12020098.
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Successful implementation of construction projects worldwide calls for a set of effective risk management plans in which uncertainties associated with risks and effective response strategies are addressed meticulously. Thus, this study aims to provide an optimization approach with which risk response strategies that maximize the utility function are selected. This selection is by opting for the most appropriate strategies with the highest impact on the project regarding the weight of each risk and budget constraints. Moreover, the risk assessment and response strategy of a construction project in Iran as a case study, based on the global standard of the project management body of knowledge (PMBOK) and related literature, is evaluated. To handle the complexity of the proposed model, different state of the art metaheuristic algorithms including the ant lion optimizer (ALO), dragonfly algorithm (DA), grasshopper optimization algorithm (GOA), Harris hawks optimization (HHO), moth-flame optimization algorithm (MFO), multi-verse optimizer (MVO), sine cosine algorithm (SCA), salp swarm algorithm (SSA), whale optimization algorithm (WOA), and grey wolf optimizer (GWO). These algorithms are validated by the exact solver from CPLEX software and compare with each other. One finding from this comparison is the high performance of MFO and HHO algorithms. Based on some sensitivity analyses, an extensive discussion is provided to suggest managerial insights for real-world construction projects.
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Glukhova, L. V., and A. D. Nemtsev. "CONCEPT OF COMPLEX BUSINESS SYSTEM RISK MANAGEMENT BASED ON THE INTEGRATION OF GOST R ISO 31000-2018 AND PMBOK STANDARDS." Vestnik Volzhskogo universiteta im V N Tatishcheva 2, no. 3 (2022): 29–39. http://dx.doi.org/10.51965/20767919_2022_2_3_29.
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Masoudnejad, Mehrdad, Siroos Gholampour, Morteza Rayati, and Fateme Nikzad. "Providing a Model For Assessing Risk Management Of Construction Projects With A Sustainable Development Approach: Case Studies Of Small-Scale Power Plants." International Journal of Built Environment and Sustainability 8, no. 1 (December 29, 2020): 15–27. http://dx.doi.org/10.11113/ijbes.v8.n1.568.
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Economic growth in developing countries requires the implementation of infrastructural projects such as power plants, the sustainability of which plays an important role in the social, economic, and environmental development. Despite, these projects are always associated with uncertainties and risks due to features such as uniqueness, unspecified time, the need for specific equipment, correlation between different phases and so on. Therefore, in the present study, a small-scale power plants in Mazandaran was subjected to a case study by which the project risks were properly studied. By interviewing the experts associated with the construction of the power plant, 34 risks were identified and subsequently categorized into four categories of environmental, economic, social, and technical. Then, using the failure factor analysis method, their effects were evaluated, and critical risks were identified. In the next step, Fuzzy TOPSIS hierarchical analysis method was used to prioritize critical risks according to the project objectives in accordance with the PMBOK project management standard. After prioritizing the critical risks, in accordance with the real conditions of these projects, suggestions were made to respond and face the critical risks
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Sadek, Ahmed. "COST RISK’S RELIABILITY AND VALIDITY OF RESIDENTIAL BUILDING PROJECT’S WHOLE LIFE CYCLE IN THE UNITED ARAB EMIRATES." Journal of Entrepreneurship and Project Management 6, no. 1 (July 19, 2021): 90–114. http://dx.doi.org/10.47941/jepm.613.
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Purpose – Project management cost and risk modelling is experiencing the challenge of identifying cost risks values to maintain accurate modelling, estimating, and assessment. Latest research focused on cost and risk modelling and estimation. The significance of cost risks numerical values come from its ability to be used in many different analysis and approaches. This article aims to identify residential building projects’ whole life cycle cost risks numerical values in UAE at the preconstruction stage and ensure its reliability and validity.
