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Due to the spread of the coronavirus over the last 3 years, researchers have conducted numerous studies on the COVID-19, project risk management (PRM), and sustainable development goals (SDGs) topics. In this context, the study aims to identify the most important authors, sources, organizations, and countries contributing to the effect of COVID-19 on PRM and SDGs also to provide researchers with extensive insights into the prominent research trends and gaps in the literature. Therefore, this study analyzes the state of the art in the literature about global trends of the research on COVID-19 risks impact in project risk management and SDGs by using bibliometric analysis. Four hundred thirty-eight studies on COVID-19 risks impact on project risk management and SDGs achievement were published in the WoS database between 2019 and 2022. VOSviewer software was used to analyze the co-occurrence of all keywords, co-authorships analysis, and co-citation analysis for sources. Results show the contribution of authors from 23 countries and 91 keywords were identified and organized in four clusters such as the challenges of project risk management and SDGs implementation during COVID-19, the effect of COVID-19 crisis on good health and well-being goal achievement, the importance of risk perception knowledge in projects environment to keep worker health care, and the effect of COVID-19 on project risk management plan factors. [ABSTRACT FROM AUTHOR]

Budget allocation in project risk response is a vital issue in project risk management since it relates to a reasonable utilization of strict project budgets and effective mitigations of the risks that typify projects. This paper presents an integrated method based on an optimization model and fault tree analysis for allocating a risk response budget from a preventive and protective perspective. The proposed method consists of three main steps. The first step is to analyse and calculate risk probabilities and risk losses which involves identifying risk causes that may trigger a risk event to occur using fault tree analysis. It also identifies consequences once the risk event occurs, evaluates the occurrence probabilities of risk causes and expected financial losses of consequences. The second step is to build a relationship between the budget allocated to risk response strategies and the corresponding response effects. The third step is to construct an optimization model aiming at minimizing the total risk cost. We present proofs for the optimal risk response strategy in special cases of the budget allocation model. Furthermore, a detailed computational experiment is performed to gain insights into the three-phased budget allocation model for more general cases. The results show that an optimal risk response budget can be determined and the structure of the risk network has a significant impact on the preferred risk response strategy. [ABSTRACT FROM AUTHOR]

The construction industry consists of various sectors that have different needs and functions. Those sector-specific differences create different risks that construction professionals empirically know. However, there is no documented and unbiased assessment to validate the empirical knowledge. Identifying the varying spectrum of risks present in different construction sectors in a systematic manner can facilitate more effective and efficient sharing, learning, and adoption of proven construction project management methods across these sectors. Ultimately, this can lead to significant improvements in construction productivity as a whole. This research analyzed risks in different construction sectors, including the commercial building, industrial, and civil infrastructure sectors in a comparative and quantitative manner. Project risk registers from the three construction sectors were analyzed using fuzzy set qualitative comparative analysis and coincidence analysis. The study identified various risk configurations in each sector, as well as their similarities and dissimilarities. Based on the findings, an ideal path to the utilization and dissemination of advanced construction management strategies and methods across the construction sectors was developed. These results are expected to assist project participants and stakeholders in adopting and implementing advanced project planning, delivery, and management strategies derived from other construction sectors while taking into account different risks. The construction industry possesses a wealth of effective and proven construction project management knowledge and know-how that holds the potential to enhance productivity. Despite these resources, the industry still faces productivity challenges. One contributing factor is the industry's isolated nature, which makes it difficult to share and disseminate knowledge and know-how across construction sectors and the industry as a whole. Identifying similarities and differences across the construction sectors is one prerequisite for promoting seamless knowledge sharing and dissemination. These factors influence the level of modifications and adjustments for successful implementation in different construction sectors. In this background, this study identified similarities and dissimilarities in project risk spectrums across construction sectors in a comparative manner. Ideal pathways for sharing and disseminating knowledge and know-how were proposed based on the observed risk spectrums. The findings aim to streamline the sharing and dissemination of construction management expertise by offering direction for evaluating and selecting appropriate project planning, delivery, and management strategies. Such insights, which take into account different project risk spectrums in different construction sectors, will contribute significantly to improving productivity throughout the construction industry. [ABSTRACT FROM AUTHOR]

