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Добірка наукової літератури з теми "Projects risks"

Автор: Grafiati

Опубліковано: 30 травня 2022

Оновлено: 31 травня 2022

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Статті в журналах з теми "Projects risks"

Dorokhina, E. Yu. "Risks of Web projects." Entrepreneur’s Guide 13, no. 4 (November 23, 2020): 22–28. http://dx.doi.org/10.24182/2073-9885-2020-13-4-22-28.

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Анотація:

The paper presents shows the place and role of web projects in the system of projects related to the use of information technologies. The low efficiency of it projects and web projects, in particular, makes it necessary to develop new approaches to management. The most important specific risks of web projects and their sources are analyzed. The classification of web project risks is proposed.

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Носенко and A. Nosenko. "Advertising Project Staff Risks." Management of the Personnel and Intellectual Resources in Russia 3, no. 1 (February 10, 2014): 33–37. http://dx.doi.org/10.12737/2626.

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Risks for advertising project personnel are considered based on the case of «Raiffeisenbank» advertising campaign. Virtually all risks, intrinsic to advertising projects, are generated more or less through the personnel risks. Major advertising project risks are described and analyzed, including those of disloyalty, lack of competency, lack of motivation, underfunding, incorrect market segmentation and incorrect choice of distribution channel. Advertising project management are risk-bearing to a substantial degree, and the majority of the said risks are produced and/or manifest themselves not without project personnel. Such feature is conditioned by peculiarities of advertising projects, analyzed by the author in terms of HRM techniques applicable at the stage of project activities organization. Specific emphasize is made on personnel risks in the course of advertising projects implementation and on ways to evaluate and reduce thereof.

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Abdul-Rahman, Hamzah, Chen Wang, and Nur Hamizah Ariffin. "Identification of Risks Pertaining to Abandoned Housing Projects in Malaysia." Journal of Construction Engineering 2015 (November 10, 2015): 1–12. http://dx.doi.org/10.1155/2015/524717.

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Housing industry is one of the most dynamic, risky, and challenging industries. In Malaysia, this industry has a poor reputation for managing risks, with many major projects failing to be completed within the allotted time. Due to the inherent risks involved in construction projects, it is essential to recognize the risks that cause problems associated with abandoned housing projects. Therefore, this study aims to identify the risks that contribute to issues of abandoned housing projects and to propose mitigation strategies. The methodologies used in this study are combination of qualitative and quantitative methods of literature review, questionnaire survey, and interview. The results show that many risks are involved in housing project, including risks related to environmental impacts, construction, politics, law, management, finance, materials, and economy, of which the probability of risks from unexpected ground condition, project delays, bureaucracy, contractual disputes between developer and landlord, weakness in management by inexperience developer, and financial crisis is very high. It was also found that all relevant parties involved in housing industry are required to have extensive cooperation in advance and should perform systematic risk management strategies in order to mitigate the risks leading to problems associated with abandoned housing projects.

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Deshmukh, G. K., Hory Sankar Mukerjee, and U. Devi Prasad. "Risk Management in Global CRM IT Projects." Business Perspectives and Research 8, no. 2 (February 2, 2020): 156–72. http://dx.doi.org/10.1177/2278533719887005.

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Анотація:

Global information technology projects are risky with failure rates for customer relationship management information technology (CRM IT) projects estimated to 70 percent. These failures are often due to multiplicity of factors including poor risk management. The project management literature points out four broad types of risks: technical, external, organizational, and other risk factors. Project manager’s basic job, therefore, becomes to manage the risks and ensure that an IT project is steered to completion while meeting the objectives. Unmanaged risks run into chances of failure and ultimately impacting the CRM project and the reputation of the consultant. Payne and Frow’s (2005) advocates the need for a structured study on the information technology implementations of these projects. The objectives of the study are to investigate: how project risks in CRM- IT implementations impact the final outcome and how the risk management process adopted by the IT project manager impacts the final outcome of the project. The research was conducted administering questionnaire to 135 project managers. It was found that project risk impact cost, time, and technical performance and risk management process impacts planning, support of customers as well as top management.

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Hoermann, Stefan, Michael Schermann, Marco Aust, and Helmut Krcmar. "Risk Profiles in Individual Software Development and Packaged Software Implementation Projects." International Journal of Information Technology Project Management 5, no. 4 (October 2014): 1–23. http://dx.doi.org/10.4018/ijitpm.2014100101.

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The aim of this paper is to compare risk profiles of individual software development (ISD) and packaged software implementation (PSI) projects. While researchers have investigated risks in either PSI projects or ISD projects, an integrated perspective on how the risk profiles of these two types of information system (IS) projects differ is missing. To explore these differences, this work conducted a Delphi study at a German-based financial services company. The results suggest that: First, ISD projects seem to be more heterogeneous and face a larger variety of risks than the more straightforward PSI projects. Second, ISD projects seem to be particularly prone to risks related to sponsorship, requirements, and project organization. Third, PSI projects tend to be predominantly subject to risks related to technology, project planning, and project completion. Finally, in contrast to available lists of risks in IS projects and irrespective of the project type, the paper found a surprisingly high prominence of technology and testing-related risks.