Methodology – The approach of this research is pure quantitative. The methodology of this research is to collect data though conducting face-to-face interviews quantitatively (i.e., cost risks values). The survey is using PMBOK risk matrix (i.e., probability vs. impact). Finally, data correlation and regression modelling ware done to ensure the reliability and validity of each cost risk value.
Findings – This paper was able to deliver reliable and valid residential project’s whole life cycle cost risks values (i.e., 117 cost risks) for direct use in future research or practical professional cost analysis.
Unique contribution to theory, practice and policy – This article contribution to the project management body of knowledge is to collect all relevant cost risks (i.e., 117 cost risks) and obtain their values from UAE field experts for the first time. The provided values are for residential project in UAE only. The perspective of how to look to cost risks values in this article (i.e., contractors’ and clients’ views) should be considered at the time of using the data. The consultancy services organizations will have different cost risks because they do not deal with delivering the final product, but they provide supporting services (i.e., design and supervision) to facilitate delivering the project.
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Tariq, Muhammad Usman. "An Insight into Risk Identification, Quality and Productivity Enhancement using Six Sigma." Journal of Education and Vocational Research 2, no. 1 (July 15, 2011): 24–33. http://dx.doi.org/10.22610/jevr.v2i1.21.
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Six Sigma, with a myriad of its applications in numerous organizational and business processes, offers a project management methodology that supports achieving a goal of near perfection in process performance. Six Sigma is based on the impetus of Plan-Do-Check-Act can help industries, businesses and organizations to achieve significant performance improvement as most of the Fortune 500 companies have adopted Six Sigma (DeFeo & William, 2004). Six Sigma initiatives primarily entail DMAIC and DMADV methods for attaining a high standard of quality. In this paper we provide a critical analysis of the various Six Sigma applications, techniques and tools that can be used for improving quality and productivity of the organizations. The study also provides an insight into the methods used for risk identification in Six Sigma. The proposed techniques are evaluated and analyzed viz-a-viz DMAIC and DMADV approaches. The objective of this research is to summarize the existing level of research in the field of Six Sigma and highlighting the need for intensive academic research in this area. The study comparatively analyzes Six Sigma with Lean, QFD, PSP/TSP, FMEA, TPRM, AHP/ISS and PMBOK requirements. The study also highlights the prospective areas of future/further research in this discipline. The critical analysis of various techniques studied as part of this research reveals that Six Sigma is primarily beneficial for process improvement, risk identification and management etc. The critical analysis of this study is reported herein.
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Fridgeirsson, Thordur Vikingur, Helgi Thor Ingason, Haukur Ingi Jonasson, and Hildur Jonsdottir. "An Authoritative Study on the Near Future Effect of Artificial Intelligence on Project Management Knowledge Areas." Sustainability 13, no. 4 (February 22, 2021): 2345. http://dx.doi.org/10.3390/su13042345.
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The purpose of this study is to explore how Artificial Intelligence (AI) might augment the project management profession in each of the 10 categories of project management knowledge areas, as defined in the Project Management Body of Knowledge (PMBOK) of the Project Management Institute (PMI). In a survey, a group of project management experts were asked to state their insights into AI’s likely effect on project management in the next 10 years. Results clearly illustrated that AI will be an integrated part of future project management practice and will affect project management knowledge areas in the near future. According to these findings, the management of cost, schedule, and risk, in particular, will be highly affected by AI. The research indicates that AI is very useful for processes where historical data is available and can be used for estimation and planning. In addition, it is clear that AI can monitor schedules, adjust forecasts, and maintain baselines. According to the findings, AI will have less impact in knowledge areas and processes that require human leadership skills, such as developing and managing teams and the management of stakeholders. The results indicate proprietarily the project management knowledge areas as defined by PMI that AI is likely to augment and sustain.
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Kholida, Lily, Nindyta Arih Kinanti, and Putri Bellinda Yoseva. "Simulasi Model Resiko Pengendalian Pekerjaan Erection PCI Girder Proyek Pembangunan Jalan Tol Kunciran-Cengkareng." Rekayasa Sipil 9, no. 2 (October 8, 2020): 59. http://dx.doi.org/10.22441/jrs.2020.v09.i2.04.