Abstrak Proyek Pembangunan Pabrik NPK Chemical di PT PIM mengalami keterlambatan significant sehingga terjadi cost overrun. Penelitian ini untuk mengetahui banyaknya faktor risiko paling dominan dengan pendekatan Project Risk Management. Metode penelitian menggunakan metode deskriptif kuantitatif dengan menyebarkan kuesioner kepada personil di proyek Pabrik NPK Chemical PT PIM. Data kuesioner diolah menggunakan programming SPSS. Setelah itu, dilakukan analisis penilaian risiko untuk memperoleh risiko keterlambatan yang dominan. Hasil penelitian menunjukkan faktor risiko kategori “high risk” sebanyak 31 risiko atau berkontribusi sebesar 84,67%. Adapun 5 faktor risiko dominan penyebab keterlambatan proyek yaitu: Pengiriman material tidak sesuai sequential di lapangan; Mismanagement project Kontraktor; Keterlambatan karena pekerjaan subkontraktor; Mobilisasi sumberdaya yang lambat; serta Koordinasi dan komunikasi yang tidak baik antar bagian dalam organisasi kerja Kontraktor sehingga tidak dapat mengelola interface pekerjaan. Kata kunci: Keterlambatan Proyek, Cost Overrun, Project Risk Management Abstract The NPK Chemical Plant Construction Project at PT PIM experienced significant delays resulting in cost overrun. This study is to determine the number of most dominant risk factors with the Project Risk Management approach. The research method used quantitative descriptive methods by distributing questionnaires to personnel at PT PIM's NPK Chemical Plant project. Questionnaire data is processed using SPSS programming. After that, a risk assessment analysis is carried out to obtain the dominant risk of delay. The results showed that the risk factors in the "high risk" category were 31 risks or contributed 84.67%. The 5 dominant risk factors that cause project delays are: Material delivery is not in accordance with sequential in the field; Mismanagement of the Contractor's project; Delays due to the work of subcontractors; Slow resource mobilization; and Poor coordination and communication between parts of the Contractor's work organization so that they cannot manage the work interface. Keywords: Project Delay, Cost Overrun, Project Risk Management

Copyright of Ingeniería (0121-750X) is the property of Ingenieria and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Project success and achieving project objectives and goals highly depend on effective and thorough risk management implementation. This study provides a comprehensive and practical methodology for project risk management. In this paper, firstly, the risks were collected by analyzing the historical documents and literature. Then, the collected risks were screened using brainstorming and categorized into five groups. Subsequently, a questionnaire was made and the identified risks were validated using the Fuzzy Delphi technique. Also, the relationships between risks were determined using the Interpretive Structural Modelling (ISM) method. Moreover, the weights of the criteria used to rank the risks were calculated through the Fuzzy Best-Worst Method. Subsequently, the major risks were determined using the fuzzy WASPAS method. Furthermore, a novel biobjective mathematical programming model was developed and solved using the Augmented Epsilon-Constraint (AEC) method to choose the optimal risk response strategies for each critical risk. The results demonstrated that the proposed framework is effective in dealing with construction project risks. [ABSTRACT FROM AUTHOR]

