کاربرد و مزایای ابزارهای مدیریت ریسک پروژه
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی|
|23083||2001||9 صفحه PDF||8 صفحه WORD|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : International Journal of Project Management, Volume 19, Issue 1, January 2001, Pages 9–17
مشارکت ابزار فردی
جدول 1 – شرح آماری بر ابزار و شاخص عملکرد مدیریت پروژه
عملکرد مدیریت پروژه
جدول 2 – شرح آماری بر پرسشهای شاخص عملکرد مدیریت پروژه
توزیع فرایندهای مدیریت ریسک پروژه
Risk management is one of the key project management processes. Numerous tools are available to support the various phases of the risk management process. We present the results of a study designed to identify the tools that are most widely used and those that are associated with successful project management in general, and with effective project risk management in particular. The study is based on a questionnaire administered to a sample of project managers from the software and high-tech industries. The response data was analyzed in order to find which tools are more likely to be used in those organizations that report better project management performance and in those that value the contribution of risk management processes.
The management of risk in projects is currently one of the main topics of interest for researchers and practitioners working in the area of project management. A recent survey of research on the topic by Williams  includes 241 references. Risk management has been designated as one of the eight main areas of the Project Management Body of Knowledge (PMBOK) by the Project Management Institute, which is the largest professional organization dedicated to the project management field. Further, most training programs for project managers include a course on risk management. Within the currently accepted view of project management as a life cycle process, project risk management (PRM) is also seen as a process that accompanies the project from its definition through its planning, execution and control phases up to its completion and closure.
نتیجه گیری انگلیسی
The approach taken in this study is similar to the benchmarking methodology developed by Camp , Balm  and others: we looked at current practice in the more successful organizations and attempted to identify what it is that they do that others do not. This approach can be extended to other aspects of the risk management process, such as assignment of roles and responsibilities, timing and frequency of risk management activities, and amount of effort applied. It could also be applied to other processes related to project management, and, as the benchmarking proponents advocate, to many aspects of the organization.