• Proceedings of the Safety Management and Science Conference
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• 2005.05a
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• pp.461-466
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• 2005

미래는 어쩔 수 없이 불확실하다. 더욱이 현대 프로젝트의 다국적화, 거대화, 복잡화 현상은 프로젝트 성공과 관련된 미래 예측을 더욱 불확실하게 만들고 있다. 이러한 불확실성의 증가 현상은 모든 산업에 있어서 일반적인 것이며, 결과적으로 리스크에 대한 관리의 필요성을 더욱 증폭시키고 있다. 관리되지 않은 프로젝트 리스크는 프로젝트의 실패의 원인이 되며, 나아가 조직의 위기로 발전된다. 따라서 프로젝트 리스크는 프로젝트 팀을 포함한 전체 조직 차원에서 관리되어야 한다. 본 연구에서는 프로젝트의 전반에 걸쳐서 체계적인 리스크 관리를 위해 프로세스를 중심으로 서술하였다.

• Proceedings of the Korea Information Processing Society Conference
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• 2015.10a
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• pp.1031-1034
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• 2015

프로젝트에서 리스크 관리란 프로젝트 진행 시 발생가능성이 있고, 프로젝트에 긍정적 또는 부정적 영향력을 가진 이슈를 미리 발굴하여, 효과적으로 관리하기 위한 기법이다. 이런 점에서 리스크 관리는 프로젝트 목적 달성 즉 성공을 위한 수단이며, 예기치 못한 사건에 대한 사후대책 보다는 사전대책의 특성을 가지고 있다. 이러한 리스크 관리에 대하여 건설, 금융, 국방, 공공 분야의 프로젝트에서는 그 중요성을 인식하여 다양한 분야의 연구가 활발히 진행 중이고 현장에서도 활용하고 있으나, 소프트웨어 개발 프로젝트에서는 아직 그 중요성에 대한 인식이 부족하고, 현장에서의 활용도 저조하다. 반면 소프트웨어 개발 프로젝트에 대한 고객의 요구사항(비용절감, 일정 단축, 품질 향상, 신기술 적용등)은 점점 복잡해지고, 정교해지고 있어 제한된 리소스로 개발을 진행해야 하는 프로젝트 팀 입장에서는 프로젝트 성공에 대한 부담감이 점점 증가하고 있다. 본 연구에서는 리스크 관리를 수행한 프로젝트와 그렇지 않은 프로젝트의 사례를 비교하여 리스크 관리가 프로젝트 성공에 미치는 영향에 대해 연구하였다.

• Journal of Service Research and Studies
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• v.12 no.3
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• pp.70-92
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• 2022

Project risk assessment is the most important activity performed at the beginning of a project because it can judge the performance of the project in advance. In this study, We were evaluated risk with traditional risk factors such as technology and schedule, etc, and Indirect risks factors such as financial, strategic, and special risks. and then, we analyzed what kind of relationship these risk evaluation factors have on business performance and customer satisfaction. As a result of the research, it was found that the risk evaluation items had a relationship with performance and customer satisfaction. However, It is possible that the performance may differ depending on how risks are managed after risk assessment. Therefore, follow-up studies should be conducted, including information on risk management practices. This study is meaningful that presenting practical risk evaluation items and at the same time identifying the relationship with performance. We plan to further the study in future studies including the evaluation of risk management process.

• Journal of the Korea institute for structural maintenance and inspection
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• v.22 no.1
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• pp.64-71
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• 2018

Project Management Institute of America separates the types of risk with external risks and internal risks. The external risk is an uncontrollable risk in projects such as changes of policy and related systems, climate, natural disasters, exchange rates and so on. The internal risk is an existing risk in the project itself that is controllable items in the project. Technical risks in project management are cost, quality, time, safety and environment. Therefore, both the external and internal risks should be managed to perform the construction project successfully. In particular, we can secure the quality and safety of facilities through the technical risk management. The importance of potential risk management has been emerging as a major interest and the lack of risk management delays projects and increases construction costs with negative effects of the building safety since the complex building, which is composed of a great number of facilities, consists of many project units and there are conflicts between various participants and stake-holders. This study presents the ways of establishing risk management processes to ensure the safety of the complex building. To that end, establishing procedure of risk management processes is presented and types of risk and factors in construction projects and counter strategies are presented as available risk information on the stages.