Objective In recent years, with the expansion of the concept of sustainable development in the life cycle of construction projects and the dynamic and eventful nature of these projects, the issue of sustainable risk management has garnered increasing attention from researchers. However, the lack of systematic reviews and bibliometric analyses of published research in this field has obscured the future perspectives and evolution of this area of study. This study aims to evaluate and synthesize the existing body of literature to identify potential research gaps and delineate the boundaries of knowledge in the risk management of sustainable construction projects (SCPs). Methods This study is descriptive-analytical and is classified as a systematic review in terms of implementation method. The PRISMA guidelines were adopted for the systematic review of the literature, including descriptive and content analysis. In this process, 1,630 articles published in the Scopus and Web of Science databases from 2015 to 2023 were retrieved and screened, resulting in 113 eligible articles for analysis. To complete the systematic literature review, a bibliometric analysis encompassing co-authorship and keyword co-occurrence analysis was conducted using VOSviewer software for a more comprehensive evaluation of the field of risk management in sustainable construction projects (SCPs). Results Regarding the descriptive analysis of the retrieved papers based on the year of publication and their frequency in various journals, it was found that research on risk management in sustainable construction projects (SCPs) has increased in recent years. The content analysis of the articles, based on research themes, indicated that the articles were classified into five main themes: general risks of sustainability, sustainable procurement, supply chain, technology adoption, and human resources. A deeper exploration of the papers revealed that SCPs' risks were primarily categorized into eight dimensions: financial and economic; social; executive, managerial, and organizational; knowledge and skills; governmental and legal; stakeholders/employers; environmental; and technology, equipment, and resources. According to the research methods, experimental and applied research contributions in SCPs' risk management were less prevalent compared to descriptive and review research. This highlights opportunities for conducting applied research that addresses various problems and assumptions. In terms of strategy, a significant number of papers employed the survey method, with some based on case studies. Given that the accuracy and generalizability of survey research results are typically higher than those of case studies, there is a noticeable preference for the survey strategy among researchers. Additionally, researchers often used statistical analysis methods to assess SCPs' risks. According to the bibliometric analysis and the keyword co-occurrence results in the field of SCPs' risk management, it is anticipated that future researchers will focus more on concepts, approaches, and fields such as the circular economy, recycling, risk assessment, factor analysis, leadership in energy and environment, developing countries, and questionnaire surveys. Conclusion According to the findings, future articles are expected to focus on completing the puzzle of sustainability risk management systems in sustainable construction projects (SCPs), specifically addressing identification, evaluation, control, and response to risk. This focus should be particularly prominent in developing countries and should be approached through experimental and applied studies utilizing mixed methods and hybrid approaches under uncertainty. Various studies have examined barriers and risks in construction projects from different sustainability perspectives, such as economic, environmental, and social. However, the economic dimension has received more attention from researchers than others, which does not provide a comprehensive assessment of the risks associated with sustainable projects. Such comprehensive studies are crucial for the efficient allocation of resources. The primary contribution of this research to the bibliometric analysis of SCPs' risk management lies in its unique approach to determining the direction of future research. [ABSTRACT FROM AUTHOR]

There is a need for more research into prioritizing project risks based on a sound technique due to the complicated and disorganized character of this stage. The project risk management process typically begins with the identification of critical hazards. This study presents a Grey Fuzzy Decision-Making Trial and Evaluation Laboratory (FGDEMATEL) approach to prioritize potential causes of project risks within Multi-Criteria Decision-Making (MCDM). This framework organizes the numerous risks using the Risk Breakdown Structure (RBS) of the Project Management Institute (PMI). The risk information used in this analysis comes mostly from the views and choices of project experts. Grey theory, which takes language phrases for preference collections and translates them into numerical intervals, is responsible for controlling uncertainty and variance in experts' preferences. As each expert has unique skills and experiences, it evaluates the significance of their opinions using a fuzzy number system that incorporates three dimensions. In the end, the FGDEMATEL approach devised a method to rank various project risks. [ABSTRACT FROM AUTHOR]

Copyright of Teras Jurnal: Jurnal Teknik Sipil is the property of Teras Jurnal: Jurnal Teknik Sipil and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