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Korchagina, M. V., and K. S. Mukhiddinov. "Risks of innovation projects." Economy and ecology of territorial educations 3, no. 2 (2019): 52–56. http://dx.doi.org/10.23947/2413-1474-2019-3-2-52-56.

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Rubtsova, Mariia, Anastasiia Soldatenkova, and Olga Petreneva. "Construction innovation projects risks." PNRPU Construction and Architecture Bulletin 7, no. 2 (2016): 76–82. http://dx.doi.org/10.15593/2224-9826/2016.2.08.

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Elbaruni, Jalal, Olena Bielova, and Viktor Melenchuk. "ANALYSIS AND PRIORITIZING RISK MINIMIZING TECHNIQUES OF IT PROJECTS." Management of Development of Complex Systems, no. 45 (March 1, 2021): 6–12. http://dx.doi.org/10.32347/2412-9933.2021.45.6-12.

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Анотація:

This article is devoted to the risk analysis of IT projects. The article defines the risks of IT projects, classifies the key risks of IT projects and identifies the main sources of risks of IT projects. The analysis of risks of IT projects at introduction of information management system in realization of projects of the company is also presented. The possibility of risks of IT projects during the implementation of the management information system in the implementation of the company's projects is analyzed. And also the ways of minimization of occurrence of risks of IT projects at introduction of information management system in realization of projects of the company are offered. Under ideal circumstances, in modern organizations, project implementation reduces risks to zero. At the same time, in modern realities, it remains necessary to take into account risks and manage them as part of the organization when implementing projects. Nevertheless, risk minimization is effective for the dynamic growth of an organization or institution when implementing projects. The current trends in information projects in today's competitive world are fundamental and necessary for any project-oriented organization to manage risks in information outsourcing projects in an ideally complex task. Thus, this article examines the main factors that lead to the emergence of risks, based on modern scientific sources from leading researchers in the field of project management, taking into account the peculiarities of developing an optimal risk management system in an organization when implementing projects, as well as the implementation of such a system under various scenarios of projects’ implementation in organizations. A structure aimed at improving the risk management system in organizations during project implementation is also proposed. The study found that prioritization in the consideration of project risks, as well as risk factors, helps to correlate the risk of the project and the risk of the company itself. Prioritizing the response to risk factors and their strength of influence, considering the time, volume and quality of risks are of paramount importance for the dynamic growth of the organization and allow to conduct a matrix analysis of risks, and then propose ways to minimize risk.

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Reed, April H., and Linda V. Knight. "Technology Related Risks on Virtual Software Development Projects." International Journal of Information Technology Project Management 3, no. 1 (January 2012): 1–14. http://dx.doi.org/10.4018/jitpm.2012010101.

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Virtual software development projects have a greater reliance on technology than traditional co-located projects because of the need to leverage technology to facilitate or enhance communication among virtual team members. The goal of this research was to determine whether technology-related risks pose a greater risk to virtual projects than to traditional projects. Seven technology-related risks were identified from the literature, individual interviews with IT practitioners, and a focus group. Then 154 practitioners, primarily project managers, participated in an electronic survey that explored the impact of these factors. Results indicate two technology-related risks exhibited a significantly greater impact on virtual IT projects. Project managers need to be aware that (1) traditional project risks can have greater impact on virtual projects, and (2) of the technology-related risk factors, inexperience with the company and its processes and inadequate technical resources have been shown here to pose a greater threat to virtual projects than to traditional projects.

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Shestakov, Dmytro. "The Hypotheses Testing Method for Evaluation of Startup Projects." Journal of Economics and Management Sciences 4, no. 4 (December 6, 2021): p47. http://dx.doi.org/10.30560/jems.v4n4p47.

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This paper suggests new perspective to evaluating innovation projects and understanding the nature of startup risks. Author consider five principal hypotheses that underlie every innovative project that comprise a bunch of respective assumptions to manage startup risks in a proactive manner. Suggested approach spots the light on a project’s uncertainties and risks, embedded investment and managerial options, and enables more comprehensive and accurate evaluation of innovation. The Hypotheses Testing Method enables to estimate risks and attractiveness of a startup project in a clear and fast manner. It replaces unclear traditional techniques like NPV and DCF, avoiding heavy cash flow modelling.