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Pada proyek konstruksi jalan tol, pekerjaan struktur bangunan atas adalah salah satu fase yang memiliki tingkat risiko tinggi. Terutama pada saat pemasangan erection girder. Penelitian ini mengambil variabel pada tahapan pekerjaan erection girder yang kemudian diperdalam dengan studi literatur dan validasi pakar. Nilai risiko yang diperoleh mengacu pada risk management PMBOK 2013 selanjutnya dipertajam dengan simulasi model risiko untuk melihat frekuensi dan sensitivitas. Hasil penelitian menunjukkan terdapat enam risiko utama dengan nilai tertinggi X14 (adanya tumpahan oli pada area kerja) sebesar 0,178 dan terendah X2 (pekerja terluka akibat terkena material atau peralatan saat proses mobilisasi) sebesar 0,129. Sensitivitas risiko tertinggi ada pada X24 (pekerja tertimpa material saat pengangkatan PCI girder) sebesar 86,9%. Upaya yang dapat dilakukan adalah memaksimalkan housekeeping area kerja, rambu, dan APD bagi pekerja sesuai dengan Permenakertrans No. 8 tahun 2010 tentang alat pelindung diri pada konstruksi bangunan sehingga dapat meningkatkan kinerja kesehatan dan keselamatan kerja.
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Isern, Germinal. "Intercultural Project Management for IT: Issues and Challenges." Journal of Intercultural Management 7, no. 3 (September 1, 2015): 53–67. http://dx.doi.org/10.1515/joim-2015-0021.
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Abstract The development of Information Technology projects using Project Management Methodologies like PMP-PMI, Agile or SCRUM for software development, CPM, CCPM, RAD, XP, FDD, ITIL, JAD, LD, PRINCE2, etc.; may be a complete success or a total catastrophe, for series of reasons, events and circumstances that frequently are not related at all with the deliverables, the products being built, the IT technology involved, the level of expertise, the responsibility and professionalism of the stakeholders including the project manager, but due to intercultural factors. The PMP-PMI Model (PMBOK) describes 10 areas: Cost Management, Time Management, Scope Management, Risk Management, Quality Management, Procurement Management, Integration Management, Stakeholder Management, Human Resources Management and Communication Management. An IT project is considered successful if the customer is happy, but technically and formally if the TEAM was able to meet the triple constraint set up by time/cost/scope. This happy ending is not possible if the project manager and the team as a whole are not able to confront, attack and solve the issues associated with Human Resources Management, Stakeholder Management and specially Communication Management. These three areas are highly influenced by Intercultural factors like language, race, age, gender, religion, sexual preferences, beliefs, habits, etc., becoming their analysis an essential task if we want to accomplish and guarantee a favorable outcome. This position paper concludes in contradiction with what is a very common believe between many technical project managers that the most important factors to take in consideration for the success of an IT project management is the careful and planned attention to the potential issues and challenges associated with the cross-cultural communication and the human resources implicated in the projects. This paper will describe the cultural dimensions, issues and challenges associated with Intercultural Project Management for IT.
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Storch de Gracia, M. Dolores, David Moya Perrino, and Bernardo Llamas. "Multicriteria methodology and hierarchical innovation in the energy sector." Management Decision 57, no. 5 (May 13, 2019): 1286–303. http://dx.doi.org/10.1108/md-07-2017-0676.
