On Best Practices for Risk Management in Complex Projects
Risk management shall be proactive. This is one of the key preliminaries to cope with the challenges of complex projects. An overarching and consistent view on project risks and uncertainties is necessary to follow a holistic approach in project risk management. Uncertainty is inevitable since proje...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
| Published: |
Inforec Association
2011-01-01
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| Series: | Informatică economică |
| Subjects: | |
| Online Access: | http://revistaie.ase.ro/content/58/13%20-%20Benta,%20Podean.pdf |
| _version_ | 1819070367121014784 |
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| author | Dan BENTA Marius PODEAN Cristian MIRCEAN |
| author_facet | Dan BENTA Marius PODEAN Cristian MIRCEAN |
| author_sort | Dan BENTA |
| collection | DOAJ |
| description | Risk management shall be proactive. This is one of the key preliminaries to cope with the challenges of complex projects. An overarching and consistent view on project risks and uncertainties is necessary to follow a holistic approach in project risk management. Uncertainty is inevitable since projects are unique and temporary undertakings based on assumptions and constraints, delivering project results to multiple stakeholders with different requirements. Project management can be seen as an attempt to control this uncertain environment, through the use of structured and disciplined techniques such as estimating, planning, cost control, task allocation, earned value analysis, monitoring, and review meetings. Each of these elements of project management has a role in defining or controlling inherent variability in projects. Project risk management provides approaches by which uncertainty can be understood, assessed, and managed within projects. A number of associations (e.g., Project Management Institute – PMI®, International Project Management Association – IPMA,or Network of Nordic Project Management Associations - NORDNET) work constantly in acquiring, improving, and standardizing best practices in project management.Based on the industrial practice, this paper outlines strategies to identify, prioritize, and mitigate risks for achievement of project’ or organizational objectives. |
| first_indexed | 2024-12-21T17:04:48Z |
| format | Article |
| id | doaj.art-2a217fe9b686495894457413dc7b29e1 |
| institution | Directory Open Access Journal |
| issn | 1453-1305 1842-8088 |
| language | English |
| last_indexed | 2024-12-21T17:04:48Z |
| publishDate | 2011-01-01 |
| publisher | Inforec Association |
| record_format | Article |
| series | Informatică economică |
| spelling | doaj.art-2a217fe9b686495894457413dc7b29e12022-12-21T18:56:33ZengInforec AssociationInformatică economică1453-13051842-80882011-01-01152142152On Best Practices for Risk Management in Complex ProjectsDan BENTAMarius PODEANCristian MIRCEANRisk management shall be proactive. This is one of the key preliminaries to cope with the challenges of complex projects. An overarching and consistent view on project risks and uncertainties is necessary to follow a holistic approach in project risk management. Uncertainty is inevitable since projects are unique and temporary undertakings based on assumptions and constraints, delivering project results to multiple stakeholders with different requirements. Project management can be seen as an attempt to control this uncertain environment, through the use of structured and disciplined techniques such as estimating, planning, cost control, task allocation, earned value analysis, monitoring, and review meetings. Each of these elements of project management has a role in defining or controlling inherent variability in projects. Project risk management provides approaches by which uncertainty can be understood, assessed, and managed within projects. A number of associations (e.g., Project Management Institute – PMI®, International Project Management Association – IPMA,or Network of Nordic Project Management Associations - NORDNET) work constantly in acquiring, improving, and standardizing best practices in project management.Based on the industrial practice, this paper outlines strategies to identify, prioritize, and mitigate risks for achievement of project’ or organizational objectives.http://revistaie.ase.ro/content/58/13%20-%20Benta,%20Podean.pdfProject ManagementRisk ManagementBest Practices of ManagementStandardization of ManagementMaturity of Organizations |
| spellingShingle | Dan BENTA Marius PODEAN Cristian MIRCEAN On Best Practices for Risk Management in Complex Projects Informatică economică Project Management Risk Management Best Practices of Management Standardization of Management Maturity of Organizations |
| title | On Best Practices for Risk Management in Complex Projects |
| title_full | On Best Practices for Risk Management in Complex Projects |
| title_fullStr | On Best Practices for Risk Management in Complex Projects |
| title_full_unstemmed | On Best Practices for Risk Management in Complex Projects |
| title_short | On Best Practices for Risk Management in Complex Projects |
| title_sort | on best practices for risk management in complex projects |
| topic | Project Management Risk Management Best Practices of Management Standardization of Management Maturity of Organizations |
| url | http://revistaie.ase.ro/content/58/13%20-%20Benta,%20Podean.pdf |
| work_keys_str_mv | AT danbenta onbestpracticesforriskmanagementincomplexprojects AT mariuspodean onbestpracticesforriskmanagementincomplexprojects AT cristianmircean onbestpracticesforriskmanagementincomplexprojects |