In addition to the tools and techniques available, project risk management also depends on the attitudes of people in an organisation, how the available tools are used, and how the procedures are followed. Therefore, efforts to improve the project risk management capacity of organisations may fail if the diversity of people (characters, traits etc.) involved is neglected. Based on this argument, the aim of this study is to demonstrate that companies can improve project risk management using the perspectives of their key experts. In this context, an approach was proposed based on Q-Methodology and a case study has been conducted in a construction company in the Netherlands. The quantitative output obtained through Q-Methodology application was evaluated in conjunction with the qualitative data gathered from interviews conducted with the managers of different units within the company. As a result of this evaluation, three common perspectives were identified among the respondents under the names of 'Experience and Belief', 'Procedures and Management' and 'Culture and Communication', respectively. Then, a number of recommendations were made to the company. First, customized management approaches that integrate and balance the identified perspectives should be adopted. Second, a mature organisational risk management culture should be promoted. Project charters that specifically target risk management culture in projects can be used for this purpose. Third, risk management should be integrated into other activities, making it a normal part of employees' daily work. Finally, but not exclusively, the employees should be instructed on the use of risk registers and guidance should be put in place on how often they are expected to update the risk registers. This study demonstrates the benefit of considering employee diversity and leveraging perspectives in unlocking the potential of construction companies in terms of project risk management. [ABSTRACT FROM AUTHOR]

Context: Projects in metalworking companies are affected by risk. Proper risk management depends on the responses provided to improve the project plan. However, multiple potential actions may result in constraints due to multiple factors. The purpose of this article is to propose a hybrid approach to solve the problem of selecting risk response actions while considering strategic objectives, fuzzy logic, and simulation. Method: First, 334 risks were identified through a literature review and a discussion with experts. These were then filtered, resulting in 70 operational risks. Subsequently, the ten critical risks were prioritized using the risk matrix. Then, using Monte Carlo simulation and correlation analysis, the activities most affected by the risks were identified. Finally, potential response actions were designed for each case, and fuzzy logic and quality function deployment were applied to evaluate them. Results: The selected responses were framed within the strategic objectives, i.e., customer satisfaction, business profitability, and implementation of new technologies. This, while considering some corporate attributes that the actions had to meet finishing the project on time, having low costs, and meeting the scope. The selected actions had a better profile than others seeking to minimize time or costs. Conclusions: EPCC projects are complex and often suffer from gaps in scope, time, and cost. Risk analysis and the selection of responses in the planning phase help to improve performance. This study developed a risk response plan for a project executed in Brazil. Risks were identified, classified, and mitigated using simulations, resulting in an 11-day reduction in the project’s estimated duration.

The construction contractor is concerned with reducing the cost of the project, including reducing unnecessary downtime. This is achieved when resources are fully utilized; this means the crews work continuously moving without interruption from one location to the other. However, any disturbance in the optimally scheduled workflow caused by random events is likely to result in delays, interruptions in the crews work, and productivity losses. There is therefore a need for scheduling methods that allow plans to be more resilient to disruptions and ensure a reduction in downtime and implementation costs. The authors put forward a proactive-reactive approach to the schedule risk management. Proposed method makes it possible to protect schedule deadlines from the impact of risk factors by allocating time buffers (proactive approach). It also takes into account the measures that managers take during execution in response to delays that occur, such as changing construction methods, employing extra resources, or working overtime (reactive approach). It combines both ideas and is based on project simulation technique. The merits of the proposed approach are illustrated by a case of a repetitive project to erect a number of buildings. The presented example proves that the proposed method enables the planner to estimate the scale of delays of processes’ start and consider the impact of measures to reduce duration of processes in particular locations taken in reaction to delays. Thus, it is possible to determine the optimal schedule, at which the costs of losses associated with delays and downtime are minimal.

