Project Risk Management

DORIS downstream service: a support to civil defence autorithies in landslides and subsidence risk management

by Florence ReSeT

A Ciampalini, C Del Ventisette, S Moretti, M Manunta, F Calò, L Paglia, F Ardizzone, F Guzzetti, M Rossi, F Bellotti, D Colombo, T Strozzi, U Wegmuller, O Mora, and F Sanches.

A new fuzzy approach for defining multi-purpose criticality of activities in PERT

by Sina Khanmohammadi

In this paper a new fuzzy approach is developed for defining the general criticality of activities where some other... more In this paper a new fuzzy approach is developed for defining the general criticality of activities where some other features such as probability of finishing on time zone, probability of impact, impact threat and ability to retaliate are considered as criticality factors of activities in project management process. In this way the risky situation (vulnerability) of activities are calculated by using fuzzy inference system. Activities are prioritized and classified by means of a fuzzy decision making procedure. The effect of considering such factors on project duration and cost are compared with classic PERT - where only the slack times are considered as criticality factors of activities -by means of Mont Carlo simulation.

Risk Threats in a Creative Funding Scheme For Infrastructure Project in Indonesia: CIleunyi-Sumedang-Dawuan Toll Road Project Case

by blinky offbeat

Beyond FMEA: The Structured What-If Technique (SWIFT)

by Alan Card

Card AJ, Ward JR, Clarkson PJ. Beyond FMEA: The Structured What-If Technique (SWIFT). Journal of Healthcare Risk Management. 2012;31(4):23-9.

If you would like a copy of the final published version of this paper, and do not have access to the Journal of Healthcare Risk Management, feel free to write me at: alan.j.card [at] gmail.com.

Although it is probably the best-known Prospective Hazard Analysis (PHA) tool, Failure Mode and Effects Analysis... more Although it is probably the best-known Prospective Hazard Analysis (PHA) tool, Failure Mode and Effects Analysis (FMEA) is far from the only option available. This paper introduces one of the alternatives: The Structured What-If Technique (SWIFT). SWIFT is a flexible, high-level risk identification technique that can be used on a standalone basis, or as part of a staged approach to make more efficient use of bottom-up methods like FMEA.

In this paper we describe the method, assess the evidence related to its use in healthcare using a systematic literature review, and suggest ways in which it could be better adapted for use in the healthcare industry. Based on the limited
evidence available, it appears that healthcare workers find it easy to learn, easy to use, and credible. Especially when used as part of a staged approach, SWIFT appears capable of playing a useful role as component of the PHA
armamentarium.

The Brain Drain: Implications for Regional Economic Integration in the Expanding European Union.

by Matthew Jelavic

Jelavic, M. (2012). The brain drain: Implications for regional economic integration in the expanding European Union. In B. Chapalet, & M. Le Berre (Eds.), Producing New Knowledge on Innovation Management. Presses Universitaires de Grenoble, 99 – 111.

This paper provides a review and conceptual analysis of issues surrounding regional economic integration and the... more This paper provides a review and conceptual analysis of issues surrounding regional economic integration and the potential for inter-country brain drain within the expanding European Union (EU). As the EU expands eastward, it absorbs millions of highly skilled knowledge workers and opens opportunities for western European organisations to capitalise on this workforce. The migration of these skilled workers is a macro-exercise in eastern European knowledge management, and could have far-reaching implications at the regional, industry and organisational levels. This paper explores the context and implications of knowledge worker movement across fading borders.

Risk Management Planning–How Much is Good Enough

by Karel de Bakker

Dialogue on Risk - Effects of Project Risk Management on Project Success

by Karel de Bakker

PhD thesis, 209 pages, summary in Dutch included

Does project risk management contribute to project success; more specifically to success in Enterprise Resource... more Does project risk management contribute to project success; more specifically to success in Enterprise Resource Planning (ERP) implementation projects? The answer is provided in this thesis by conducting a combination of literature investigation, case studies and an experiment.

The existing literature is barely able to demonstrate evidence that project risk management contributes to IT project success. Moreover, the literature demonstrates that assumptions on which the influence of risk management on IT project success is based, are often incorrect. In order to further investigate the relationship between project risk management and project success, an extension to the existing model is proposed.

The model extension assumes that project stakeholders interact during the execution of risk management activities, and that this interaction is able to influence project success. This is an addition to the existing (instrumental or non-social) model of risk management, which itself precludes stakeholder interaction.

The additional model was investigated by interviewing numerous stakeholders (project managers, IT suppliers, customers) from ERP implementation projects. Stakeholders indicate that individual risk management activities, e.g. risk identification or risk allocation, generate so called communicative effects: action, perception, expectation and relation. These effects contribute to project success; they influence stakeholders’ actions and stakeholders’ common definition of the situation.