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Дисертації з теми "Projects risks"

Lin, Jye-Shing 1974. "The conflicts and risks in BOT projects." Thesis, Massachusetts Institute of Technology, 2003. http://hdl.handle.net/1721.1/29570.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering, 2003.
Includes bibliographical references (leaves 86-88).
With a foreseeable, constrained financial status of a government, it is a feasible way to make public infrastructures viable for private sectors to participate. This concession can create a win-win situation for both the government and the private company. It also generates the maximum benefit for the public and the society if the project is well organized. Besides, private participation brings efficiency into infrastructure field and spur the economy in the long run. The degree of government involvement is vital to the success of a BOT project. If the government imposes too many restrictions on the project, it stifles the incentives. If the government helps the concessionaire too much, the project deviates from the main spirit of BOT delivery method. As a case study, the Taiwan High Speed Rail Project is discussed. This project changed its planned financial structure after the project encountered different difficulties in both debt and equity financing. However, the Taiwan government played an active role to help the project proceed. From this case study, one can also see how risks are allocated through different contractual agreements.
by Jye-Shing Lin.
S.M.

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Akram, Afzal Muhammad. "Risks in new product development (NPD) projects." Thesis, Cranfield University, 2017. http://dspace.lib.cranfield.ac.uk/handle/1826/12722.

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New product development (NPD) is vulnerable to a wide variety of risks arising from within the firm or from the external environment. Existing categorizations of NPD project risks are partial or ill-defined and consequently there is no clear consensus among researchers and practitioners about what constitute NPD project risks. To address this gap, this thesis deploys a systematic literature methodology to inductively develop a comprehensive risk taxonomy from a review of 124 empirical studies. This taxonomy is then empirically validated through a survey capturing data from 263 NPD projects conducted by UK firms. The thesis further investigated the moderating effect of NPD project type (incremental or radical), firm size (SMEs and large firms) and industry sectors on the proposed risk taxonomy. Variation in the perceptions of NPD risk by different members of the team was explored as well. The findings revealed that the principal risk factors affecting NPD projects are technological rapidity risk, supply chain risk, lack of funding and resource risk. The risk profile of radical NPD projects differed to that of incremental projects. SMEs were more vulnerable to NPD project risks than large firms. Most risks influenced NPD projects equally across industrial sectors. Members of NPD project teams from different backgrounds or with different roles perceived risks differently. The proposed taxonomy and its subsequent empirical validation provides a comprehensive and robust taxonomy for identifying and managing risks associated with different types of NPD project conducted by firms of varying sizes from different industrial sectors.

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Omidvar, Ali. "Classification of risk mitigation strategies in construction projects." Thesis, University of British Columbia, 2008. http://hdl.handle.net/2429/2704.

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This thesis proposes a classification system of risk mitigation strategies based on literature search and industry interviews. Following that, a list of generic properties was generated to describe individual strategies. In parallel, populating the properties of a large number of identified strategies was attempted. The practical implications are discussed mainly focusing on knowledge management for risk mitigation strategies.

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Da, Silva Tiago Ferreira. "Risk identification and project approval: an importance-performance analysis of taxonomy-based risks in Information Technology projects." OpenSIUC, 2010. https://opensiuc.lib.siu.edu/theses/355.

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Анотація:

The dissemination of project management practices is consolidating project as a great mean of achieving an organization's strategic plan (PMI, 2008, p. 10). But there are no resources and funds available to all, and competition among alternative projects is increasing. Funding institutions, government agencies, and credit rating organizations started considering project risk in project evaluation, instead of only using financial metrics such as ROI (Return on Investment) or NPV (Net Present Value). In order to obtain resources needed to implement projects, and thus contribute to an organization's objectives, it is necessary to identify the risks that have greater influence on project approval. This study applied the Importance-Performance Analysis (Martilla & James, 1977) to identify the main risk identification deficiencies for Information Technology (IT) project managers who apply for resources or funding approval. The identification was made possible by measuring IT project managers' perceptions of (1) the level of importance, or positive influence, which different risk categories have in project approval; (2) the level of performance they believe to have in the identification of these risks, meaning prior detection and registering; and (3) the gap between the measured levels of importance and performance. A survey listing 28 risk categories belonging to a validated risk taxonomy and 5-point Likert scales with different levels of importance and performance were presented to IT project managers from the central Illinois area. A total of 38 professionals answered the survey instrument, and verification of exclusion criteria resulted in an adjusted sample of 32 subjects. Descriptive statistics were used to compare mean values for each category, determining the gap between importance and performance levels for every category. The risk categories that presented the top three scores for importance were Scope uncertainty, Legal/regulatory, and Financial. The risk categories that represented the three greatest deficiencies or gaps (importance versus performance) for IT project approval were Contractual, Complexity, and Scope uncertainty.

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Mitchell, Gary F. "Managing risks in complex projects using compression strategies /." Thesis, Connect to this title online; UW restricted, 2005. http://hdl.handle.net/1773/8816.

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Sherrill, Peter K. (Peter Klaus). "Contracting methods and risks in federal remediation projects." Thesis, Massachusetts Institute of Technology, 1994. http://hdl.handle.net/1721.1/35016.

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Adams, Francis Kofi. "The management of risks in international infrastructural projects." Thesis, University of Edinburgh, 2004. http://hdl.handle.net/1842/26257.

