项目风险管理外文翻译

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风险管理介绍(双语)

IDENTIFICATION OF HIGHER RISK JOBS 发现风险较高的项目
Higher risk jobs attract a Project Risk/Liability Uplift fee 风险较高的项目应增加项目风险/责任费风险较高的项目应增加项目风险责任费
TYPICAL RISK AREAS AT PROPOSAL STAGE 建议书阶段考虑的风险范围
RISK ASSESSMENT – LIKELIHOOD 风险评估 – 可能性
RISK ASSESSMENT – CONSEQUENCES 风险评估 – 后果
RISK ASSESSMENT - RISK LEVEL 风险评估 – 风险等级
RISK TREATMENT 风险处理
Do not take on the risk – sometimes clients want to pass on risks which they are best placed to manage 不接受风险 – 业主将风险转移给，业主将风险转移给，以使风险得到更好的管理 Accept risk but limit financial liability by having a specified limit of liability in the contract 接受风险，但在合同中列出具体的责任限额，从而限定的财务责任接受风险，但在合同中列出具体的责任限额，从而限定的财务责任责任限额 Accept risk but limit extent of exposure eg report disclaimers 接受风险，但限定受影响可能性的范围，接受风险，但限定受影响可能性的范围，如：提出否认责任 Accept risk and manage 接受风险，接受风险，并进行管理 Transfer risk to a third party 将风险转移给第三方

项目风险管理分析中英文对照外文翻译文献

项目风险管理分析中英文对照外文翻译文献中英文对照外文翻译文献(文档含英文原文和中文翻译)原文：Project Risk AnalysisChapter 1 Introduction1.1 About this compendiumThis course compendium is to be used in the course “Risikostyring is projector”. The focus will be on the following topics:R isk identificationRisk structuringRisk modeling in the light of a time schedule and a cost modelRisk follows upWe will also discuss elements related to decision analysis where risk is involved, and use of life cycle cost and life cycle profit models. The course compendium comprises a large number of exercises, and it is recommended to do most of the exercises in order to get a good understanding of the topics and methods described. A separate MS Excel program, pRisk.xls has been developed in order to assist numerical calculations and to conduct Monte Carlo simulation.1.2 DefinitionsAleatory uncertaintyVariation of quantities in a population. We sometimes use the word variability rather than aleatory uncertainty.Epistemic uncertaintyLack of knowledge about the “world”, and observablequantities in particular. DependencyThe relation between the sequences of the activities in a project.Observable quantityA quantity expressing a state of the “world”, i.e. a quantity of the p hysical reality or nature, that is unknown at the time of the analysis but will, if the system being analyzed is actually implemented, take some value in the future, and possibly become known. ParameterWe use the term parameter in two ways in this report. The main use of a parameter is that it is a quantity that is a part of the risk analysis models, and for which we assign numerical values. The more academic definition of a parameter used in a probabilitystatement about an observable quantity, X, is that a parameter is a construct where the value of the parameter is the limiting value where we are not able to saturate our understanding about the observable quantity X whatsoever new information we could get hold of. Parameter estimate The numeric value we assess to a parameter.ProbabilityA measure of uncertainty of an event.RiskRisk is defined as the answer to the three questions [14]: i) what can go wrong? ii) How likely is it? And if it goes wrong, iii) what are the consequences? To describe the risk is a scenario Risk acceptanceA decision to accept a risk.Risk acceptance criterionA reference by which risk is assessed to be acceptable orunacceptable.ScheduleA plan which specifies the start and finalization point of times for the activities in a project.Stochastic dependencyTwo or more stochastic variables are (stochastically) dependent if the expectation of one stochastic variable depends on the value of one or more of the other stochastic variables. Stochastic variableA stochastic variable, or random quantity, is a quantity for which we do not know the value it will take. However, we could state statistical properties of the variable or make probability statement about the value of the quantity.1.3 DEFINITIONSUncertaintyLack of knowledge about the performance of a system, and observable quantities in particular.Chapter 2Risk ManagementGenerally, risk management is defined (IEC 60300-3-9) as a “systematic application ofmanagement policies, procedures and practices to the tasks of analyzing, evaluating and controlling risk”. It will comprise (IEC definitions in parentheses):Risk assessment, i.e.