The conceptual shift, from a traditional task perspective and a managerial approach to project risks toward a value-centric view, underlines the challenge of creating different forms of value for multiple project stakeholders. This emerging theme arises the need for a new holistic framework for value creation through Project Risk Management (PRM). With this purpose, the paper aims at deepening the knowledge about PRM for value creation. A systematic literature review has been conducted, extracting a database of 116 papers. To address the research questions, a descriptive and a content analysis have been performed. The results of a systematic literature review reveal that the value created through PRM includes both economic and intangible (not monetary) benefits. Moreover, even if international standards are giving greater relevance to value creation and protection, considering also the potential positive effects of risks, empirical results show significant discrepancies. From the analysis of the results, a new theoretical framework emerges that integrates fundamental aspects not fully considered so far, incorporating the concepts of economic, ecological, and social impacts into the notion of value creation through PRM. This work extends the current research in this field and sets forth the definition of a holistic framework to promote the creation of value for project stakeholders in practice, through the management of negative and positive risks, providing a perspective on the sustainability orientation of projects. [ABSTRACT FROM AUTHOR]

The current study tries to investigate concept of project risk management and project quality with moderating role of project culture. For this drive, data was collected from project managers & employees working in various project of southern districts of KP. Sample was determined over Yamani Formula. Results are analyzed through SPSS over correlation & regression. The findings indicate that project risk management has significant relation with project quality. But the project culture did not moderate relationship between project Risk Management and Project Quality. The current study for first time tries to obtained data from government construction projects about their rules and regulations for managing risk associated with project completion. This study suggests that the senior management of the project may prioritize the activities in the proper sequence to mitigate the risk of failure. All the employees must be educated and trained to understand the risk and how affectively they can respond to these risks. In this regard computer application for the soil selection, lab testing and affective quality management practices must be applied by organization to avoid the risk of failure. [ABSTRACT FROM AUTHOR]

Globally, managing political risk is an essential component of international contracting and project management. Due to political unpredictability and volatility in most nations, there could be a substantial influence on the successful completion of any construction project. To mitigate this, contractors employ a systematic strategy for risk management, including expropriation, civil disturbance, and shifts in governmental policies taking into consideration all the political risks connected to global projects. As a result of the political volatility, there is a need for political risk management (PRM) approaches by the International Construction Corporation (ICC). This study investigates the risk identification techniques for international contracting professionals in the construction sector. The methodology for conducting this investigation is based on data collection through questionnaires from construction sector professionals in both academia and industry. The tools were used to develop essential components from the factors established. This was then analysed using quantitative techniques to examine identified risk factors and make study deductions. The findings of this study identified the crucial PRM-related implications for global initiatives and various risks that were considered in typical construction projects. The political environment should be thoroughly examined, prospective risks should be noted, and risk-reduction tactics should be included in this plan. Thus, a successful project is achievable when contractors can identify the risks, preserve their investments, minimize project delays, handle disruptions, and boost project success rates. Additionally, political risks are invariably associated with construction projects, and this is considered a concern for foreign contractors. Thus, good identification techniques will ensure project preparedness, which is required by expatriates and foreign contractors. This is necessary as they need to ensure that their projects are successfully handled and that there are alternative plans to handle any unexpected event on the project.

Effective risk management is crucial in the field of disaster management to mitigate the impact of disasters. It involves proactive planning, resource allocation, and the implementation of response measures. By identifying and assessing risks, stakeholders can take preventive measures and establish contingency plans, fostering resilience, coordination, and efficient disaster response and recovery processes. In the context of globalization, organizations face numerous uncertainties and risks, necessitating the implementation of efficient risk management plans. While the conventional risk response analysis assumes independence among risks, in reality, they are interconnected. Therefore, evaluating risk interactions becomes vital in comprehensive risk management evaluations. This study proposes an innovative framework for disaster risk management based on a review of relevant literature, global project management standards, and the insights gained from previous studies dealing with disaster management projects. To identify appropriate risk response strategies, an optimization model is developed that incorporates a maximization utility function and directly captures potential risk interdependence. An exact optimization method and two metaheuristics are proposed to solve the developed optimization model for the selection of risk response strategies. A detailed assessment of the considered solution algorithms in terms of various performance indicators and sensitivity analysis of model parameters are conducted through a comparative study. This analysis provides valuable insights into the effectiveness and practical applicability of the proposed methodology. The outcomes of this study will benefit practitioners and policymakers involved in disaster management by improving their ability to make informed decisions and allocate resources effectively.