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This thesis aims to conduct a review and survey to establish the appropriateness of the types of risk management techniques currently used in the construction industry, to investigate risk perception in construction and its impact on project performance, and to develop a procedural model for the elicitation of expert opinions about risks that minimises the adverse effects of risk perception on individual estimates of risk, and provides these opinions as input variables to the rigorous and probabilistic analysis of contractual risks. The work is a cross-cultural study, applying mail questionnaire surveys, interviews, Delphi and Vignette techniques, and analysing risk management approaches and applications of the elicitation model developed by the study in both United Kingdom and Ghana. The data generated by the elicitation model are analysed using relative likelihood methods to develop subjective prior probability distributions for use as input variables in the Bayesian analysis of contractual risks in construction. The study concludes that although relative frequency data are often unavailable for contractual risks, existing predominant practices for contractual risk analysis are inappropriate for the nature of contractual risks. Furthermore, individual perceptions about risks significantly affect expert judgements about risks (and consequently project performance) in spite of their expertise. Using the expert elicitation model developed by the study and the analytical approaches applied, it is possible to capture, encode and aggregate the knowledge and experiences of a group of relevant experts to derive probability distribution functions of contractual risks to be applied as input variables to a Bayesian analysis of contractual risks, and thereby achieve a more appropriate, systematic and rigorous approach to contractual risk analysis. Evidence from the study also indicates that this approach need not involve any significantly high costs as the analysis can be done using standard spreadsheet software and add-in programmes that companies already have on their computer systems.

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Barber, Richard Information Technology &amp Electrical Engineering Australian Defence Force Academy UNSW. "An investigation into the role of internally generated risks in complex projects." Awarded by:University of New South Wales - Australian Defence Force Academy, 2008. http://handle.unsw.edu.au/1959.4/38903.

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Projects are important to society, and yet they often fail. This is despite the application of widely accepted project management standards, training, and processes. In this context, there is growing awareness that projects are often highly complex and therefore cannot be managed effectively solely by using process-based project management techniques. An alternative approach is now emerging, and that is recognising and dealing with the dynamic complexity, feedback and uncertainty inherent in most large projects today. When a project does fail, it follows that there has also been a failure in the management of risks to the project. Given this, it is possible to obtain insight into failures in complex projects by investigating how risk is managed. During this research, the management of internally generated risks in projects was of particular interest. These are the risks that projects create for themselves by the way they are set up or operate. If it is established that such risks are common, important and not well managed, it could provide valuable insight into why projects fail. Nine complex projects were investigated to identify, document and analyse internally generated risks to their success. Using data gathered from workshops and confidential interviews, five hypotheses were tested to understand the role played by internally generated risks in projects. A key part of the research method was the use of risk maps, an adapted form of cause-and-effect diagrams, as the basis for the dialogue necessary to create a shared understanding of each risk. Statistically significant results were obtained to support the conclusion that internally generated risks are common in complex projects, have the potential to significantly impact upon project success, and yet are generally poorly managed. It was also concluded that internally generated risks are important as a class of project risk, with potentially large impacts upon the success or otherwise of complex projects. Given this, further research to better understand how such risks arise and how they can be recognised and managed is appropriate.

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Plotnikova, Svetlana. "Applying PRINCE2 project management disciplines to address key risks in ERP System Implementation Projects." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/3474.

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Thesis (MAcc (Accountancy))--University of Stellenbosch, 2007.
The successful implementation of an Enterprise Resource Planning (ERP) System can help an organisation to redefine its business processes and enhance its competitive advantage. An ERP System Implementation is a transformation project, which changes the way an organisation thinks and acts about its business. An ERP System implementation is also a complex endeavour, and as such, it requires rigorous risk management. The understanding and management of risks relevant to ERP System Implementation Projects are critical in order to ensure that the project delivers on its objectives within the specified budget and timelines, and eventually realises the envisaged business benefits. The purpose of this study is to discuss how key risks relevant to ERP System Implementation Projects could be addressed by applying project management disciplines derived from the PRINCE2 (PRojects IN Controlled Environment) project management methodology. This methodology was developed by the Office of Government Commerce in the United Kingdom. This study also provides a framework that could be applied at the outset and during an ERP System Implementation Project by business management, to understand the risks (“what could go wrong?”) and project management disciplines that should be applied to address these risks (“what must go right?”). This framework was derived by: • Identifying key risks relevant to ERP System Implementation Projects; • Mapping these key risks onto SAP Implementation phases to highlight where these risks could materialise in the SAP Implementation process; • Then mapping these key risks across PRINCE2 project management processes and SAP Implementation phases by creating the SAP Implementation Key Risks Map; and finally • Providing a detailed description of how to apply PRINCE2 project management disciplines to address each risk in the SAP Implementation Key Risks Map.