–Risk analysis (“Systematic use of available information to identify hazards and to estimate the r isk to individuals or populations, property or the environment”)–Risk evaluation (“Process in which judgments are made on the tolerability of the risk on the basis of risk analysis and takinginto account factors such as socio-economic and environmental aspects”)Risk reduction/control (Decision making, implementation and risk monitoring).There exists no common definition of risk, but for instance IEC 60300-3-9 defines risk as a “combination of the frequency, or probability, of occurrence and the consequence of a specified hazardous events”. Most definitions comprise the elements of probabilities and consequences. However, some as Klinke and Renn suggest a very wide definition, stating: “Risk refers to the possibility that human actions or events lead to consequences that affect aspects of what humans value”. So the total risk comprises the possibility of number (“all”) unwanted/hazardous events. It is part of the risk analysis to delimit which hazards to include. Further, risk usually refers to threats in the future, involving a (high) degree of uncertainty. In the following we will present the basic elements of risk management as it is proposed to be an integral part of project management.2.1 Project objectives and criteriaIn classical risk analysis of industrial systems the use of so-called risk acceptance criteria has played a central role in the last two or tree decades. Basically use of risk acceptance criteria means that some severe consequences are defined, e.g. accident with fatalities. Then we try to set an upper limit for the probability of these consequences that could be accepted, i.e. we could not accept higher probabilities in any situations. Further these probabilities could only be accepted if risk reduction is not possible, or the cost of risk reduction is very high.In recent years it has been a discussion in the risk analysis society whether it is fruitful or not to use risk acceptance criteriaaccording to the principles above. It is argued that very often risk acceptance criteria are set arbitrary, and these do not necessarily support the overall best solutions. Therefore, it could be more fruitful to use some kind of risk evaluation criteria, rather than strict acceptance criteria. In project risk management we could establish acceptance criteria related to two types of events: Events with severe consequences related to health, environment and safety.Events with severe consequences related to project costs, project quality, project duration, oreven termination of the project. In this course we will have main focus on the project costs and the duration of the project. Note that both project cost and project duration are stochastic variables and not events. Thus it is not possible to establish acceptance criteria to project cost or duration directly. Basically, there are three types of numeric values we could introduce in relation to such stochastic variables describing the project:1. Target. The target expresses our ambitions in the project. The target shall be something we are striving at, and it should be possible to reach the target. It is possible to introduce (internal) bonuses, or other rewards in order to reach the targets in a project.2. Expectation. The expectations are the value the stochastic variables will achieve in the long run, or our expectation about the outcome. The expectation is less ambitious than the target. The expectation will in a realistic way account for hazards, and threats and conditions which often contribute to the fact that the targets are not met.3. Commitment. The commitments are values related to the stochastic variables which are regulated in agreements andcontracts. For example it could be stated in the contract that a new bridge shall be completed within a given date. If we are not able to fulfill the commitments, this will usually result in economical consequences, for example penalties for defaults, or in the worst case canceling of the contract.2.2 Risk identificationA scenario is a description of a imagined sequence or chain of events, e.g. we have a water leakage, and we are not able to stop this leakage with ordinary tightening medium due to the possible environmental aspects which is not clarified at the moment. Further the green movement is also likely to enter the scene in this case. A hazard is typically related to energies, poisonous media etc, and if they are released this will result in an accident or a severe event. A threat is a wider term than hazard, and we include also aspects as “wrong” method applied, “lack of competence and experience”. The term threat is also very often used in connection with security problems, e.g. sabotage, terrorism, and vandalism.2.3 Structuring and modeling of riskIn Section 2.2 we have identified methods to identify events and threats. We now want to relate these events and threats to the explicit models we have for project costs and project duration.2.3.1 Model for project execution time/schedule modelingWhen analyzing the execution time for a project we will have a project plan and typicallya Gantt diagram as a starting point. The Gantt diagram is transformed into a so-called flow network where the connections between the activities are explicitly described. Such a flow network also comprises description of duration of the activities in terms of probability statements. The duration of each activityis stochasticVariables, which