• KSCE Journal of Civil and Environmental Engineering Research
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• v.42 no.2
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• pp.239-248
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• 2022

Risks in construction projects are increasing remarkably due to recent changes in the construction environment. Active risk management is required to recognize risks as opportunities. The purpose of this study is to propose a risk management model of the importance determination method through comparative analysis using Kano model, Timko CSC (Customer Satisfaction Coefficient), and ASC (Average Satisfaction Coefficient). Based on previous studies, the validity of risk management factor determination is reviewed through a questionnaire modified Kano model through interviews with working-level workers using the Delphi technique. Through this, a suitable risk management model is presented by selecting key risk management factors recognized by domestic construction project practitioners. As a result of the study, the Kano model developed to verify risk management of construction projects was evaluated to be effective in verifying the risk management of practitioners. It is expected that the Kano model presented in this study will be actively used to verify the importance of risk management for construction projects.

• 한국IT서비스학회:학술대회논문집
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• 2003.05a
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• pp.355-362
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• 2003

정보시스템 개발 프로젝트는 그 속성상 고객, 팀원, 환경등의 요인으로 유일성을 가지고 있어 개발 과정을 체계적으로 관리하기가 매우 힘들고 프로젝트의 대형화, 전문화, 복잡화, 장기화에 따라 더 많은 리스크(risk)요인과 불확실(uncertainty)요인이 존재한다. 따라서 본 연구는 정보시스템 개발 프로젝트의 실패에 영향을 미치는 리스크요인을 도출하고, 리스크요인들의 중요도(위험도)를 측정하기 위한 AHP(Analytical Hierarchy Process) 모델을 제시함으로써 프로젝트 수행 시에 발생할 수 있는 리스크를 관리하고, 실질적인 의사결정도구를 제공하고자 한다.

• Archives of design research
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• v.16 no.4
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• pp.69-78
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• 2003

Risk Management is one of the most important factors in web design project management. The purpose of risk management is to identify reasons of risk to avoid risky situation and successfully achieve final goal of the project. This paper first describes concept of the web design project management and its processes. Secondly this study presents planning principles for systematic risk management process. Also it suggests a model of risk management. Finally this paper demonstrates utility of the risk management model through case studies based on the suggested risk management model.

• Korean Journal of Construction Engineering and Management
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• v.13 no.3
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• pp.109-121
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• 2012

Overseas construction project orders have shown steady increase since 2001, and it took 44.5% of the total construction project orders in 2010. Overseas construction project needs more complex risk management because it is affected by more various circumstance factors than the domestic construction is. Previous studies have centered on the internal risk factors to assist the decision-making, but there are few researches on the importance and techniques of foreign exchange risk management. Inadequate management of foreign exchange risk has been found to cause huge damages due to the lacking recognition on the importance of foreign exchange risk management. Therefore, current study designed a foreign exchange risk manage model to help efficient management and decision-making. This model was developed as a technique to meet the demand of the increasing overseas construction projects for the efficient management of foreign exchange risk, and the technique will lower the risk with more and more accurate outcome by accumulating the data of profit-and-loss.

• Korean Journal of Construction Engineering and Management
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• v.17 no.1
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• pp.48-55
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• 2016

Risk management is an important element for successful management of overseas construction projects. This study reports a case study in which we proposed a risk management planning and procedure for plant construction which can be applied throughout the project life cycle. We analyzed the risk management practices of Korean construction companies by applying the concept of the PRINCE2 method developed in the UK, and proposed a risk management planning and procedure with organizational structure and working process. The suggested risk management planning and procedure was applied to an overseas plant construction project, and produced good results. It is believed that the procedure suggested here can also be aplied to other companies to enhance the competency in the global construction market.

• Korean Journal of Construction Engineering and Management
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• v.17 no.3
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• pp.125-133
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• 2016

The Project Risk Management is intended to result in the effective management by identifying in advance and mitigating all significant risks including project risks and opportunities during the entire project life cycle - from project inception to completion of construction. It is impossible to predict an exact budget and construction duration before finishing a project. So, Washington Department of Transportation mandates that workshop-based risk management is conducted for projects over specific cost. However, the domestic construction sites have depended on numerical risk analysis without any workshop and efficient risk management have not made. Therefore, in this study, we propose the effective risk management using the RBES program which is very useful for workshop-based risk management and pre & post mitigation, by workshop-based risk management techniques. This proposed risk management approach is applied to a domestic 'A' river recovery project. It is concluded that we may expect the effect to mitigate the total cost overrun problem and the construction duration delay effect in the project by identifying significant risks and by preparing effective risk mitigation strategies.