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Mack-Cain, Nina Michele. "Exploring Strategies for Early Identification of Risks in Information Technology Projects." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4651.

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Project managers must ensure risk management and business justification for their projects. Approximately, 53% of IT projects failed due to project managers not identifying risks early in the projects' lifecycle. The purpose of this single case study was to explore strategies IT project managers utilize to identify risks early in the project's lifecycle. The study population consisted of 5 lead IT project managers from a telecom company located in the Midwest region of the United States who had managed IT projects. The conceptual framework that grounded this study was the general systems theory. The data collection process involved semistructured interviews, a review of public documents, and member checking interviews to verify the authenticity of the participants' information. The data analysis process included the methodological triangulation, through interviewing and reviewing documents as well as using Yin's 5-step process for analyzing data to identify codes and themes. After the data analysis, the themes that emerged were self-development tools and risk identification (inputs, project tools and techniques, and output). The findings indicated it is crucial that the project team and all stakeholders who have an interest in the project continuously address risk management throughout the project's lifecycle. The implications for positive social change may help individuals understand risks better, interpret situations, and prevention of risk, which are essential to encourage economic inclusion, social protection, and environmental building.

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Книги з теми "Projects risks"

Gransberg, Douglas D., Michael Loulakis, Ali Touran, Ghada Gad, Kevin McLain, Shannon Sweitzer, Dominique Pittenger, Ivan Castro Nova, Ricardo Tapia Pereira, and Milagros Pinto-Nunez. Managing Geotechnical Risks in Designâ€"Build Projects. Washington, D.C.: Transportation Research Board, 2018. http://dx.doi.org/10.17226/25261.

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Private sector investment in infrastructure: Project finance, PPP projects and risks. 2nd ed. Alphen Aan Den Rijn, The Netherlands: Kluwer Law International, 2009.

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Lessard, Donald R. Understanding and managing risks in large engineering projects. [Cambridge, Mass: Alfred P. Sloan School of Management, Massachusetts Institute of Technology, 2001.

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Gransberg, Douglas D., Michael Loulakis, Ali Touran, Ghada Gad, Kevin McLain, Shannon Sweitzer, Dominique Pittenger, Ivan Castro Nova, Ricardo Tapia Pereira, and Milagros Pinto-Nunez. Guidelines for Managing Geotechnical Risks in Designâ€"Build Projects. Washington, D.C.: Transportation Research Board, 2018. http://dx.doi.org/10.17226/25262.

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Lee, Larssen, ed. Risk management for IT projects: How to deal with over 150 issues and risks. Amsterdam: Elsevier/Butterworth-Heinemann, 2006.

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Dailami, Mansoor. Contract risks and credit spread determinants in the international project bond market. Washington, D.C: World Bank, World Bank Institute, Governance, Regulation, and Finance Division, 2001.

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Bartsch, Ulrich. Financial risks and rewards in LNG projects: Qatar, Oman, and Yemen. 2nd ed. [Oxford]: Oxford Institute for Energy Studies, 1998.

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Ziogas, A. P. Engineering projects in Russia: Opportunities and risks forwestern firms through joint ventures. Manchester: UMIST, 1994.

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R, Lessard Donald, and IMEC Research Group, eds. The strategic management of large engineering projects: Shaping institutions, risks, and governance. [Cambridge, Mass.]: [MIT Press], 2000.

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Miller, Roger. The strategic management of large engineering projects: Shaping institutions, risks, and governance. [Cambridge, Mass: MIT Press], 2000.

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Частини книг з теми "Projects risks"

Stoehr, Thomas. "Managing Risks." In Managing e-business Projects, 135–45. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56090-3_7.

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Yang, Jianming. "Environmental Risks." In Environmental Management in Mega Construction Projects, 119–42. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-3605-7_12.

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Nwangwu, George. "Risks in PPP Projects in Nigeria." In Public Private Partnerships in Nigeria, 107–30. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-54242-7_6.

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Gaudenzi, Barbara. "Assessing Risks in Projects and Processes." In International Series in Operations Research & Management Science, 67–82. Boston, MA: Springer US, 2009. http://dx.doi.org/10.1007/978-0-387-79934-6_5.

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Caron, Franco. "Quantitative Analysis of Project Risks." In Managing the Continuum: Certainty, Uncertainty, Unpredictability in Large Engineering Projects, 75–80. Milano: Springer Milan, 2013. http://dx.doi.org/10.1007/978-88-470-5244-4_14.

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Bryde, David, Simon Taylor, and Roger Joby. "Managing Relationship Risks on Major Infrastructure Projects." In Routledge Handbook of Planning and Management of Global Strategic Infrastructure Projects, 321–41. Milton Park, Abingdon, Oxon ; New York, NY : Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.1201/9781003036388-13.

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Myagkova, Mariya V., Tatyana E. Shilkina, Vadim A. Makarov, and Roman R. Hairov. "Financing Innovative Projects: Challenges, Risks, and Opportunities." In Frontier Information Technology and Systems Research in Cooperative Economics, 185–95. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-57831-2_20.

