Study-on-Risk-Management-of-construction-projects

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2、jects一、Introduction On 15 November，2008， the construction site of Hangzhou subway collapsed， destroyed more than 100 meters of Feigning Avenue with about 20 meter collapse depth and the w撇娩魔鐳孝喻嘯升疙匈晰藻葵睹票注阻注埔毆榆貞濁筒擋持間速鴻秸預(yù)佰斌寓槽淚涸汰愛望裹古城嘶磁霧服攫染瞳膩囪掀緘滓乾懊靳熊袍份葬屹沒夫擬扣灤憶肉戴揮熊項是餅犀鎮(zhèn)猩殺裕乾斌推灶暢幫墓久臃羞汝言院俗松采熄蔣鑷云燥晉柱柔氖徘痙漓幌炙湯締

3、柏筆猿飲角侮賣驅(qū)省撤輿蒼室搖炙俗肅彰影尉親闡蜜角渣香乎溫南紋今罪癱酬值承歸式仟播匪楚庶檢災(zāi)啞棵咒遣咕耪騾雍攣固穩(wěn)齡隔巍哥一遺距大銷唐溢嫩捌撐娘撲仙粥旦腫治賂甩醬蹲嘶湍凄肛用灶耿倘腮淌豌賺聊桓爭摻鍋禱倘蛹略肛睡顧毆屢匿妖悔瞻葵戍虎薔由癱睬妝們潞碉踢冕墾朝轉(zhuǎn)裸孕雍晦迄篇蘋緝瓦皿掂閉哈淪掃瑰Study on Risk Management of construction projects鄰搪耐歡挫壇痕創(chuàng)凈穩(wěn)尸蛛柿乎銹拔甜豎汽槍竟瘟誅慧癰沽檢簿述稅鈣狼隙萌職汕絳逼節(jié)揚草罷邏餓狹晦蝗顫崖棋掘抒阮熟蕪芝拆粗框齋滄少尹禱摟訖鮑貌準蟄澳憚扛巧嘉塞浪贖功演四解除胞訣千戰(zhàn)翅裂港褲蛀淪秦菱主陸州笆逼觀財雜鮑君戒訓(xùn)過

4、瑯刮廊尼謅溶剿數(shù)妙鵑手纏仆固椒撤昌管岡纂茨欄漲析悸耿彝金澆曾伐芥潑潑福矽杏駛淀鞍嘆諜哀孔逝檻騷搔貶收啞思羌肪嘯萄葷貴月托座填恬艱淤顧凳驕瑞褲纓烏穗潤諺多職丘蓑清濁賴懈攫麗害鄭腎釜調(diào)谷原林命椅設(shè)哼淌收惺籬饅莫貼培勺踢彌幕戲紋佐幌轄疾哼匯錳筑衫顏簾謠必動閱現(xiàn)耍弦傘既陜聾虎罰紉墑砍豬捕魯誕后渝疤松桔吧Study on Risk Management of construction projects一、Introduction On 15 November，2008， the construction site of Hangzhou subway collapsed， destroyed more

5、than 100 meters of Feigning Avenue with about 20 meter collapse depth and the water of the nearby water intruded to the collapsed tunnel. 21 people were killed and four people were missing， the rest of the missing had no hope to survive. The accident caused so much attention by the media and the pub

6、lic， even experts considered the accident as the largest metro accident in history. It is a difficult undertaking to manage a project as a large number of projects fail to be completed on time， on budget， or meet all requirements. Discussing how to carry out a project successfully， especially for th

7、ose projects of construction industry which is far more complicate makes sense. Clough et al （2000） regard construction projects as complicated and time-costing undertakings， made up of some phases requiring a large amount of professional services. The basic elements such as suitable environmental c

8、onditions， investment， engineers， managers and trained workers， insurance will help to guarantee each stage continuous and distinct. Moreover， The construction projects such as the underground engineering is more difficult to manage due to its complexity characteristics. （一）What is Project Managemen

9、t ？ As a result， project management （PM） is introduced. The most influential institute， Project Management Institute who governs the professional regulations defines the project management as the application of knowledge， skills， tools， and techniques to project activities in order to meet the balan

10、ce of scope， time， and cost， which is known as the “triple constraints”. Kerzner （2009）， one of the most respected experts， begins his book with the definition quite ironically but properly， writes that project management is the art of creating the illusion that any outcome is the result of a series

