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Книги з теми "Projects risks"

Автор: Grafiati

Опубліковано: 30 травня 2022

Оновлено: 31 травня 2022

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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

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9

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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10

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

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11

Sirotkin, Sergey, and Natal'ya Kel'chevskaya. Economic evaluation of investment projects. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/1014648.

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Анотація:

The tutorial focuses on challenges of economic evaluation of investment projects. It provides both theoretical and methodological foundations of economic evaluation of investment projects and required a substantial mathematical reasoning. Lighted the economic substance of the investment structure of the investment project, commercial efficiency and financial marketability, and methods of evaluation of investment project risks. The material is presented using the normative legal documents, in particular the Tax code of the Russian Federation, Federal laws, accounting regulations and other sources and meets the requirements of Federal state educational standards of higher education of the last generation. For students, postgraduates and teachers of economic universities (departments), researchers and practitioners, experts in the field of investment activities of organizations.

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12

Merna, A. Investigation of the agreement and the risks for build-own-operate-transfer projects. Manchester: UMIST, 1992.

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13

Price, Mindy. Guidebook for Successfully Assessing and Managing Risks for Airport Capital and Maintenance Projects. Washington, D.C.: Transportation Research Board, 2014. http://dx.doi.org/10.17226/22278.

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14

K, Kähkönen, Artto K. A, and International Project Management Association, eds. Managing risks in projects: Proceedings of the IPMA Symposium on Project Management 1997, Helsinki, Finland, 17-19 September, 1997. London: E & FN Spon, 1997.

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15

Office, World Bank Indonesia. Anti-corruption guide: Developing an anti-corruption program for reducing fiduciary risks in new projects : lessons from Indonesia. Jakarta: World Bank Office Jakarta, 2003.

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16

Project finance, BOT projects and risk. The Hague: Kluwer Law International, 2005.

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17

Charrel, Pierre-Jean, and Daniel Galarreta, eds. Project Management and Risk Management in Complex Projects. Dordrecht: Springer Netherlands, 2007. http://dx.doi.org/10.1007/978-1-4020-5837-0.

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18

Edwards, Peter, Paulo Vaz-Serra, and Michael Edwards. Managing Project Risks. Chichester, UK: John Wiley & Sons, Ltd, 2019. http://dx.doi.org/10.1002/9781119489719.

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19

Astaf'eva, Ol'ga, Natal'ya Moiseenko, Aleksandr Kozlovskiy, Tat'yana Shemyakina, and Viktor Serov. Risk management in construction. ru: INFRA-M Academic Publishing LLC., 2022. http://dx.doi.org/10.12737/1842952.

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Анотація:

The monograph is devoted to the issues of risk management in the organizations of the investment and construction complex. The issues of risk classification are consistently considered, approaches to determining the types and types of risks are established. Attention is paid to approaches to the construction of a risk management mechanism and the specifics of the impact on the identified risks in terms of minimizing possible damage. The issues of state regulation are highlighted, a complex economic problem related to the study of the effectiveness of the chosen strategy of real investment projects based on the use of various methods and models of risk analysis is considered. Modern educational and methodological materials tested in the practice of enterprises and organizations of the construction complex of Moscow and the Moscow region were used. For a wide range of readers interested in the issues of risk management in construction. It will be useful for students, postgraduates and teachers of economic universities.

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20

Obradovitch, M. M. Project management: Risks and productivity. [Bend, Or.]: D. Spencer Publishers, 1990.

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21

Inc, ebrary, ed. Managing risk in projects. Farnham: Gower, 2009.

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22

Project risk management. New York: McGraw-Hill, 2004.

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23

S, Ludin Irwin, ed. Reducing project risk. Aldershot, England: Gower, 1997.

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24

Chong, Yen Yee. Managing project risk: Business risk management for project leaders. London: Financial Times/Prentice Hall, 2000.

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25

Institution of Civil Engineers (Great Britain). RAMP - risk analysis and management for projects: A strategic framework for managing project risk and its financial implications. 2nd ed. London: Thomas Telford, 2005.

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26

Parrino, Robert. Measuring investment distortions when risk-averse managers decide whether to undertake risky projects. Cambridge, MA: National Bureau of Economic Research, 2002.

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27

Artto, K. A. Managing Risks in Projects. Taylor & Francis, 1998.

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28

Artto, K. A., and K. Kahkonen. Managing Risks in Projects. Spon Press, 2013. http://dx.doi.org/10.4324/9780203860595.

