Managing the Risks within Automotive Manufacturing

Impact of risk management on project performance: the importance of soft skills

“…The terminology is not consolidated, since several authors refer to processes (Kliem and Ludin 1997;Patterson, Neailey, and Kewley 1999;IPMA 2006;ISO 2009;PMI 2013;Ward 1997, 2003) while others refer to phases (Boehm 1991;Dorofee et al 1996), steps (Fairley 1994), stages (Raz and Michael 2001) or even activities Wortmann 2010, 2012). The term adopted in this paper is 'process', which is the one that is most widely employed in the analysed studies.…”

“…10 5 Kliem and Ludin (1997), Dorofee et al (1996), ISO 31000 (2009) Boehm (1991), Kliem and Ludin (1997), Patterson, Neailey, and Kewley (1999), Dorofee et al (1996), PMI (2013), ISO 31000 (2009) lead to the identification of events and circumstances that truly challenge project performance, thus generating additional costs and schedule delays. Bakker, Boonstra, and Wortmann (2012) suggest that risk management activities contribute to project success via four different effects: action, perception, expectation and relation.…”

“…The Standish Group International (2009) also suggests that other characteristics related to the scale of the project may influence project success, including project size, allocated resources, number of staff members and project length. Several risk management studies based on the contingency approach were identified (Dorofee et al 1996;Patterson, Neailey, and Kewley 1999;Akintoye and Macleod 1997;Jiang and Klein 1999;Barki, Rivard, and Talbot 2001;Raz, Shenhar, and Dvir 2002;Sauer, Gemino, and Reich 2007;Bakker, Boonstra, and Wortmann 2010). Studies such as that of Barki, Rivard, and Talbot (2001) suggest that the success of a project depends on how it deals with uncertainties in the environment by making adjustments in the exposure to risk and in the project management profile.…”

“…Studies such as that of Barki, Rivard, and Talbot (2001) suggest that the success of a project depends on how it deals with uncertainties in the environment by making adjustments in the exposure to risk and in the project management profile. Other authors emphasise the contingent effect of industrial sectors (Dorofee et al 1996;Akintoye and Macleod 1997;Patterson, Neailey, and Kewley 1999;Raz, Shenhar, and Dvir 2002). Some of them claim there is a need for risk-specific approaches based on the sector, such as software development projects (Dorofee et al 1996;Patterson, Neailey, and Kewley 1999), the automotive industry (Akintoye and Macleod 1997) and the construction industry (Del Cano and Cruz 2011).…”

“…Boehm (1991),Kliem and Ludin (1997),Prasanta and Ogunlana (2004),Patterson, Neailey, and Kewley (1999),Dorofee et al (1996), ISO 31000 (2009), IPMA (2006, PMI (2013),Fairley (1994), Wortmann (2010, 2012),Chapman and Ward (1997),Raz and Michael (2001) Risk analysis -Qualitative and Quantitative 25 13…”