we denote Ti for activity in a flow network we might also have uncertain activities which will be carried out only under special conditions. These conditions could be described in terms of events, and we need to describe the probability of occurrence of such events. Thus, there is a set of quantities, i.e. time variables and events in the model. The objective is now to link the undesired events and threats discussed in Section 2.2 to these time variables and events. Time variables are described by a probability distribution function. Such a distribution function comprises parameters that characterize the time variable. Often a parametric probability distribution is described by the three quantities L (low), M (most likely) and H high. If an undesired event occur, it is likely that the values of L, M and H will be higher than in case this event does not occur. A way to include the result from the risk identification process is then to express the different values of L, M and H depending on whether the critical event occurs or not. If we in addition are able to assess the probability of occurrence of the critical event, the knowledge about this critical event has been completely included into the risk model. Based on such an explicit modeling of the critical event, we could also easily update the model in case of new information about the critical event is obtained, for example new information could be available at a later stage in the process and changes of the plan could still be possible in light of the new information.2.3.2 Cost modelingThe cost model is usually based on the cost breakdown structure, and the cost elements will again be functions of labor cost, overtime cost, purchase price, hour cost of rentingequipment, material cost, amount of material etc. The probabilistic modeling of cost is usually easier than for modeling project execution time. The principle is just to add a lot of cost terms, where each cost term is the product of the unit price and the number of units. We introduce price and volume as stochastic variables to describe the unit price and the number of units. The price and volume variables should also be linked to the undesired events and threats we have identified in Section 2.2. Often it is necessary to link the cost model to the schedule model. For example in case of delays it might be necessary to put more effort into the project to catch up with the problems, and these efforts could be very costly. Also, if the project is delayed we may need to pay extra cost to sub-contractors that have to postpone their support into the project.2.3.3 Uncertainty in schedule and cost modelingAs indicated above we will establish probabilistic models to describe the duration and cost of a project. The result of such a probabilistic modeling is that we treat the duration and cost as stochastic variables. Since duration and costs are stochastic variables, this means that there is uncertainty regarding the values they will take in the real project we are evaluating. Sometimes we split this uncertainty into three different categories, i) Aleatory uncertainty (variability due to e.g. weather conditions, labor conflicts, breakdown of machines etc.), ii) para meter or epistemic uncertainty due to lack of knowledge about “true” parameter values, and iii) model uncertainty due to lack of detailed, or wrong modeling. Under such thinking, the aleatory uncertainty could not be reduced; it is believed to be the result of the variability in the world which we cannot control. Uncertainty in the parameters is, however, believed to bereducible by collecting more information. Also uncertainty in the models is believed to be reducible by more detailed modeling, and decomposition of the various elements that go into the model. It is appealing to have a mental model where the uncertainty could be split into one part which we might not reduce (variability), and one part which we might reduce by thorough analysis and more investigation (increased knowledge). If we are able to demonstrate that the part of the uncertainty related to lack of knowledge and understanding has been reduced to a sufficient degree, we could then claim high confidence in the analysis. In some situation the owner or the authorities put forward requirements. Which could be interpreted as confidence regarding the quality of the analysis? It is though not always clear what is meant by such a confidence level. As an example, let E(C) be the expected cost of a p roject. A confidence statement could now be formulated as “The probability that the actual project cost is within an interval E(C) ± 10% should at least be 70%”. It is, however, not straight forward to document such a confidence level in a real analysis. T he “Successive process (trinnvisprosessen)” [4] is an attempt to demonstrate how to reduce the “uncertainty” in the result to a certain level of