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Treshchevsky, Dmitry Yu, Galina N. Franovskaya, Maksim O. Gladkih, and Nina Yu Treshchevskaya. "Risks of Innovative Projects: An Expert Review." In Digital Economy: Complexity and Variety vs. Rationality, 591–98. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-29586-8_68.

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Woodford, M. H., and P. B. Rossiter. "Disease risks associated with wildlife translocation projects." In Creative Conservation, 178–200. Dordrecht: Springer Netherlands, 1994. http://dx.doi.org/10.1007/978-94-011-0721-1_9.

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Тези доповідей конференцій з теми "Projects risks"

Hall, T. "Risks around the Millennium." In IEE Colloquium. Risk Management in Engineering Projects. IEE, 1999. http://dx.doi.org/10.1049/ic:19990175.

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Kirk, Diana, Andrew Luxton-Reilly, and Ewan Tempero. "Risks in Student Projects." In ACE '22: Australasian Computing Education Conference. New York, NY, USA: ACM, 2022. http://dx.doi.org/10.1145/3511861.3511877.

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Netrebskaya, Oksana. "RISKS OF PRIORITY INVESTMENT PROJECTS." In Manager of the Year. FSBE Institution of Higher Education Voronezh State University of Forestry and Technologies named after G.F. Morozov, 2022. http://dx.doi.org/10.34220/my2021_190-194.

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The article examines the risk factors in the forestry of the country and, in particular, in the implementation of priority investment projects in the field of forest development. The classification groups of risks and their possible consequences in the implementation of priority investment projects in the field of forest development are considered. It is shown that the consequences of the implementation of risk events in investment projects can manifest themselves in a decrease in the volume of harvesting and removal of timber, etc., a decrease in the volume of forest use, a decrease in payments to budgets of all levels and a deterioration in the quality of forestry work. It is shown that the risk management system is an integral part of making informed decisions from the development of a priority investment project through implementation to its monitoring and control.

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Tsai, Tsung-Chieh, Shuzo Furusaka, and Takashi Kaneta. "Evaluating Project Risks of Project Delivery Systems in Construction Projects." In 17th International Symposium on Automation and Robotics in Construction. International Association for Automation and Robotics in Construction (IAARC), 2000. http://dx.doi.org/10.22260/isarc2000/0069.

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Ahtee, Tero, and Timo Poranen. "Risks in Students' Software Projects." In 2009 22nd Conference on Software Engineering Education and Training. IEEE, 2009. http://dx.doi.org/10.1109/cseet.2009.31.

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Tsurkan, Marina, David Mamagulashvili, Tatyana Uryadova, and Alexey Artemiev. "Risks, Associated with LISP Projects." In International Conference on Economics, Management and Technologies 2020 (ICEMT 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200509.095.

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Goldring, R., and R. Svoma. "Subsea cable projects - minimising risks." In 10th IET International Conference on AC and DC Power Transmission (ACDC 2012). Institution of Engineering and Technology, 2012. http://dx.doi.org/10.1049/cp.2012.1949.

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Greville, M. "Shipbuilding and Conversion Contracts: Managing the Commercial Risks." In Planning & Managing Shipbuilding, Conversion & Repair Projects. RINA, 1999. http://dx.doi.org/10.3940/rina.pm.1999.05.

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Radunović, Miljan. "Controlling Obor Projects’ Risks by Applying Modern Project Management Tools." In FINIZ 2018. Belgrade, Serbia: Singidunum University, 2018. http://dx.doi.org/10.15308/finiz-2018-37-45.

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Márquez, Freddy José, and Ranses Guillermo Sandrea. "Overall Risk: An Effective Approach in Project Management and Decision Making." In Offshore Technology Conference. OTC, 2022. http://dx.doi.org/10.4043/31718-ms.

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Abstract Risks constantly add complexity to the decision-making process in Oil & Gas industry. Risk register and risk matrices are common tools used to manage risks, but a list of risks cannot answer sponsors and stakeholders "How risky" question, especially those related to highly technical subjects. However, estimating the overall risk can address these concerns. Project Management Institute define overall risk as "the effect of uncertainty on the project as a whole, more than the sum of individual risks within a project…". The objective of this paper is to provide guidelines to estimate overall risk to make risk-informed decisions by modeling the effect of uncertainty in the achievement of objectives, providing an analysis that puts project stakeholders and sponsors in context, even in high complexity projects.

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Звіти організацій з теми "Projects risks"

Fitzpatrick, Velvet, and Kumares Sinha. An Assesment of Delivery Risks in Transportation Projects. West Lafayette, Indiana: Purdue University, 2010. http://dx.doi.org/10.5703/1288284314281.