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Purpose The purpose of this paper is to state a hierarchy methodology to select the most promising innovative projects, based on the processes defined by the successful Project Management Institute. Design/methodology/approach Open innovation is a new option for companies to acquire knowledge; however, in a changing and global market, it is necessary to define and select properly the proposals to be financially supported. A proven multicriteria decision methodology (MCDM) is recommended in this case to hierarchize alternatives. Moreover, analytical hierarchy process (AHP) has been considered in this study as a proven and simple MCDM. Findings AHP has been demonstrated as a suitable option to evaluate innovative project proposals, thanks to its integration with the Project Management Institute methodology. A process example has been included to demonstrate its application. Research limitations/implications Innovative projects and project proposal selection have always implied subjective criteria. Moreover, some of the processes defined in the methodology were not well defined in the project proposal. Practical implications The management of a project portfolio in a rational way would help decision makers to fund the most promising projects/alternatives under consideration. In this way, the inherent risk of R&D projects would be minimized. Originality/value The management of a portfolio of innovative proposals is less often addressed in the literature. This paper focuses on the hybridization of the criteria and processes described in the PMBOK Guide and an MCDM.
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Kadykova, I., and V. Khvostichenko. "CONCEPTUAL MODEL OF SYSTEM DEVELOPMENT STRATEGY MANAGEMENT FROM THE POSI-TION OF PROJECT APPROACH." Municipal economy of cities 3, no. 156 (July 1, 2020): 69–79. http://dx.doi.org/10.33042/2522-1809-2020-3-156-69-79.
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The purpose of the article is to build a conceptual model of strategic project management through the prism of a multidisciplinary approach. Project management methodologies for the place of strategic management of complex nonlinear system development are analyzed. Standardized, adaptive and combined project and program management methodologies (PMBoK, P2M, PRINCE2, MSP, Agile) are considered. The authors pay special atten-tion to the study of the influence of the external environment on a complex nonlinear system in the context of a synergetic approach. The main part describes the process of expanding the scope of project management and inte-gration of project management with modern methods and tools of other management disciplines. Elements of the theory of synergetics and the classical theory of the design approach to the management of the development of a complex nonlinear system are synthesized. The necessity of clear definition by the team of the project of the struc-tural attractor, ie the direction of strategic development of the system is substantiated. The tool for determining compliance with the contextual requirements of SMART-goals of alternative scenarios for strategic development projects is considered. The tool of the Ishikawa diagram is used to determine the most influential factors on possi-ble deviations of the project from the strategic development of a complex nonlinear system. The conducted theoret-ical research allowed the authors to build a conceptual model of system development strategy management from the standpoint of the project approach. The conceptual model of strategic project management is constructed, the principles of its work and its use in discrete systems for actualization of administrative decisions in the conditions of risk and uncertainty are resulted. The expediency of using this conceptual model in managing the integration of strategic development projects is substantiated. Keywords: strategy, project management, program, project, synergetic, bifurcation.
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Jafarnia, Ehsan, Ahmad Soltanzadeh, and Samira Ghiyasi. "A combined Health, Safety and Environment (HSE) Risk Assessment Model Based on PMBOK Project Management Guide; a Case Study: Development Plan of the Islamic Consultative Assembly of Iran." Journal of Occupational Hygiene Engineering 4, no. 4 (January 1, 2018): 47–58. http://dx.doi.org/10.21859/johe.4.4.47.
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Faezy Razi, Farshad, and Seyed Hooman Shariat. "A hybrid grey based artificial neural network and C&R tree for project portfolio selection." Benchmarking: An International Journal 24, no. 3 (April 3, 2017): 651–65. http://dx.doi.org/10.1108/bij-06-2016-0087.