confidence.We also mention that Even [12] has recently questioned such an approach where there exist model uncertainty and parameter uncertainty, and emphasizes that we in the analysis should focus on the observable quantities which will become evident for us if the project is executed, e.g. the costs, and that uncertainty in these quantities represent the lack of knowledge about which values they will take in the future. This discussion is not pursuit any more in this presentation.2.4 Risk elements for follow up: Risk and opportunity registerAs risk elements and threats are identified in Section 2.2 these have to be controlled as far as possible. It is not sufficient to identify these conditions and model them in the schedule and cost models, we also have to mitigate the risk elements and threats. In order to ensure a systematic follow up of risk elements and threats it is recommended to establish a so-called threat log. The terms ?Risk Register…and ?Risk & Opportunity Register…(R&OR) is sometimes used rather than the term ?threat log.… A R&OR is best managed by a database solution, for example an MS-Access Database. Each row in the database represents one risk element or threat. The fields in such a database could vary, but the following fields seems reasonable: ? ID. An identifier is required in order to keep track of the threat in relation to the quantitative risk models, to follow up actions ET.Description. A description of the threat is necessary in order to understand the content of the problem. It could be necessary to state the immediate consequences (e.g. occupational accident), but also consequences in terms of the main objectives of the project, e.g. time and costs.Likelihood or probability. A judgment regarding how probable it is that the threat or the risk condition will be released in terms of e.g. undesired or critical events.Impact. If possible, give a direct impact on cost and schedule if the event occurs, either by an expected impact, or by L, M and H values.References to cost and schedule. In order to update the schedule and cost models it is convenient to give an explicit reference from the R&OR into the schedule and cost models. ? Manageability. Here it is descried how the threat could beinfluenced, either by implementing measures to eliminate the threat prior to it reveals it self, or measures in orderto reduce the consequences in case of the threat will materialize.Alert information. It is important to be aware of information that could indicate the development of the threat before it eventually will materialize. If such information is available we could implement relevant measures if necessary. For example it could be possible to take ground samples at a certain cost, but utilizing the information from such samples could enable us to choose appropriate methods for tunnel penetration.Measures. List of measures that could be implemented to reduce the risk.Deadline and responsible. Identification of who is responsible for implementing and follow up of the measure or threat, and any deadlines.Status. Both with respect to the threat and any measure it is valuable to specify the development, i.e. did the treat reveal it self into undesired events with unwanted consequences, did the measure play any positive effect etc.2.5 Correction and controlAs the project develops the R&OR is the primary control tool for risk follow up. By following the status of the various threats, risk elements and measures we could monitor the risk in the project. This information should of course be linked to the time and cost plans. If a given threat does not reveal in terms of undesired events, the time and cost estimates could be lowered and this gain could be utilized in other part of the project, or in other projects. In the opposite situation it is necessary to increase the time and cost estimates, and we need to consider newmeasures, and maybe spend some of the reserves to catch up in case of an expected delay. During the life cycle of a project it will occur new threats and risk elements which we did not foresee in the initial risk identification process. Such threats must continuously be entered into the R&OR, and measures need to be considered.一、介绍（一）关于本纲要本课程纲要过程中研究的是“风险也是一种项目”。

项目风险管理简介(英文版)

Develop An Effective Mitigating Strategy
More often than not, a risk will require multiple actions to be effectively mitigated.
Analysis often reveals that the same mitigating action is assigned to a variety of risks; another indication that the true risk has not yet been properly identified.
Risk logs quickly become unmanageable because of their size.
Identify Risks
This problem will not only cause schedule delays, budget overruns, poor quality, etc., but also lead the project team to lose confidence in their ability to effectively mitigate risk.
Avoid the risk. Do something to remove it. Use another supplier for example.