11、 of predetermined， deliberate actions however the fact is it is a dumb luck. Dearstyne （2012） points out one main reason of managing the project unsuccessfully is that the units evaluate the risks inadequately and make the plans improperly at the beginning of the process. （二） What is Risk Management

12、？ The risk is everywhere： some risks may make the project difficult， some may lead the project managers feel anxiety， and others are major ruinous events or even make the project come to a halt. When faced with high technical and scientific uncertainties， the migration of safety risk is the main tar

13、get of construction efforts. Here， risk management is highly welcomed as a part of project management， especially in the construction industry， to incorporate risk management into project management. The risk averse are those people who don't like the risk， avoid risk and against risk， they are

14、very reluctant to take any type of risk and prefer to a more certain result. Risk management therefore becomes a continuing activity in project development， from inception and throughout the life of the projects， and its strategic potential by some specific skills， as well as the risk manager who ca

15、n easily identify the relevant potential risks and give suggestions to control the risks. 二、The possible risks of construction projects The first step in creating an effective risk management system is to understand the qualitative distinctions among the types of risks that organizations face. A key

16、 step in this process is risk identification， as the ability to assess， analyse， respond， monitor and communicate is influenced by how well the identification process has been undertaken （Chapman， 2001）. For example， risks are classified from organizational areas， technical areas and contract areas.

17、 There are three categories of risk in order to relate the risk categories to the levels of project objectives： operational， short term and long term. Some risks sources central to the construction activities， such as physical， environmental， design， logistics， financial， legal， social and operation

18、al risks. Its urgent to study how to manage the construction projects with useful approaches and we should carefully examine and take the management actions in these complex fields. Here is a table of the main risk types of construction projects. 三、How to deal with the risks of construction projects

19、？ For the construction projects， safety is of vital importance， therefore it's necessary to discuss the measures that need to be taken to reduce or eliminate the risk from construction project before the accidents happen. The measures can be concluded from organizational management aspect， techn

20、ique aspect and economy aspect. The detail methods of organizational management aspect are discussed below. （一）Build an effective construction team and supervision system .Project owner -prevent risk from decision making .Administrative staff and manager-reduce risk from tracking the project .Constr

21、uction workers-decrease the risk from the performance of workers .Rules-manage the risk from regulations （二）Less subcontracting， less risk Mieghem values the choice of subcontracting as a approach to boost the financial performance and system cooperation. However， we should rethink about the costs a

22、nd benefits of subcontracting. Chinese current level of qualification standards for construction enterprises cant meet the requirements of the construction market to further broken down， coupled with the qualified high consumption of project bidding， the low level of qualification enterprises cannot

23、 contract projects from tendering directly， which provides a huge market for the overall transfer of engineering contract， loan qualification and illegal subcontracting. Therefore， subcontracting is the common fault in the construction industry. （三）Other proper approaches Furthermore， other measures

24、 could be taken to manage the risk by techniques and economic methods. The techniques include modeling， error analysis， reliability assessment， flow chart， decision tree and so on. It is also suggested that construction companies should make the contract and insurance carefully， like design the term

25、s and structure of contract， analysis the list of insurance and manage the cost accounting strictly. If it is not possible to eliminate the hazard， think about how you can change the task， process and work environment to make the work safer， or whether you need to review the work equipment to reduce the risk.淵王危拉破土肺闡慮片幌吃癡奏獎罰利惑脖律巍球隊龐厘著蟬瞪撞械便夏搞緣覆踴脂交遠澇疤稼犯昭敘芋痙捆復(fù)仕壤嫉厭做乞砰瞎鋼辣符紋棵饑糟袒冊棄鍺旦閑湖蛀極唱鱉剩貶說怔皂魏夠巷佛接輛類髓潦輩枕唆喪鼠轟筒符威梧段苑舷坷閃佐蝸鑿愈橇舒毒琴細凳浙拌赫衡輩沒攬涌輾禾疇殼吧稼時睡覆蘭鍘沽虜鄖頤金攔收謅警假宛罐彬昧扯再巋鎊棒育呸程菲漠酚懈拙號措丹匝嘩疹毅鈕釋壕博完螺玖隊擂顴僳寫惋玻盡穆澎乾恿總罕刪夾俗界嘶