Findings from case studies were confirmed by an experiment in which the effects of a single risk management activity were investigated. Results indicate that risk identification in which the project group discusses the risks contributes to project success in terms of higher quality and valuation of the result.

Multidisciplinary Technical Teams: A Case Study

by Matthew Jelavic

Ogilvie, K., & Jelavic, M. (2009). Multidisciplinary technical teams: A case study. Canadian Manager, 33(3), 18 – 19.

Maslow and Management: Universally Applicable or Idiosyncratic?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Maslow and management: Universally applicable or idiosyncratic? Canadian Manager, 34(4), 16 – 17.

Globalization, Knowledge Workers and the Expanding European Union: A Lesson for North America?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Globalization, knowledge workers and the expanding European Union: A lesson for North America? Canadian Manager, 35(1), 26 – 27.

Management Consulting: Understanding the Process Using Concepts in Neuroscience

by Matthew Jelavic

Vincenti, M., & Jelavic, M. (2011). Management consulting: Understanding the process using concepts in neuroscience. Canadian Manager, 35(4), 22 – 23.

Competence Management in High-Technology Organizations

by Matthew Jelavic

Jelavic, M. (2011). Competence management in high-technology organizations. Canadian Manager, 36(1), 21 – 22.

Tacit Knowledge and Personal Competitive Advantage: An Autopoietic Framework for Knowledge Management in Human Resources

by Matthew Jelavic

Jelavic, M. (2011). Tacit knowledge and personal competitive advantage: An autopoietic framework for knowledge management in human resources. Canadian Manager, 36(3), 22 – 23.

The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process

by Matthew Jelavic

Jelavic, M., & Vincenti, M. (2012). The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process. Canadian Manager, 36(4), 26 – 27.

Investigating the risk management potential of a stage/phase-gate project management approach

by Herman Steyn

Managing contingency reserves in project schedules and budgets

by Herman Steyn

Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’. Journal of Information & Knowledge Management, 9(2), 161 – 169.

This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European... more This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European Countries (CEECs) that are now part of the European Union (EU). The socio-economic conversion from socialism to capitalism of these societies is unique in historical precedence, whereby utilising the contextual models in knowledge conversion are applicable for understanding the implications of such a phenomenon. The results indicate that there is a unique set of variables that need to be considered within this context and for future similar situations.

Keywords: SECI; knowledge conversion; national culture; Ba; central and eastern Europe.

Knowledge Management Views in Eastern and Western Cultures: An Integrative Analysis

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Knowledge management views in eastern and western cultures: An integrative analysis. Journal of Knowledge Globalization, 3(2), 51 – 69.

Traditional eastern and western views of knowledge continue to influence the knowledge management practices in today’s... more Traditional eastern and western views of knowledge continue to influence the knowledge management practices in today’s global workplace. Based on these views, several dominant theories have emerged on how to best manage in the international work environment. This research illustrates contradictions in these theories and extracts a new perspective from the dynamic literature stream. This innovative perspective provides an opportunity to leverage cultures and relationships holistically for effective knowledge transfer and cross-cultural understanding, and hence for effective management

Keywords: Knowledge, Culture, International Management, Knowledge Management, Hofstede Framework

Socio-Technical Knowledge Management and Epistemological Paradigms: Theoretical Connections at the Individual and Organisational Level

by Matthew Jelavic

Jelavic, M. (2011). Socio-technical knowledge management and epistemological paradigms: Theoretical connections at the individual and organisational level. Interdisciplinary Journal of Information, Knowledge, and Management, 6(1), 1 – 16.

This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist... more This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist epistemological paradigms. These paradigms exist at the individual and organisational level through diametrically opposed functionalist versus interpretive and integrative socio-technical knowledge management perspectives. The alignments of individual and organisational epistemologies are essential to the effectiveness of a knowledge management system. Knowl-edge management should consider the roots of knowledge theoretically in order to share or man-age knowledge dissemination successfully in organisations. The term ‘knowledge sharing’ has been emphasised and discussed comprehensively through its epistemological influential factors. This paper concludes the development of a Knowledge Management Epistemological Synthesis Model (KM-ES Model) and a comprehensive discussion and conclusion section focussing on the implications of epistemological influences on the knowledge management system of an organisa-tion. The results from this study provide both researchers and academicians with a clear under-standing of the interplay between epistemologies and a foundation for establishing an effective organisational knowledge management system.

Keywords: socio-technical, knowledge management, knowledge sharing, epistemology, cognitiv-ist, connectionist, autopoietic, functionalist, interpretive, KM-ES Model

Interorganizational Macrocultures in the North American Automotive Manufacturing Industry

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2009). Interorganizational macrocultures in the North American automotive manufacturing industry. Canadian Manager, 34(2), 20 – 21.