Transfer the risk. Make someone else responsible. Mitigate the risk. Take actions to lessen the impact
Now
Introduction

项目风险管理外文翻译外文文献英文文献

外文翻译As one of the important subjects of project management originated the First World War, and now it has been becoming more and more systematic and professional. In China the systematic project risk management framework was developed by the end of last century, but the practical application of project risk management still needs further improvement. With above background, this thesis focused on the medium or large real estate project, research project character, project management, typical Chinese construction project process, risk management, and project risk management. The first chapter briefed the current international and domestic study status of the subject, thesis purpose, and thesis scope, which are risk and its countermeasures research for the implementation phase of medium or large real estate project. The second chapter briefed the concept and character of real estate project, risk of project, and project risk management, which is the theoretical foundation of further risk management study for the implementation phase of medium or large real estate project. Chapter3,4 and 5 are the project risk management practice on the implementation phase of medium or large real estate project. Chapter 3 is for project engineering risk management, which introduced the concept, purpode, and principle of project engineering at the beginning, and then analyzed the engineering objective, including schedule, cost, and quality, at last it identified and analyzed the project engineering risks and provided design change procedure and design company selection procedure as the risk response. Chapter 4 detailed the concept, principle, objective and key roles of project procurement, identified and assessed the project procurement risk, and also provided contractor selection procedure, vendor selection procedure, examples of procurement plans to response and monitor project risk. Chapter 5 firstly introduced the construction concept, character, process and project construction objectives, including quality objective, schedule objective, and safety objective, and then identified and assessed construction quality risk, schedule risk, cost risk and safety risk, The postscript of this thesis briefed the dynamic project risk management concept, restriction and limitation of this thesis, and opportunities for further research. Totally there are 14 appendixes attached after the thesis. These appendixes could be used as guidance and reference of risk management for real estate project. They are provided to be very useful in term of risk management for real estate project implementation phases.Project risk management as a procedure of optimism and decision, in which information will come out gradually in the multistage construction. The key to the risk management is how to select the risk response plan. Directed by the system theory and combined the theory of option pricing and project risk management, this paper adopts criterion method to analyze the management and activity in the stage of engineering project implement on the base of comparison to relative documents. This paper emphatically argues the choice of response plans under the condition of risks according to the established analysis frame. These forecasts are hypotheses abstract form the similar project performed before, whether they are actual or not will hugely affect the success of project The implement stage means project period from the location to product whose target is transform the planto real and mark the aims. The implement stage occupies the most period of project, has huge work, consume the most resource. What is worth to mind is that the implement stage is process not only to form the real proprirty but also product information, for example, the knowledge of field status and the capability of contractor can only be obtained form implement. So in order to mark the target, the manager must test the hypotheses and use the new information assess the status of influence element, choose the best response plan according to the condition. This paper has value in instructing the project investor/manager in how to establish a risk management configuration and making decision under risk condition in the implement stage of construction project.This thesis begins with the knowledge system of project management, analyses the whole course of risk management and sets forth the method and program of project risk identification, risk appraisement and risk monitoring in project minutely. Finally, It shows a risk case of building project focal point for the investment decision of early stage with qualitative and quantitative analysis. Chapter 1 Discuss the important concept, method and knowledge system of project risk management, such as the definition of project, the knowledge system of project management PMBOKX the intension of risk, the content of risk management and so on ,carry out the risk analysis of building project emphatically. Chapter 2 Mainly introduce the tool and technology of project risk identification, such as checking table, the rules of systems analysis(WBS), the method of SWOT technology. Thinking of the demerit for every tool, hence author emphasize that we should appraise the gained information resource synthetically. Chapter 3 Explain how to go on the estimation and assessment of project risk, put forward the tool and technology of project risk analysis (as AHP, probability and sensitivity analysis ). When analyzing project risk quantitatively, first we should have definite warranty, do not surmise risk without foundation; Secondly, distinguish confirmed project from unconfirmed project in quantitative analysis. When using two important tools of quantitative risk analysis—probability and sensitivity analysis, one side is to estimate the probability of risk variable exactly; the other side is to judge and analyze the guidelines of probability analysis truly, as square margin, expected figure, disperse modulus. Through quantifying risk, it can strengthen our sense of risk