Risk Management in the Construction Industry Using Combined Fuzzy FMEA and Fuzzy AHP

Effective FMEA Analysis or Not?!

“…The Fuzzy Logic process consists of three primary elements that lead to the creation of a risk criticality value. The first element is the linguistic definition of the probability of occurrence, referenced in Table 1 ( Abdelgawad & Fayek, 2010). This demonstrates a likely example of how risk will be experienced in this design.…”

“…The outcome is either going to be cost, schedule, or quality impact. Table 2 (Abdelgawad & Fayek, 2010) illustrates an example of the definition of impact structure. The last element is the detection and control definition.…”

“…This requires the team to assess the probability that a risk will be detected or that a risk event that has occurred can be controlled. Table 3 (Abdelgawad & Fayek, 2010) is a sample of a detection and control chart. Jenab,Khoury & Rodriguez 31 These concurrent functions require input from the appropriate subject matter experts to create a solid foundation in which the designers can assess potential hazards.…”

Risk Attitude and Risk Controllability: Their Implications on the Subjective Quantification of Risk in International Construction Projects

“…The risks were subjectively assessed using a predetermined scale of 0-100, where 0 meant no risk and 100 meant maximum risk. However, the risk ProbabilityImpact (P-I) matrices that represent 1-5 risk rating system or linguistic terms such as very low, low, medium, high, and very high are adopted or discussed by some researchers such as Cox [16]; El-Sayegh [30]; Abdelgawad and Fayek [31]; Baccarini and Archer [32];…”

A Study of Various Factors Affecting Risk Management Techniques in Construction Project: A Case Study of India

“…It can not be ignored" (Lutham, 1994) [4]. Moreover, complexity is introduced in to construction projects due to the tendency of developing large-sized Mega projects, which involve intricate designs and novel materials, escalating the overall exposure to risk and uncertainty (Akintoye and MacLeod, 1997; [2], Abdelgawad and Fayek, 2010) [1]. Therefore, to respond to these threats and avoid the failure of projects due to unmanaged risks, risk management must be fundamental to project managers (Royer, 2000; [7] Raz et al, 2010) [8].…”