Purpose: This study investigates the interconnection between sustainable project management (SPM) and project risk management. Additionally, it explores the correlation between SPM and transformational leadership behaviours, utilizing managers’ transformational leadership as a mediating variable and decision-making quality as a moderating variable in the relationship between SPM and project risk management. Method: This study gathered data from 247 employees in the Saudi Arabian electronics industry. The collected data was analysed using the STATA software and a structural equation modelling (SEM) approach to achieve the research objectives. Findings: The study’s results indicate a significant relationship between sustainable project management, project risk management, and transformational leadership behaviours. Furthermore, the findings support the proposed hypotheses, suggesting that the relationship between sustainable project management and project risk management is moderated by decision-making quality and mediated by managers’ transformational leadership behaviours. Originality/ Implications: This study adds to the existing knowledge on sustainable project management and its relevance to electronics project management. It highlights the importance of understanding regulatory and mediating mechanisms for improving project sustainability and performance. The results emphasize the significance of incorporating sustainable project management strategies and transformational leadership for sustainable development in organizations. [ABSTRACT FROM AUTHOR]

Traditional engineering risk management has been unable to adapt to the complexity and variability due to its constituent elements and dynamic nature of internal and external environments. Vulnerability, as a concept closely related to risk, has been neglected in the traditional risk management due to its hidden characteristics. This study attempts to quantify and evaluate vulnerabilities of complex engineering projects independently and explore the transmission mechanism between risk and vulnerability factors. Twenty different types of large-scale engineering projects in China were selected as case studies from the Mega Project Case Study Center (MPCSC) of Tongji University. Vulnerability and risk factors of each project were identified and analysed. A mechanism model was developed to explore the impacts of vulnerabilities and risks through ta Fuzzy Petri Net. Four main vulnerability-risk critical paths were identified through the reverse labelling method. The overall evaluation of engineering project risks considering the impacts of vulnerabilities is the highlight of this paper. This study interprets the cognition and evaluation of complex engineering risks from a new perspective, enriches the connotation of engineering risk management, and provides a reference for risk management and decisionmaking of complex engineering projects. [ABSTRACT FROM AUTHOR]

The construction contractor is concerned with reducing the cost of the project, including reducing unnecessary downtime. This is achieved when resources are fully utilized; this means the crews work continuously moving without interruption from one location to the other. However, any disturbance in the optimally scheduled workflow caused by random events is likely to result in delays, interruptions in the crews work, and productivity losses. There is therefore a need for scheduling methods that allow plans to be more resilient to disruptions and ensure a reduction in downtime and implementation costs. The authors put forward a proactive-reactive approach to the schedule risk management. Proposed method makes it possible to protect schedule deadlines from the impact of risk factors by allocating time buffers (proactive approach). It also takes into account the measures that managers take during execution in response to delays that occur, such as changing construction methods, employing extra resources, or working overtime (reactive approach). It combines both ideas and is based on project simulation technique. The merits of the proposed approach are illustrated by a case of a repetitive project to erect a number of buildings. The presented example proves that the proposed method enables the planner to estimate the scale of delays of processes' start and consider the impact of measures to reduce duration of processes in particular locations taken in reaction to delays. Thus, it is possible to determine the optimal schedule, at which the costs of losses associated with delays and downtime are minimal. [ABSTRACT FROM AUTHOR]