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Purpose The purpose of this paper is twofold: the selection of project portfolios through hybrid artificial neural network algorithms, feature selection based on grey relational analysis, decision tree and regression; and the identification of the features affecting project portfolio selection using the artificial neural network algorithm, decision tree and regression. The authors also aim to classify the available options using the decision tree algorithm. Design/methodology/approach In order to achieve the research goals, a project-oriented organization was selected and studied. In all, 49 project management indicators were chosen from A Guide to the Project Management Body of Knowledge (PMBOK Guide), and the most important indicators were identified using a feature selection algorithm and decision tree. After the extraction of rules, decision rule-based multi-criteria decision making matrices were produced. Each matrix was ranked through grey relational analysis, similarity to ideal solution method and multi-criteria optimization. Finally, a model for choosing the best ranking method was designed and implemented using the genetic algorithm. To analyze the responses, stability of the classes was investigated. Findings The results showed that projects ranked based on neural network weights by the grey relational analysis method prove to be better options for the selection of a project portfolio. The process of identification of the features affecting project portfolio selection resulted in the following factors: scope management, project charter, project management plan, stakeholders and risk. Originality/value This study presents the most effective features affecting project portfolio selection which is highly impressive in organizational decision making and must be considered seriously. Deploying sensitivity analysis, which is an innovation in such studies, played a constructive role in examining the accuracy and reliability of the proposed models, and it can be firmly argued that the results have had an important role in validating the findings of this study.
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Fertilia, Novika Candra. "Pengaruh Penerapan Keselamatan dan Kesehatan Kerja (K3) Terhadap Efektivitas Pencegahan Kecelakan Kerja." Rekayasa Sipil 9, no. 1 (August 22, 2020): 25. http://dx.doi.org/10.22441/jrs.2020.v09.i1.05.
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Project Constructions are unique, safety or security and protection factors at work become one of the most important factors of work productivity (Hanafi, 2017). Occupational safety and health have a contribution value of up to 20.2% on performance (Kartikasari, 2017). In the implementation of building projects by PT. XY found a lack of awareness of workers in the use of equipment and safety equipment, this is evident from the lack of use of protective fences and also signs/warning signs that are not fully installed. This research will discuss what are the dominant risks that influence the implementation of OHS management at PT. XY. Based on these dominant risks, this reaserch will create a safety execution development based on the Construction Extension to PMBOK Guide - 2016 Edition.
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Yang, Qianlin. "Understanding of An ‘Enlightened Planning’ Approach In Project Risk Management." Journal of Management Science & Engineering research 4, no. 1 (April 6, 2021). http://dx.doi.org/10.30564/jmser.v4i1.2854.
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Abstract This article explains the execution and delivery progression phases of the project lifecycle. It is the third phase of the project lifecycle that leads to the final realization of the project's goals. However, this essay will describe the understanding of the ‘enlightened planning’ approach during the execution and delivery strategy progress of a project’s lifecycle. The features and details in the Enlightened Planning and PMI PMBOK Guide are compared. The author explored the nature and role of basic frameworks such as the project lifecycle, the process phase structure, and key project definition questions — the seven Ws (Who, Why, What, Which way, Wherewithal, When, Where). Combining Enlightened Planning and PMI PMBOK Guide, the differences between the two approaches are given. In addition, the author elaborated the advantages and disadvantages of the two approaches in current practice.
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Francisco Gomes, Diogo, Ana Sofia Martins da Eira Dias, António João Feliciano Pina da Costa Abreu, and Helena Victorovna Guitiss Navas. "Organizational and Methodological Influence of Risk Management in Projects." KnE Engineering, June 2, 2020. http://dx.doi.org/10.18502/keg.v5i6.7035.
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Project risk management is essential to managers’ decision making and business success, because it allows the manager to identify, analyse and decide on the most appropriate way to respond to different adversities that may arise during the development of new products, services, processes, projects, continuous improvement, etc. This requires a mind-set that risks have a major influence on the bottom line and use analytical methods or risk management software. It is essential to integrate the entire organizational structure into risk mitigation intervention. The purpose of this paper is to address some of the important topics to consider for well implemented and successful risk management. An approach is taken at both organizational and methodological levels.
Keywords: Risk management, PMBOK, Stakeholders, Methods, New product development
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Pinto, Fabiana Martins. "O PROJECT MANAGEMENT OFFICE (PMO) NO DESENVOLVIMENTO DOS PROJETOS DAS INSTITUIÇÕES FEDERAIS DE ENSINO SUPERIOR." Revista Educação e Políticas em Debate 5, no. 1 (September 17, 2018). http://dx.doi.org/10.14393/repod-v5n1a2016-44578.
