A web-based integrated system for international project risk management

Han, Seung Heon; Kim, Du Y.; Kim, Yong Jin; Jang, Woo Hyuk

doi:10.1016/j.autcon.2007.05.012

Cited by 114 publications

(58 citation statements)

References 40 publications

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“…Project risk management is a systematic process of identifying, analysing, and responding to project risks. Project risk management can be effective if the barriers to risk management are identified and tackled effectively (Han et al 2008). …”

Section: Methodology Research Objectivementioning

confidence: 99%

“…International projects are classified by Grey et al (2010) as overseas (executed in a foreign country for a native firm), foreign (executed in a foreign country for a foreign firm), or global (project team consisting of professionals from multiple countries) projects. Han et al (2008) claimed that overseas projects tend to have a high possibility of loss/failure compared to domestic projects.…”

Section: Introductionmentioning

confidence: 99%

“…Projects are often exposed and averse to risks, and stakeholders ask for risk management to cover themselves against financial or legal consequences (Fang and Marle 2012). Hence, risk management becomes an integral part of project management (Isaac 1995;Han et al 2008;Elkington and Smallman 2002). Risk management is very crucial for any project to complete successfully without compromising on the quadruple constraints of scope, cost, schedule, and quality (Yazid et al 2014).…”

Section: Introductionmentioning

confidence: 99%

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Analysis of interactions among barriers in project risk management

et al. 2017

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In the context of the scope, time, cost, and quality constraints, failure is not uncommon in project management. While small projects have 70% chances of success, large projects virtually have no chance of meeting the quadruple constraints. While there is no dearth of research on project risk management, the manifestation of barriers to project risk management is a less dwelt topic. The success of project management is oftentimes based on the understanding of barriers to effective risk management, application of appropriate risk management methodology, proactive leadership to avoid barriers, workers' attitude, adequate resources, organizational culture, and involvement of top management. This paper represents various risk categories and barriers to risk management in domestic and international projects through literature survey and feedback from project professionals. After analysing the various modelling methods used in project risk management literature, interpretive structural modelling (ISM) and MICMAC analysis have been used to analyse interactions among the barriers and prioritize them. The analysis indicates that lack of top management support, lack of formal training, and lack of addressing cultural differences are the high priority barriers, among many others.

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Section: Methodology Research Objectivementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Analysis of interactions among barriers in project risk management

et al. 2017

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“…Multiple risk sources might result in transportation project delay such as organization and management, economic, technique, and environment [17]. In order to address the characteristics of these underlying sources, various schedule risk management methods were adopted in the previous research.…”

Section: Related Studiesmentioning

confidence: 99%

Managing Transportation Megaproject Schedule Risks Using Structural Equation Modelling: A Case Study of Shanghai Hongqiao Integrated Transport Hub in China

Peng

Liangfa

2016

MATEC Web Conf.

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Abstract. Tight schedules, multifunctional scopes, and colossal sizes usually characterize transportation megaprojects as challenging tasks for completion. In order to address these situations, a schedule risk management method was developed in this paper based on the structural equation model. In the proposed method, risk identification, evaluation and response were arranged as a sequence, and the expert elicitation technique was adopted in order to quantify the schedule risk status. To demonstrate the applicability of the proposed model, a megaproject case in China, the Shanghai Hongqiao Integrated Transport Hub (SHITH), was chosen. Information within the expanded risk register was collected including the probability and consequence of risk events, the complexity of risk responsible owners, the reaction time, and the time lasting for risk countermeasures. Final risk control results showed that the method could not only address the schedule risks correlations effectively, but also maintained the simplicity for construction management practices..

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“…Risk identification is an important step to set up the risk framework for controlling project risks. Various techniques can be used to identify construction risks, including checklists, brainstorming, sources of risk (Shen et al, 2001;Han et al, 2008), risk breakdown structure (Zhi, 1995;Ezeldin and Orabi, 2006;Sameh, 2008) and so on. Risk assessment is also a significant step to analysis the important level of risk factors to project objectives.…”

Section: Literature Reviewmentioning

confidence: 99%

Risk assessment for international construction joint ventures in Vietnam

2017

Int. j. adv. appl. sci

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Joint venture (JV) form has been adopted in construction industries worldwide because of the huge benefits, one of which is that foreign companies can share their work experiences and resources with local companies that understand cultural, political, and legal factors in their countries well. Even though JV is an attractive option for international construction business management, it is also extremely risky due to size, complexity, and multifaceted operations of JV projects. The objective of this study is to assess risk factors affecting three performance stages of international construction joint venture (ICJV) projects in Vietnam namely Startup, Operation, and Dismantle. Based on the findings through questionnaire surveys and in-depth interviews, critical risk factors were first identified and compared among three stages to appreciate their differences and similarities. Finally, the results of this paper were (a) the characteristics of risk factors in each stage, (b) startup stage of ICJV contained many potential risk factors should be most concerned, and (c) trend analysis in different stages of ICJV projects.

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A web-based integrated system for international project risk management

Cited by 114 publications

References 40 publications

Analysis of interactions among barriers in project risk management

Analysis of interactions among barriers in project risk management

Managing Transportation Megaproject Schedule Risks Using Structural Equation Modelling: A Case Study of Shanghai Hongqiao Integrated Transport Hub in China

Risk assessment for international construction joint ventures in Vietnam

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