management. Chapter 4 Elaborate the basic method of monitoring project risk. In order to carry into execution monitoring project risk, it is essential to establish perfect replying risk plan. The main steps is: lessening risk, take precautions against risk (as project method, instructing method, program method), conveying risk selling, inviting public bidding, the contract of absolving obligation, insurance and guarantee), avoidance, leave behind and measure in support. Chapter 5 A risk management example. First, analyze the various possible existent risk factors of this project systematically. Secondly, study its sensitivity factor thorough quantifying assessment risk for the project, as well as establishing and putting in practice a plan in order to control the negative influence in minimum level. The building has total 130500 square in architectural area, superior geographical location and tremendously potential value, its overall investment is 4.26 hundreds million. This chapter first studies the market from place environment all around traffic and market requirement, then analyzes systematically financing risk and organic risk of joint venture. On the basis of foregoing analysis, it establishes some parameter of risk quantifying analysis, calculates its selling revenue running expense and cash flow form, uses sensitivity analysis to gain best sensitivityfactor. As the uncertain essence of risk, it is extremely important to analyze probability factor of the project. So we confirm the probability form of every variable, then calculate present value of each possible event according to different constitutes of risk variable; and sort all possible events according to their present values from small to big, calculate accumulative probability, square margin and disperse modulus, thus analyze the risk of project quantitatively, provide quantitative support for supervisor when they will make a decision. Comparing with international advanced level, our country has great gap on the link of how to apply theory of project risk management to practice of project management, especially short of system research in project risk management. On the basis International project contracting is rather a complex project in the cooperation of international economy and technology, and the implementing of the projects will be influenced by political, economy and social situations Firstly, this paper systemically analyzed the market situation of the international project contracting, and concretely analyzed the market structure in Asia, America, Africa and Europe. It concluded the trend of the development of the international contracting market; projects are becoming large-scale and complex and the contracting pattern is diversified, and the management of the international project contracting is standardized. Secondly, this paper analyzed the development status and characteristic of the international project contracting in our country. Although the internationalization tendency of our country’s international project contracting firm is preferable, there is large gap in the whole strength when compared with firms from the developed countries, and also there are limitations in the distributing of the projects in different regions and industries. Thirdly, this paper summarized the technique of international project contracting risk identification, estimate and appraise in our country. Put forward to finance and non-finance risk treating means, and apply the energy release theory to international project contracting risk management, and research the dominating risk in the bid phase and construction and build the energy release model of each phrase. In the cases of Kun River Hydroelectric Station Project in Vietnam and Aromatic Plant Shali Irrigation Project in Nepal, this paper put forward to the technique of the international project contracting risk identification, estimation, appraise and reply in dealing with the project risk. Finally, in the risk estimation and risk appraise, this paper paid attention to evaluate the losing caused by the risk exactly; in the risk reply ,give attention to two aspects of cost and return, look after the economic and logical risk reply measure, in order to make the project risk least, the operating of companies most efficiently and the return highest外文翻译项目风险管理作为项目管理的重要内容之一，起源于第一次世界大战之后。

项目风险管理范文[英文版]

项目风险管理范文[英文版]Risk Management Plan1. IntroductionThe purpose of this risk management plan is to identify, evaluate, and mitigate risks associated with our project. It aims to ensure that potential risks are understood, and appropriate measures are taken to minimize their impact on the project's success.2. Risk IdentificationIn this phase, all possible risks are identified by involving project team members, stakeholders, and subject matter experts. Risks can be categorized as technical, financial, operational, or legal risks. Some of the risks identified for this project include:- Technical risks: unexpected system failures, integration issues.- Financial risks: cost overruns, budget constraints.- Operational risks: resource unavailability, changes in requirements.- Legal risks: non-compliance with regulations, intellectual property disputes.3. Risk EvaluationOnce the risks are identified, they are evaluated based on their impact and likelihood of occurrence. This evaluation helps prioritize risks and allocate resources accordingly. The evaluation criteria include the severity of impact, likelihood of occurrence, and ability to detect the risk early. A risk matrix is used to categorize risks as high, medium, or low risk.4. Risk MitigationTo mitigate identified risks, appropriate strategies and actions must be defined. The risk mitigation plan includes the following steps: - Technical risks: regular system checks and maintenance, implementing redundancy measures.- Financial risks: regular budget monitoring, proactive cost management.- Operational risks: resource allocation and planning, maintaining clear communications with stakeholders.