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A pesquisa buscou compreender como o Project Management Office (PMO) pode atuar no desenvolvimento dos projetos das Instituições Federais de Ensino Superior quanto às variáveis de risco envolvidas no seu aspecto financeiro. A metodologia consistiu no levantamento bibliográfico e na análise documental sobre o tema, e abordou o gerenciamento de projetos do Project Management Body of Knowledge (PMBOK); o uso dos projetos na nova gestão pública; a organização, a estrutura administrativa e o funcionamento das Universidades Públicas Federais, bem como a adoção do PMO nos seus projetos. Diante das principais variáveis de risco apontadas e da ausência da gerência de risco observada, conclui-se que PMO pode atuar no monitoramento, no controle e na construção de um plano contingência de risco.Palabras-chave: Projetos. Gerenciamento de Risco. PMO. Universidades.THE PROJECT MANAGEMENT OFFICE (PMO) IN THE DEVELOPMENT OF HIGHER EDUCATION FEDERAL INSTITUTIONS PROJECTSAbstract: The research in question aimed to understand how the Project Management Office (PMO) can act in the development of Tertiary Educational Institutions projects in relation to risk variables in the financial area. The research methodology involved bibliographic survey and analysis of documents on the topic in question and addressed the project management of the Project Management Body of Knowledge (PMBOK); the use of projects in the new public management; the organization, the administrative structure, the functioning of the Public Federal Universities, as well as the adoption of PMO in their projects. In the face of the main risk variables pointed out and the lack of risk management observed, we concluded that the PMO can act in the monitoring, control and the construction of a contingency plan for risk management.Keywords: Projects. Risk Management. PMO. Universities.LE PROJECT MANAGEMENT OFFICE (PMO) DANS LE DÉVELOPPEMENT DES PROJETS DES INSTITUTIONS FÉDÉRALES D'ENSEIGNEMENT SUPÉRIEURResumé: Cette recherche essaie de comprendre comment le Project Management Office (PMO) peut influer dans le développement des projets des Institutions Fédérales d'Enseignement Supérieur quant aux variables de risque concernant l'aspect financier. La méthodologie de ce travail est constituée d'un recueil bibliographique et l'analyse de documents sur le sujet. Elle porte sur la gérance de projets du Project Management Body of Knowledge (PMBOK); l'utilisation des projets dans la nouvelle gestion publique; l'organisation, la structure administrative et le fonctionnement des Universités Publiques Fédérales et l'adoption du PMO au sein de leurs projets. En face des principales variables de risque signalées et de l'absence de gestion de risque remarquée, on conclue que le PMO peut agir dans la surveillance, le contrôle et la construction d'un plan contingent de risque. Mots-clés: Projets. Gestions des risques. PMO. Universités.
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Loosemore, Martin, Robyn Keast, Josephine Barraket, George Denny-Smith, and Suhair Alkilani. "The risks and opportunities of social procurement in construction projects: a cross-sector collaboration perspective." International Journal of Managing Projects in Business, May 17, 2022. http://dx.doi.org/10.1108/ijmpb-11-2021-0300.