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Pomazkova, Nadezhda V., Larisa M. Faleychik, and Andrey A. Faleychik. The GIS Analysis Use to Assess the Ecological and Economic Risks in Infrastructure Projects. Ljournal, 2017. http://dx.doi.org/10.18411/2352-538x-2017-72-304-307.

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Ali, Rassul. Konzeptentwicklung für CDM-Projekte - Risikoanalyse der projektbezogenen Generierung von CO2-Zertifikaten (CER). Sonderforschungsgruppe Institutionenanalyse, 2007. http://dx.doi.org/10.46850/sofia.9783933795842.

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The Clean Development Mechanism (CDM) is a complex legal-institutional system that, on the one hand, offers industrialized countries options for cost-effective emission reductions and, on the other, provides developing countries with opportunities for sustainable development. Investors face the difficulty of identifying suitable CDM projects from approximately 130 possible host countries and nearly 60 possible project activities. In order to develop points of reference for strategic investments, this paper identifies and categorizes the risks arising in the value creation process of bilateral energy projects into four action-related levels. At the host level, the focus is on political-institutional and sector-specific risks, while at the investor state level, the legal design of the CDM's complementary function is relevant. The project level covers technology- and process-related risks, with the identification of the reference case and the proof of additionality posing particular problems. The future design of the CDM and the reform of the procedure at the UNFCCC level pose a fundamental risk. A two-stage assessment procedure is proposed for risk assessment: a rough analysis captures sociographic, climate policy, institutional and sector-specific criteria of the host. The differentiation of the project stage allows the localization of the project in the value chain and a differentiation regarding the use of methods. The assessment of project registration is based on the methods used and gives recognition rates per method and project category; project performance is measured in terms of the ratio of emission reductions actually realized to those planned in the project documentation. A detailed analysis following the coarse analysis provides qualitative guidance for project evaluation. These include the Executive Board's methodological principles, correct application of methodologies, identification of the reference case, proof of additionality, as well as the financial conditions of the relevant sector and publicity-related aspects. Despite individual hosts and project technologies, the developed two-step risk analysis allows, with relatively little effort and in line with business practice, an initial assessment of CDM project risks, so that overall it lays a fundamental building block for the elaboration of a strategic implementation and sustainable investment under the CDM.

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Ayele, Seife, Wei Shen, Tadesse Kuma Worako, Lucy H. Baker, and Samson Hadush. Renewable Energy Procurement in Ethiopia: Overcoming Obstacles in Procurement from Independent Power Producers. Institute of Development Studies (IDS), December 2021. http://dx.doi.org/10.19088/ids.2021.064.

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Developing countries are increasingly using auctions for the procurement of utility-scale renewable electricity, due to the potential for attracting private investment. However, auction design and implementation can face serious obstacles due to complex context-specific factors. In 2017, Ethiopia launched its Public–Private Partnership (PPP) policy and procurement framework to promote infrastructure development, including electricity generation. Since 2018, it has organised renewable energy auctions to procure new capacity from independent power producers (IPPs). However, the new framework faces numerous challenges. Using a literature review and primary data from more than 70 interviews and from stakeholder consultations, this study explores the political economy challenges and opportunities facing IPP project preparation, decision-making, coordination and implementation, and risks to investors. To date, Ethiopia has held two rounds of tenders to procure 1,000 megawatts (MW) of electricity from eight projects; the first tender for two solar photovoltaic (PV) projects led to the signing of Power Purchase Agreements (PPAs) and was hailed as one of the cheapest tariff rates in sub-Saharan Africa, at US$2.526 cents/kilowatt hour (kWh) over 25 years. However, none of the projects have yet become operational. This study also finds fault lines impeding the implementation of IPP projects, including the risk of foreign currency availability and convertibility of Ethiopian birr to expatriate profits. It proposes measures to overcome these obstacles and mitigate risks, to put Ethiopia on course to achieve universal access to electricity by 2030.

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Marcos Morezuelas, Paloma. Gender and Renewable Energy: Wind, Solar, Geothermal and Hydroelectric Energy. Inter-American Development Bank, November 2014. http://dx.doi.org/10.18235/0003068.

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This document focuses on how to incorporate a gender perspective in operations that support the construction, operation and maintenance of medium- and large-scale renewable wind, solar, geothermal and hydroelectric energy installations connected to the grid for purposes of power generation. Additionally, there is also a section on rural energy that is applicable to small installations and mini-grids, or to exceptional cases where medium- and large-scale facilities provide electricity to a community. The document (i) identifies the possible gender equality challenges and opportunities as part of the project assessment, (ii) highlights the risks and potentially negative impacts of the project on gender equality, (iii) offers recommendations for addressing, preventing and mitigating challenges and for maximizing opportunities; and (iv) presents examples of programs that have taken into account gender differences or risks. In addition, the document includes (v) key questions for analyzing gender issues in renewable energy projects, and (vi) examples of indicators for the monitoring and evaluation of operations in the renewable energy sector.