Copyright of Ordnance Industry Automation is the property of Editorial Board for Ordnance Industry Automation and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The aim of this paper is to study the main areas in which artificial intelligence (AI) will impact the field of project management in relation to cost, risk and scheduling. The research model was based on a previous study of the ten project management knowledge areas presented in PMI's PMBOK 6th edition, where project schedule, cost and risk management knowledge areas were identified as being the ones most likely to be affected by the development of AI. A group of graduates from a Master of Project Management program were assessed in an online questionnaire, reflecting the PMBOK's elements of best practices and how AI will affect the project management profession in the future. Different elements of the three knowledge areas were considered to be affected more by AI than others. The schedule baseline is the element believed to be affected the most out of the project schedule management elements. For project cost management, the estimation of resource costs is believed to be affected the most. In the case of project risk management, the application of AI will have the strongest impact on the probability and impact formats. [ABSTRACT FROM AUTHOR]

Large projects involving substantial investment encounter numerous risks related to cost and time estimation due to the multitude of variables in play when making the decision to invest. The significance of these decisions is highlighted by their ramifications, which include determining the project's feasibility, margin, and profitability--crucial factors, particularly when such projects are bank-financed. Concurrently, establishing the timeline for project completion is pivotal as it aligns with the contracts agreed upon with buyers. To address uncertainties and mitigate investment risks, decision-makers employ diverse methods. This paper offers a meticulous literature analysis focusing on the merits and drawbacks of utilizing the Monte Carlo simulation for budget and schedule estimations, considering it evaluates the probability distributions of all alterations affecting project evaluation, exemplified through a study on a phosphate processing plant. The paper elucidates the evaluation and risk analysis criteria of this investment project and illustrates the relevance of the Monte Carlo simulation in this scenario. The simulation, developed and executed via "@Risk" (Palisade), serves as a valuable tool in comprehensively understanding and mitigating the inherent risks and uncertainties in large-scale, significant investment projects. [ABSTRACT FROM AUTHOR]

The responsibilities of leaders have grown as a result of information technology organizations' increasing reliance on information and development to carry out their work. It is important for leaders to guide and support organizations as they respond to the challenges of continually generating new innovation and information frameworks. The participative initiative, therefore, is characterized as an authority that draws on part data and part insight to reduce progressive obstructions by including individual hierarchical individuals in the decision-making process. The participative initiative encourages a positive style of leadership in which the leader provides workers with the chance to partake in dynamic and critical thinking through consolation, backing, and impact. The purpose of this study is to investigate the influence of participative leadership on employee innovative work behavior through the mediating role of employee knowledge-sharing attitude and absorptive capacity, with project risk management as moderator. The non-probability convenience sampling technique was used and data collection occurred over three months from January 2022 to March 2022. As data collection took place in one time period, the design is cross-sectional in nature. The data were collected from 273 workers (i.e. engineering manager, project manager, project leader, team leader, software engineer, advisor, and expert) working in different public and private sector IT companies of Portugal. Due to the COVID-19 pandemic, both hard and soft copies of surveys were distributed via email. The analysis was performed using Smart PLS version 3.2.8. The results revealed that participative leadership had a direct effect on employee innovative work behavior that was positive and significant. Also, both the knowledge-sharing attitude and absorptive capacity of employees positively and significantly mediate the relationship between participative leadership and employee innovative work behavior. Project risk management, however, only significantly moderates the relationship between absorptive capacity and employee innovative work behavior. Lastly, some theoretical, practical implications, study limitations and future directions were discussed. [ABSTRACT FROM AUTHOR]

This study aims to identify the primary aspects contributing to the project’s successful implementation by considering project risk management as a mediating component. The paper uses the survey methodology to examine the impact of project management processes (project start-up, planning, execution, monitoring and control, and closing the project) on successful project implementation by the arts of project risk management as a mediating variable. The study population consists of project managers employed by the Jordan Engineers Association, Jordan Construction Contractors Association, and King Abdullah Design and Development Bureau in Jordan, with a sample size of 96 project managers. A questionnaire was divided into three categories. The primary data were analyzed using the Partial Least Squares (3.3.3) software. The result shows that the arts of project risk management mediate the impact of project start-up, planning, execution, monitoring and control, closing, and management processes on successful project implementation. The findings recommend that integrated project management processes with project risk management could enhance the chances of successful project implementation for Jordanian project managers.

