Identification of Risk Paths in International Construction Projects Using Structural Equation Modeling

Eybpoosh, Matineh; Dikmen, İrem; Birgönül, M. Talat

doi:10.1061/(asce)co.1943-7862.0000382

Cited by 174 publications

(122 citation statements)

References 39 publications

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“…Miller and Lessard (2001) proposed that understanding and managing project risks in large engineering projects are challenging tasks at the early phase. International projects have high levels of risk and complexity, which result in greater possibilities of overrun and conflict when compared with domestic projects (Eybpoosh et al 2011). A survey conducted by Standish Group International Inc. (The Standish group CHAOS report 2013) shows that only 25-30% projects are completed successfully.…”

Section: Introductionmentioning

confidence: 99%

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: Introductionmentioning

confidence: 99%

Analysis of interactions among barriers in project risk management

et al. 2017

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“…In disaster events it is crucial that hospitals remain safe and functional during and after incidents. When facing disaster, health facilities at all levels deserve special attention, in that they must continue to provide patient treatment for those staying in their facilities whilst also treat persons injured by the event [17]. It is also important that their promotion and prevention programs are not suspended, such as prenatal care and haemodialysis, which places further strain on the organisation.…”

Section: Introductionmentioning

confidence: 99%

“…Disaster management becomes even more critical for hospitals as the health sector has historically been particularly vulnerable to disaster. Health facilities at all levels deserve special attention in the case of natural disasters, as they are expected to continue patient treatment as well as care for those injured by the event [11]. For example, during the Bam earthquake (2003), almost all of the hospital buildings were damaged and there was chaos in relation to its operational capacities [12].…”

Section: Introductionmentioning

confidence: 99%

Safety and security of hospitals during natural disasters: Challenges of disaster managers

Nia¹,

Kulatunga²

2017

Int. J. SAFE

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The purpose of this research is to explore some challenges that hospital disaster managers face in dealing with natural disaster events. In such events, it is crucial that hospitals remain safe and functional during and after the disaster; thus, hospitals at all levels need to plan for natural disasters and be aware of the requirement to remain in an operational condition both during and after any event. Evidence from around the world suggests that the malfunctioning of hospitals during a disaster have extensive impacts on both inbound and outbound patients; as such, disaster preparedness is a significant concern for hospital disaster managers. Hospital disaster management is important because of the critical services that healthcare facilities provide for injured people and existing patients. Therefore, developing a good management system for natural disaster events can help to ensure better efficiency and economy in the use of facilities and human resources within hospitals. Although appropriate disaster management can mitigate the impact of natural disasters in hospitals, there are some barriers that can prevent the effective management of these facilities in such events. For this study, secondary information was retrieved from the Internet and via academic database on sudden-onset natural disasters, and it was found that the: awareness, knowledge, disaster preparedness of hospital staff; allocation of building codes, and the relocation of buildings to higher levels, need be improved. Also, equipping health care facilities at the time of natural disaster events is important. To manage the challenges facing hospital disaster managers, a national strategy for the disaster management planning for hospitals is required.

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“…IPRA is a systematic tool for finding, analyzing, and prioritizing risks in the project life cycle. IPRA is a valuable tool because it was developed based on a data from real projects [2]. After reviewing the IPRA tool by …”

Section: Introductionmentioning

confidence: 99%

“…Also, contractors need to analyze similar risks related to cost, project timetable, and execution, making the international construction industry a risky business. The success of international construction companies depends on the host country's risks and the methodology of risk recognition and management [2].…”

Section: Introductionmentioning

confidence: 99%

On the Application of IPRA Tool in Risk Assessment and Management of International Construction Projects

Alipour¹,

Zirakian²,

Boyajian³

2017

JCEA

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Construction companies face threats from competition and must be able to adjust to modern technology and changes in customer expectations. These issues require efficient risk management techniques. The success of construction companies running projects in international markets depends on how the risks arise from the host country conditions as well as the project specific risk factors. Successful management of risks requires identification of risks, construction of a risk model which can be used to assess the magnitude of risks, and implementation of response strategies so that an acceptable risk-return balance can be achieved. The project success usually depends on the combination of all risks, response strategies used to mitigate risks, and a company's ability to manage them. There exists a need to develop risk models containing the risks of doing business in international markets and factors that affect manageability of these risks. One of the market's critical challenges is scheduled management and the understanding and application of program management. This paper uses systematic risk identification, classification and analysis, and measurement and response methodologies to help international contractors quantify the risks of project development and accomplishment.

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Identification of Risk Paths in International Construction Projects Using Structural Equation Modeling

Cited by 174 publications

References 39 publications

Analysis of interactions among barriers in project risk management

Analysis of interactions among barriers in project risk management

Safety and security of hospitals during natural disasters: Challenges of disaster managers

On the Application of IPRA Tool in Risk Assessment and Management of International Construction Projects

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