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Putriastuti, Massita Ayu Cindy, Vivi Fitriyanti, and Muhammad Razin Abdullah. Leveraging the Potential of Crowdfunding for Financing Renewable Energy. Purnomo Yusgiantoro Center, June 2021. http://dx.doi.org/10.33116/br.002.

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• Renewable energy (RE) projects in Indonesia usually have IRR between 10% and 15% and PP around 6 to 30 years • Attractive return usually could be found in large scale RE projects, although there are numerous other factors involved including technology developments, capacity scale, power purchasing price agreements, project locations, as well as interest rates and applied incentives. • Crowdfunding (CF) has big potential to contribute to the financing of RE projects especially financing small scale RE projects. • P2P lending usually targeted short-term loans with high interest rates. Therefore, it cannot be employed as an alternative financing for RE projects in Indonesia. • Three types of CF that can be employed as an alternative for RE project funding in Indonesia. Namely, securities, reward, and donation-based CF. In addition, hybrid models such as securities-reward and reward-donation could also be explored according to the project profitability. • Several benefits offer by securities crowdfunding (SCF) compared to conventional banking and P2P lending, as follows: (1) issuer do not need to pledge assets as collateral; (2) do not require to pay instalment each month; (3) issuer share risks with investors with no obligation to cover the investor’s loss; (4) applicable for micro, small, medium, enterprises (MSMEs) with no complex requirements; and (5) there is possibility to attract investors with bring specific value. • Several challenges that need to be tackled such as the uncertainty of RE regulations; (1) issuer’s inability in managing the system and business; (2) the absence of third parties in bridging between CF platform and potential issuer from RE project owner; (3) the lack of financial literacy of the potential funders; and (4) lastly the inadequacy of study regarding potential funders in escalating the RE utilisation in Indonesia.

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Lempert, Robert J., Michelle Miro, and Diogo Prosdocimi. A DMDU Guidebook for Transportation Planning Under a Changing Climate. Edited by Benoit Lefevre and Ernesto Monter Flores. Inter-American Development Bank, February 2021. http://dx.doi.org/10.18235/0003042.

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The effects of climate-related natural hazards pose a significant threat to sustainable development in Latin America and the Caribbean (LAC) region and in particular its transportation sector. Risk Management provides an appropriate framework for assessing and mitigating the impacts of climate change and other climate-related natural hazards on transportation systems and choosing actions to enhance their resilience. However, analysts and policymakers involved in transportation planning, policy, and investment face significant challenges in managing the risks triggered by the effects of climate change. Climate change impacts the lifespan of roads, airports, and railroads as they have time horizons that surpass 40 years, thus making it harder (if not impossible) to forecast with confidence all relevant future events that will affect such infrastructure. In addition, the climate has already changed, so the return frequency of storms, for example, and other extreme events may now be different than suggested by the historical record in ways that are not always currently well understood. Implementing Risk Management under conditions of such uncertainty can prove difficult. Decision Making Under Deep Uncertainty (DMDU) enables Risk Management under conditions of Deep Uncertainty, that is when risks cannot confidently be quantified. This guidebook is aligned with the Disaster and Climate Change Risk Assessment Methodology for IDB projects (IDB 2018) and introduces and provides guidance on applying methods for Decision Making Under Deep Uncertainty (DMDU) to transportation planning. It presents the methodological steps that are necessary for the implementation of DMDU methodologies and reviews several such methods, including scenario planning, Adaptive Pathways, and robust decision making (RDM). This review is geared towards supporting the incorporation of DMDU methods into IDBs transportation sector funding and planning processes.

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Parrino, Robert, Allen Poteshman, and Michael Weisbach. Measuring Investment Distortions when Risk-Averse Managers Decide Whether to Undertake Risky Projects. Cambridge, MA: National Bureau of Economic Research, January 2002. http://dx.doi.org/10.3386/w8763.

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Ayele, Seife, and Wei Shen. Renewable Energy Procurement by Private Suppliers in Ethiopia. Institute of Development Studies (IDS), February 2022. http://dx.doi.org/10.19088/ids.2022.008.

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Auction-based renewable electricity procurement has the potential to attract private investment and lower prices, but its design and implementation can be challenging. Since 2018, Ethiopia has organised auctions to procure new capacity from independent power producers (IPPs). Based on an in-depth study of the political economy, this policy briefing explores factors impeding the design and implementation of IPPs’ projects, including the shortage of foreign currency and convertibility of the Ethiopian birr to repatriate profits. It proposes measures to overcome these obstacles and mitigate risks, to put Ethiopia on course to achieve universal access to electricity by 2030.

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Tuholski, Neil J., Henrik Gluver, C. A. Cornell, Ben C. Gerwick, Patev Jr., and Robert C. Risk Assessment Procedures for Innovative Navigation Projects. Fort Belvoir, VA: Defense Technical Information Center, December 2002. http://dx.doi.org/10.21236/ada410763.

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