- Legal risks: adherence to relevant regulations, obtaining necessary permissions and licenses.5. Risk Monitoring and ControlMonitoring and control of risks are crucial throughout the project's lifecycle. This includes monitoring the progress of risk mitigation actions, identifying new risks, and evaluating the effectiveness of implemented mitigation strategies. Risk logs will be maintained, which will document all identified risks and their status. Regular risk review meetings will be conducted to ensure that risks are managed effectively.6. ReportingRegular risk reports will be generated and shared with project stakeholders and senior management. These reports will provide information on the identified risks, their current status, and progress on risk mitigation efforts. Reporting will help keep all stakeholders informed about the project's risk profile.7. ConclusionEffective risk management is an essential aspect of project management. This risk management plan provides a framework foridentifying, evaluating, and mitigating risks associated with our project. By proactively addressing potential risks, we can ensure the smooth execution and successful completion of our project.8. Risk Response PlanningOnce the risks have been evaluated, it is important to develop a response plan for each identified risk. The response plan should include proactive measures to minimize the impact of risks and reactive actions to be taken in case the risk occurs. The response plans should be documented and shared with the project team members and stakeholders.The response plan for technical risks may include regular system checks and maintenance to ensure that any potential failures or system issues are identified and resolved promptly. Additionally, implementing redundancy measures such as backup systems or redundant components can help mitigate the impact of technical risks.For financial risks, the response plan may involve regular budget monitoring and proactive cost management. This can include closely tracking expenses, identifying cost-saving opportunities, and re-evaluating budget allocation if necessary. The team should also be prepared to take immediate action in case of cost overruns by reallocating resources or seeking additional funding. Operational risks can be mitigated through effective resource allocation and planning. This includes properly assessing and assigning resources to different tasks, and maintaining clear communication channels with stakeholders. Regular meetings and updates can help identify any potential changes in requirements orresource availability, allowing the team to adjust plans accordingly and minimize the impact of operational risks.Legal risks can be managed by ensuring compliance with relevant regulations and obtaining the necessary permissions and licenses. This may involve consulting with legal experts or involving regulatory bodies early in the project. Intellectual property (IP) disputes can be mitigated by properly documenting and protecting the project's IP and seeking legal counsel if necessary.9. Risk Monitoring and ControlThe risk management process does not end with the development of response plans. It is important to continuously monitor and control risks throughout the project's lifecycle. This includes regularly reviewing and updating the risk register, tracking the progress of risk mitigation actions, and identifying new risks that may arise during project execution.Regular risk review meetings should be conducted to assess the effectiveness of implemented mitigation strategies and identify any changes in the risk environment. These meetings provide an opportunity for the project team members to discuss and share updates on risk management activities. Any new risks that are identified should be carefully evaluated, and appropriate response plans should be developed.In addition to risk review meetings, project progress reports should include updates on the status of identified risks and the progress of risk mitigation efforts. This enables stakeholders and senior management to stay informed about the project's risk profile andmake informed decisions based on the current risk situation.10. Communication and Stakeholder EngagementEffective communication and stakeholder engagement are critical components of successful risk management. All stakeholders should be kept informed about the identified risks, potential impacts, and mitigation strategies. This includes project team members, sponsors, clients, and external partners.Regular communication channels should be established to ensure that all stakeholders are provided with timely updates on risk management activities. This can be done through project meetings, progress reports, and dedicated risk communication sessions.Engaging stakeholders in the risk management process can also help in identifying new risks or potential mitigation strategies. Stakeholders often have valuable insights and experiences that can contribute to the project's risk management efforts. Their input and feedback should be actively sought, and any concerns or suggestions should be carefully considered and addressed.11. ConclusionAn effective risk management plan is an essential tool for any project. By proactively identifying, evaluating, and mitigating risks, project teams can minimize the impact of potential issues and increase the chances of project success.This risk management plan provides a comprehensive framework for managing risks throughout the project lifecycle. It includes the identification and evaluation of risks, the development of responseplans, and the ongoing monitoring and control of risks. Regular communication and stakeholder engagement are also emphasized to ensure that all relevant parties are kept informed and involved in the risk management process.By following this plan and regularly reviewing and updating it as necessary, project teams can effectively manage risks and improve their ability to deliver successful outcomes.。

风险管理【外文翻译】