Process plants turnaround maintenance projects in upstream oil industry, which includes many capital-intensive installations and equipments, are very important. Accurate risk identification and evaluation of such project’s risks is an important step to significant decrease in financial, human and environmental damages of them. A new framework for such projects risk asessment is presented in this article. According to this framework, risks were identified according to expert’s judgment, using interviews and brain storming at first. Then, using fuzzy Delphi method, ten risks have been chosen as most important risks and then, analyzed using a hybrid fuzzy SWARA and EDAS method based on traoezodial fuzzy numbers. According to research findings, on time financial providence from project owner with an appraisal score of 0.83 ranked the highest and equipment failure during operations with an appraisal score of 0.04 ranked the lowest among the oil upstream process plants turnaround project’s risks.

Construction organizations should always look for areas of improvement. Managing risk effectively on construction projects demonstrates expertise, improves customer satisfaction, and increases the likelihood for future work with the client. Construction organizations can improve risk management by measuring their perceptions and practices with identifying, analyzing, and managing risk, also known as risk maturity. Effective measurements will lead to the identification of strengths and weaknesses and can lead to improved performance. Risk Maturity Models (RMM) have been developed in the past to measure risk management practices and perceptions. These previous RMMs were developed in industries outside of construction management. This study aimed to validate the necessary elements for measuring construction risk maturity with industry risk management experts. A three-round Delphi method study was conducted with 28 construction risk management practitioners. The study resulted in a consensus of the key elements for measuring risk maturity. Twenty-five elements were identified and ranked in order of importance. New elements with risk maturity were identified in this study that were not observed in previous RMMs and are unique to the construction industry. All elements were combined to develop the Construction Risk Maturity Assessment (CRMA) for measuring and improving risk maturity in construction organizations. [ABSTRACT FROM AUTHOR]

The dominant narrative of project risk management pays homage to scientific rationality while conceptualizing risk as objective fact. Yet doubts remain regarding the extent to which the advocated quantitative techniques are used in practice. An established counternarrative advocates the importance of intuition and subjective judgment. New insights are developed by conceptualizing risk as a narrative construct used for the purposes of identity work. Project-based practitioners are seen to mobilize resources from competing narratives to meet the transient expectations of those with whom they interact. Ultimately, they tend to emphasize approaches that sustain their ascribed identities as custodians of rationality. [ABSTRACT FROM AUTHOR]

Examining the progress of the project and comparing it with the planned values removes many ambiguities for project management. In this article, a new quantities framework is proposed to evaluate the progress of construction projects with considering different risks. The work progress status (WPS) performance improvement method is based on the performance of input indicators, time, work progress, cost, and two key performance indicators, namely Stakeholder satisfaction performance index and Quality performance index. After the implementation of each step, the actual values of the input factors are identified and compared with the initial program. Results allow project managers to examine the impact of WPS performance on those that have not yet been performed.

The aim of this paper is to study the main areas in which artificial intelligence (AI) will impact the field of project management in relation to cost, risk and scheduling. The research model was based on a previous study of the ten project management knowledge areas presented in PMI’s PMBOK 6th edition, where project schedule, cost and risk management knowledge areas were identified as being the ones most likely to be affected by the development of AI. A group of graduates from a Master of Project Management program were assessed in an online questionnaire, reflecting the PMBOK’s elements of best practices and how AI will affect the project management profession in the future. Different elements of the three knowledge areas were considered to be affected more by AI than others. The schedule baseline is the element believed to be affected the most out of the project schedule management elements. For project cost management, the estimation of resource costs is believed to be affected the most. In the case of project risk management, the application of AI will have the strongest impact on the probability and impact formats.