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29

(Editor), Hari Mohan Mathur, and David Marsden (Editor), eds. Development Projects and Impoverishment Risks. OUP India, 2000.

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30

Managing Risks in Design & Construction Projects. American Society of Mechanical Engineers, 2006.

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31

Henry G, Burnett, and Bret Louis-Alexis. Part II Key Risks and Disputes Associated with International Mining Projects, 5 Political Risk and Resource Nationalism. Oxford University Press, 2017. http://dx.doi.org/10.1093/law/9780198757641.003.0005.

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Анотація:

This chapter first discusses the notions of political risk and resource nationalism. Political risk refers to the risk that some political event will materially affect the projected profitability or the legal framework of a given project or investment. Resource nationalism refers to the tendency of a host government to take action to increase its control of-and value derived from—the development of its national resources, often after a private foreign investor has placed the resource into commercial production. The chapter then covers expropriations and nationalizations of international mining projects; the principal types of measures employed by Host States to increase their participation in, revenues from, and control over mining projects; breach, repudiation, or forced renegotiation of international mining contracts by Host States; and managing political risk for international mining projects.

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32

Managing Risks and Decisions in Major Projects. Chapman & Hall, 1994.

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33

Saporita, Ron. Managing Risks in Design & Construction Projects. ASME Press, 2006. http://dx.doi.org/10.1115/1.802434.

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34

Mohan, Mathur Hari, and Marsden David 1950-, eds. Development projects and impoverishment risks: Resettling project-affected people in India. Delhi: Oxford University Press, 1998.

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35

(Editor), Hari Mohan Mathur, and David Marsden (Editor), eds. Development Projects and Impoverishment Risks: Resettling Project-Affected People in India. Oxford University Press, USA, 1998.

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36

Falconio, Peter M. The identification of technical risks in construction projects. 2000.

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37

Raydugin, Yuri G. Modern Risk Quantification in Complex Projects. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198844334.001.0001.

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Анотація:

There are multiple complaints that existing project risk quantification methods—both parametric and Monte Carlo—fail to produce accurate project duration and cost-risk contingencies in a majority of cases. It is shown that major components of project risk exposure—non-linear risk interactions—pertaining to complex projects are not taken into account. It is argued that a project system consists of two interacting subsystems: a project structure subsystem (PSS) and a project delivery subsystem (PDS). Any misalignments or imbalances between these two subsystems (PSS–PDS mismatches) are associated with the non-linear risk interactions. Principles of risk quantification are developed to take into account three types of non-linear risk interactions in complex projects: internal risk amplifications due to existing ‘chronic’ project system issues, knock-on interactions, and risk compounding. Modified bowtie diagrams for the three types of risk interactions are developed to identify and address interacting risks. A framework to visualize dynamic risk patterns in affinities of interacting risks is proposed. Required mathematical expressions and templates to factor relevant risk interactions to Monte Carlo models are developed. Business cases are discussed to demonstrate the power of the newly-developed non-linear Monte Carlo methodology (non-linear integrated schedule and cost risk analysis (N-SCRA)). A project system dynamics methodology based on rework cycles is adopted as a supporting risk quantification tool. Comparison of results yielded by the non-linear Monte Carlo and system dynamics models demonstrates a good alignment of the two methodologies. All developed Monte Carlo and system dynamics models are available on the book’s companion website.

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38

Salmon, Walter A. Practical Risk Management for EPC / Design-Build Projects: Manage Risks Effectively - Stop the Losses. Wiley & Sons, Incorporated, John, 2020.

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39

Salmon, Walter A. Practical Risk Management for EPC / Design-Build Projects: Manage Risks Effectively - Stop the Losses. Wiley & Sons, Incorporated, John, 2020.

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40

Practical Risk Management for EPC / Design-Build Projects: Manage Risks Effectively - Stop the Losses. Wiley & Sons, Limited, John, 2020.

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41

Chau, Christopher. An evaluation into the mechanism and risks in boot projects. 1999.

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42

Henry G, Burnett, and Bret Louis-Alexis. Part II Key Risks and Disputes Associated with International Mining Projects, 10 Environmental and Social Disputes. Oxford University Press, 2017. http://dx.doi.org/10.1093/law/9780198757641.003.0010.