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PurposeThis research addresses the lack of project management research into social procurement by exploring the risks and opportunities of social procurement from a cross-sector collaboration perspective.Design/methodology/approachA content analysis of five focus groups conducted with thirty-five stakeholders involved in the implementation of a unique social procurement initiative on a major Australian construction project is reported.FindingsResults show little collective understanding among project stakeholders for what social procurement policies can achieve, a focus on downside risk rather than upside opportunity and perceptions of distributive injustice about the way new social procurement risks are being managed. Also highlighted is the tension between the collaborative intent of social procurement requirements and the dynamic, fragmented and temporary project-based construction industry into which they are being introduced. Ironically, this can lead to opportunistic behaviours to the detriment of the vulnerable people these policies are meant to help.Practical implicationsThe paper concludes by presenting a new conceptual framework of project risk and opportunity management from a social procurement perspective. Deficiencies in the Project Management Body of Knowledge (PMBOK) are also highlighted around an expanded project management role in meeting these new project management requirements.Originality/valueSocial procurement is becoming increasingly popular in many countries as a collaborative mechanism to ensure construction and infrastructure projects contribute positively to the communities in which they are built. This research addresses the lack of project management research into social procurement by exploring the risks and opportunities of social procurement from a cross-sector collaboration perspective.
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Abdelkhalik, Heba Farouk, and Hisham Hussein Azmy. "The role of project management in the success of green building projects: Egypt as a case study." Journal of Engineering and Applied Science 69, no. 1 (July 9, 2022). http://dx.doi.org/10.1186/s44147-022-00112-5.
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AbstractSustainability and project management are two trends that have taken global interest in the last decades due to their significant role in various fields of life. However, these two topics have rarely been addressed in one study or framework. As sustainability and environmental issues are not specifically or systematically considered in most major project management frameworks such as the Project Management Body of Knowledge (PMBOK), Individual Competence Baseline (ICB), International Organization for Standardization (ISO 21500:2012), and so on. Furthermore, sustainability applications in the construction field under the term “green buildings” are facing various types of obstacles that obstruct the pervasion of this type of construction in an adequate and required way. Some of these obstacles have been addressed in recent studies with suggested solutions, but the role of project management in overcoming or even mitigating the risk of these obstacles was almost absent in most of these studies. Therefore, this paper attempts to observe the most important obstacles facing the application of sustainability in the construction field and taking the green construction situation in Egypt as a case study. In addition, this paper aims to investigate the role of project management in green building projects’ success, through project management best practices’ applications to overcome the main reasons that obstruct the green building projects movement. The results showed that there is a lack of management methods that address sustainable construction projects. In addition, there is no clear methodology governing the green building management process. Also, the unspecified responsibilities between stakeholders in green building projects lead to difficulties in managing and implementing green buildings. However, some defined obstructions could be overcome by project management’s best practices and methods.
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Toosi, Hossein, Mohammad Amin Ghaaderi, and Zahra Shokrani. "Comparative study of academic research on project management in Iran and the World with text mining approach and TF–IDF method." Engineering, Construction and Architectural Management ahead-of-print, ahead-of-print (April 29, 2021). http://dx.doi.org/10.1108/ecam-05-2020-0325.
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PurposeThe purpose of this study is to compare the trend of academic project management research in Iran and the World in five-year periods with a text mining approach and TF–IDF method.Design/methodology/approachThe research population consists of 1205 theses presented between 2000 and 2019 in Iranian universities. The central library website of the mentioned universities was used for data collection, and the text mining approach with the TF–IDF method was used for data analysis.FindingsThe remarkable results of this study include: Concrete structures are the most frequent among structural systems, Risk Management is the most frequent among PMBOK Knowledge Areas, Design-build (DB) system is the most frequent among Project Delivery Systems, Engineering, procurement and construction (EPC) is the most frequent among DB Project Delivery Systems, Financial Management is the most frequent among specialized construction knowledge areas, Soft Skills is the most frequent among Global Trends, Contracting Companies is the most frequent among Project Parties, Construction Projects is the most frequent among Project Areas, Power Plant and Refinery is the most frequent among Project Subjects, Optimization is the most frequent among Problem-Solving Approaches, Fuzzy Logic is the most frequent among Novel Algorithms and Motivation is the most frequent among Soft Skills.Originality/valueThe innovative aspect of this research is that for the first time, text mining has been used to analyze academic research on project and construction management, and also for the first time, academic research on construction industry in Iran has been compared with global research.