澳洲工程学assignment代写 施工风险管理推荐文献

论文解析 /

施工过程本身就容易受到风险的影响。在几乎所有的建设项目中，风险管理都是项目管理中至关重要的一部分。风险分析是风险管理的核心组成部分之一，它使专业人员能够量化和分析在成本、质量、安全和时间方面可能对项目绩效构成潜在威胁的风险。这项研究的目的是识别和分析与伦敦桥车站重建相关的风险。通过问卷调查来收集数据。通过与参与各种建设项目的工程师和管理人员的访谈，确定了影响桥梁建设项目绩效的风险。本研究旨在调查和分析项目前期建设的三个主要方面:主要流程、风险记录和绩效改进。目标是描述主要过程和每个过程中的流程活动，分析主要过程的风险记录，并根据场外施工和质量管理两个问题论证绩效进展。本文的结果可以帮助工程师、成本控制经理和项目经理评估他们项目的风险，避免延误和成本超支。作为西欧同类项目中规模最大的再开发项目，伦敦桥对铁路网络的Thameslink项目至关重要，该项目将改变伦敦南北交通的面貌。该项目为乘客创造了三分之二的空间，使每天使用这个英国第四大车站的乘客数量增加了近两倍。这种规模的再开发给建筑和土木工程带来了一些挑战。作为一项重要的基础设施升级，它也设定了不可更改的最后期限——这些期限都按时完成了。应对这些挑战的能力来自于一个复杂的阶段过程以及围绕设计和施工的风险管理。

澳洲工程学assignment代写 施工过程风险管理

The construction procedure is inherently susceptible to to risks. Risk management is a crucial and essential part of project management on virtually all construction projects. Risk analysis is one of the core components of risk management that enables professionals to quantify and analyze risks that may pose potential threats to project performance in terms of cost, quality, safety, and time. This research was conducted to identify, and analyses risks associated with the redevelopment of London Bridge Station. A questionnaire was conducted to collect data. Risks affecting bridge construction project performance were identified through interviews conducted with engineers and managers involved with various construction projects. This research aims to investigate and analyze three main areas of the pre-construction stage of the project: the main processes, the risk record and the performance improvement. The objectives were to describe the main processes and the flow activities in each process, analyze the risk register of the main processes and argue the progress of the performance according to two issues: offsite construction and quality management. The results of this paper can help engineers, cost control managers, and project managers evaluate risks on their projects and avoid delays and cost overruns.The biggest redevelopment of its kind in Western Europe, London Bridge has been crucial to Network Rail’s Thameslink Programme that will transform north-south travel through London. The project has created two-thirds more space for passengers, enabling almost twice as many passengers to use Britain’s fourth busiest station every day. A redevelopment of this size has provided several construction and civil engineering challenges.as an important infrastructure upgrade it also came with unmovable deadlines – which have been met on time. The ability to meet those challenges has been due to a complex staging process and management of the risks surrounding design and construction.

