چرا بهره وری ریسک به عنوان بهترین جنبه های کلیدی از پروژه های عملی به شمار می آید؟
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|23092||2004||14 صفحه PDF||سفارش دهید||10557 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : International Journal of Project Management, Volume 22, Issue 8, November 2004, Pages 619–632
This paper explains what `risk efficiency' means, why it is a key part of best practice project management, and why it may not be delivered by common practice as defined by some guidelines. This paper also explains how risk efficiency can be addressed operationally using comparative cumulative probability distributions (S-curves)
Uncertainty which matters is central to all projects. It is not just a question of how long a project will take, or how much it will cost. Uncertainty which matters includes which parties ought to be involved, the alignment of their motives, the alignment of project objectives with corporate strategic objectives, shaping the design and resource requirements, choosing and managing appropriate processes, managing the underlying trade-offs between all relevant attributes measuring performance, and the implications of associated risk.
نتیجه گیری انگلیسی
Not everyone who reads this paper will wish to be involved in project risk management. But in the authors' view, everyone who wants to be involved in a best practice approach to project management needs to understand what this paper is saying, following up on the references provided where an inevitably concise approach is too terse. At a conceptual level, risk efficiency and associated stochastic dominance ideas are generic to all decision making involving uncertainty and risk, and they are key to an `optimum seeking' perspective which is essential to avoid a `satisficing' perspective which lacks ambition. Projects involve significant inherent uncertainty which often implies risk. Explicit understanding of what is involved is essential for competent management of it. The only way project risk management processes can avoid confronting this issue is to define risk in a restrictive manner, as a limited form of add-on for projects defined in a limited manner, as distinct from a comprehensive add-in. All guidelines need encouragement to avoid such a stance, because simplicity is an attractive and understandable goal, but simplistic approaches to complex issues will inevitably fail.