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Анотація:

This chapter examines the principal manifestations of social and environmental risks facing mining companies, emphasizing those resulting in international arbitration disputes. Environmental disputes can arise when mining companies fail to abide by environmental norms and regulations; or when these norms or regulations changes during the life of a mining project. Mining companies responsible for environmental contamination or pollution may be responsible for the cleanup of pollution to land or water supplies and to compensate victims of pollution. It is therefore imperative for mining companies to identify the environmental risks associated with their operations and to ensure that they strictly comply with applicable regulations. Social disputes may arise when two or more stakeholders in a project disagree about the material (economic) or immaterial (political, strategic, moral, religious, environmental, etc.) implications of access to and use of natural resources; it is very important to distinguish between discrete conflictual episodes that will necessarily occur in connection with large natural resource projects, and structural differences between stakeholders which can lead to the project’s demise.

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43

Henry G, Burnett, and Bret Louis-Alexis. Part II Key Risks and Disputes Associated with International Mining Projects, 8 Financing Disputes. Oxford University Press, 2017. http://dx.doi.org/10.1093/law/9780198757641.003.0008.

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Анотація:

This chapter discusses the three main types of financing for mining projects and their respective potential for international disputes. These main forms of financing are: equity financing, debt financing, and alternative forms of financing such as royalty financing and stream financing. Equity financing is the most widespread form of financing. It is particularly popular with junior mining companies that do not have the possibility to tap debt markets. Debt financing is often used by mid-tier and major mining companies seeking to develop new projects or expand their operations. Amongst the different forms of debt financing available to mining companies, project finance is the most widely-used for international mining projects. Alternative forms of financing (including royalty financing and stream financing) have emerged over the past thirty years as a viable alternative to equity and debt.

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44

Lessard, Donald R., Roger Miller, Pascale Michaud, and Serghei Floricel. Strategic Management of Large Engineering Projects: Shaping Institutions, Risks, and Governance. MIT Press, 2001.

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45

Lessard, Donald R., Roger Miller, Pascale Michaud, and Serghei Floricel. Strategic Management of Large Engineering Projects: Shaping Institutions, Risks, and Governance. MIT Press, 2018.

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46

Lessard, Donald R., and Roger Miller. The Strategic Management of Large Engineering Projects: Shaping Institutions, Risks, and Governance. The MIT Press, 2001.

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47

S, Russell Clifford, and Inter-American Development Bank, eds. Investing in water quality: Measuring benefits, costs and risks. Washington, DC: Inter-American Development Bank, 2001.

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48

Space projects: Astrophysics facility programs contains cost and technical risks : report to congressional requesters. Washington, D.C. (P.O. Box 37050, Washington 20013): The Office, 1994.

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49

Henry G, Burnett, and Bret Louis-Alexis. Part II Key Risks and Disputes Associated with International Mining Projects, 9 Mining Development, Operating, and Commercial Disputes. Oxford University Press, 2017. http://dx.doi.org/10.1093/law/9780198757641.003.0009.

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Анотація:

This chapter examines the most common types of disputes arising in connection with the development and operations of mining projects. These can be classified into two main categories: development and operating disputes, and offtake and sales disputes. Development and operating disputes include: disputes that may arise when the project owner and external mining contractor fail to agree on rates; hardrock drilling disputes arising from various geographic, geologic, and practical factors; and construction contract disputes. Offtake agreements or offtake contracts refer to all types of agreements for the sale and purchase of metals/minerals, including spot sales, metal streaming agreements, and in-kind mineral royalties. The most common types of disputes involve four essential aspects of the sale of metals and minerals: the quantity to be delivered; the quality of the metals/minerals delivered; the conditions of the delivery; and the payment of a price by the buyer.

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50

Phillip, Fletcher. 1 Approaching Legal Issues in a Project Finance Transaction. Oxford University Press, 2015. http://dx.doi.org/10.1093/law/9780198715559.003.0002.

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Анотація:

Although each project has unique characteristics, which may vary depending on such matters as the host jurisdiction and sector,there are legal issues and risks that are common to most projects. The process of assessing those risks and determining whether and how they can be mitigated is central to structuring a successful transaction that will be sufficiently robust to withstand the economic, technical, political, and legal challenges that are likely to arise over the frequently long-term tenor of the project’s debt.This chapter identifies the broad categories of risks that must be considered, and outlines a methodology for doing so. The chapter also introduces a discussion of the unique features of project finance credit and security documents, and of the process required to close complex transactions.

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