推荐的文献

References

  • Afshari, H., Khosravi, S., Ghorbanali, A., Borzabadi, M. & Valipour, M. 2010. Identification of causes of non-excusable delays of construction projects. In: Proceedings of the 2010 International Conference on E-business, Management and Economics, 28-30 December 2010. Hong Kong, China: PRC, IACSIT Press, pp. 42-46.
  • Assaf, S. & AL-Hejji, S. 2006. Causes of delay in large construction projects. International Journal of Project Management, 24(4), pp. 349-357. https://doi.org/10.1016/j.ijproman.2005.11.010
  • Creswell, J. 2007. Qualitative inquiry and research design: Choosing among five approaches. 2nd edition. London: Sage.
  • COSO Enterprise Risk Management–Integrated Framework: Application Techniques. Committee of sponsoring organizations of the treadway commission, 2004.
  • Egbu, C. & Sidawi, B. 2011. Management problems of remote construction projects and potential IT solutions: The case of the Kingdom of Saudi Arabia. Journal of Information Technology in Construction, 17, pp. 103-120.
  • Enshassi, A. & Mosa, J. 2008. Risk management in building projects: Owners’ perspective. The Islamic University Journal, 16(1), pp. 95-123.
  • Forbes, D., Smith, S.D. & Horner, M. 2007. A case-based reasoning approach for selecting risk management techniques. In: Boyd, D. (Ed.) Proceedings of the 23rd Annual ARCOM Conference, 3-5 September 2007. Belfast, UK: Association of Researchers in Construction Management, pp. 735-744.
  • Government of Lesotho. 2013. National strategic development plan 2012/13-2016/17: Growth and development strategic framework. Maseru: MDP.
  • Heldman, K. 2005. Project manager’s spotlight on risk management. Alameda, California: Harbor Light Press.
  • Hillson, D. 2012a. Risk management: Risky business. The Project Manager, 1(12), p. 30.
  • Hillson, D. 2012b. The risk doctor: Risk management or risk leadership. The Project Manager, 1(14), p. 34.
  • Issa, D., Emsley, M. & Kirkham, R. 2012. Reviewing risk allocation for infrastructure PFI: Between theory and practice. In: Smith, S.D. (Ed.) Proceedings of the 28th Annual ARCOM Conference, 3-5 September 2012. Edinburgh, UK: Association of Researchers in Construction Management, pp. 1219-1231.
  • Ke, Y., Wang, S. & Chan, A. 2012. Risk management practice in China’s public-private partnership projects. Journal of Civil Engineering and Management, 18(5), pp. 675-684. https://doi.org/10.3846/13923730.
  • 2012.723380
  • Leedy, P.D. & Ormrod, J.E. 2010. Practical research: Planning and design. 9th edition. Saddle River, New Jersey: Pearson.
  • Mahamid, I. 2013. Common risks affecting time overrun in road construction projects in Palestine: Contractors’ perspective. Australian Journal of Construction Economics and Building, 12(2), pp. 45-53. https://doi.org/10.5130/ajceb.v13i2.3194
  • Mpaki, B. 2014a. Metolong dam water delivery delayed further. Public Eye Newspaper, 12 September, p. 25.
  • Mpaki, B. 2014b. Industrial estate completion pushed further back. Public Eye Newspaper 12 September, p. 26.
  • Nicholas, J.M. & Steyn, H. 2011. Project management for business, engineering, and technology: Principles and practice. 3rd edition. Oxford: Elsevier.
  • Project Management Institute (PMI). 2013. A guide to the project management body of knowledge (PMBOK GUIDE). 5th edition. Newtown Square, Pennsylvania: PMI.
  • Risk Management Technical Group. 2012. Project risk management handbook: A scalable approach. Sacramento, California: Caltrans.
  • Roberts, P. 2013. The economist guide to project management: Getting it right and achieving lasting benefit. London: Profile Books.
  • Schieg, M. 2006. Risk management in construction project management. Journal of Business Economics and Management,
  • 7(2), pp. 77-83.
  • Schieg, M. 2007. Post-mortem analysis on the analysis and evaluation of risks in construction project management. Journal of Business Economics and Management, 7(2), pp. 145-153.
  • Schwalbe, K. 2011. Managing information technology projects. 6th edition. Minneapolis, Minnesota: Cengage Learning.
  • Shang, H., Anumba, C., Bouchlaghem, D., Miles, J., Cen, M. & Taylor, M. 2005. An intelligent risk assessment system for distributed construction teams. Engineering, Construction and Architectural Management (ECAM), 12(4), pp. 391-409. https://doi. org/10.1108/09699980510608839
  • Taroun, A., Yang, J. & Lowe, D. 2011. Construction risk modelling and assessment: Insights from a literature review. The Built & Human Environment Review, 4(1), pp. 87-97.
  • Wang, W., Zhao, J., Zhang, W. & Wang, Y. 2015. Conceptual framework for risk propensity, risk perception, and risk behaviour of construction project managers. In: A.B. Raidén & E. AboagyeNimo (Eds) Proceedings of the 31st Annual ARCOM Conference, 7-9 September 2015, Lincoln, UK: Association of Researchers in Construction Management, pp.165-174.
  • Yin, R. 2011. Qualitative research from start to finish. London: Sage.
  • Yusuwan, N., Adnan, H., Omar, A. & Jusoff, K. 2008. Clients’ perspectives of risk management practice in Malaysian construction industry. Journal of Politics and Law, 1(3), pp. 121-130. https://doi.org/10.5539/jpl.v1n3p121