外文文献翻译译文一、外文原文原文：Risk ManagementThis chapter reviews and discusses the basic issues and principles of risk management, including: risk acceptability (tolerability); risk reduction and the ALARP principle; cautionary and precautionary principles. And presents a case study showing the importance of these issues and principles in a practical management context. Before we take a closer look, let us briefly address some basic features of risk management.The purpose of risk management is to ensure that adequate measures are taken to protect people, the environment, and assets from possible harmful consequences of the activities being undertaken, as well as to balance different concerns, in particular risks and costs. Risk management includes measures both to avoid the hazards and to reduce their potential harm. Traditionally, in industries such as nuclear, oil, and gas, risk management was based on a prescriptive regulating regime, in which detailed requirements were set with regard to the design and operation of the arrangements. This regime has gradually been replaced by a more goal-oriented regime, putting emphasis on what to achieve rather than on the means of achieving it.Risk management is an integral aspect of a goal-oriented regime. It is acknowledged that risk cannot be eliminated but must be managed. There is nowadays an enormous drive and enthusiasm in various industries and in society as a whole to implement risk management in organizations. There are high expectations that risk management is the proper framework through which to achieve high levels of performance.Risk management involves achieving an appropriate balance between realizing opportunities for gain and minimizing losses. It is an integral part of good management practice and an essential element of good corporate governance. It is aniterative process consisting of steps that, when undertaken in sequence, can lead to a continuous improvement in decision-making and facilitate a continuous improvement in performance.To support decision-making regarding design and operation, risk analyses are carried out. They include the identification of hazards and threats, cause analyses, consequence analyses, and risk descriptions. The results are then evaluated. The totality of the analyses and the evaluations are referred to as risk assessments. Risk assessment is followed by risk treatment, which is a process involving the development and implementation of measures to modify the risk, including measures designed to avoid, reduce (“optimize”), transfe r, or retain the risk. Risk transfer means sharing with another party the benefit or loss associated with a risk. It is typically affected through insurance. Risk management covers all coordinated activities in the direction and control of an organization with regard to risk.In many enterprises, the risk management tasks are divided into three main categories: strategic risk, financial risk, and operational risk. Strategic risk includes aspects and factors that are important for the enterprise’s long-term strategy and plans, for example mergers and acquisitions, technology, competition, political conditions, legislation and regulations, and labor market. Financial risk includes the enterprise’s financial situation, and includes: Market risk, associated with the costs of goods and services, foreign exchange rates and securities (shares, bonds, etc.). Credit risk, associated with a debtor’s failure to meet its obligations in accordance with agreed terms. Liquidity risk, reflecting lack of access to cash; the difficulty of selling an asset in a timely manner. Operational risk is related to conditions affecting the normal operating situation: Accidental events, including failures and defects, quality deviations, natural disasters. Intended acts; sabotage, disgruntled employees, etc. Loss of competence, key personnel. Legal circumstances, associated for instance, with defective contracts and liability insurance.For an enterprise to become successful in its implementation of risk management, top management needs to be involved, and activities must be put into effect on many levels. Some important points to ensure success are: the establishment of a strategyfor risk management, i.e., the principles of how the enterprise defines and implements risk management. Should one simply follow the regulatory requirements (minimal requirements), or should one be the “best in the class”? The establishment of a risk management process for the enterprise, i.e. formal processes and routines that the enterprise is to follow. The establishment of management structures, with roles and responsibilities, such that the risk analysis process becomes integrated into the organization. The implementation of analyses and support systems, such as risk analysis tools, recording systems for occurrences of various types of events, etc. The communication, training, and development of a risk management culture, so that the competence, understanding, and motivation level within the organization is enhanced. Given the above fundamentals of risk management, the next step is to develop principles and a methodology that can be used in practical decision-making. This is not, however, straightforward. There are a number of challenges and here we address some of these: establishing an informative risk picture for the various decision alternatives, using this risk picture in a decision-making context. Establishing an informative risk picture means identifying appropriate risk indices and assessments of uncertainties. Using the risk picture in a decision making context means the definition and application of risk acceptance criteria, cost benefit analyses and the ALARP principle, which states that risk should be reduced to a level which is as low as is reasonably practicable.It is common to define and describe risks in terms of probabilities and expected values. This has, however, been challenged, since the probabilities and expected values can camouflage uncertainties; the assigned probabilities are conditional on a number of assumptions and suppositions, and they depend on the background knowledge. Uncertainties are often hidden in this background knowledge, and restricting attention to the assigned probabilities can camouflage factors that could produce surprising outcomes. By jumping directly into probabilities, important uncertainty aspects are easily truncated, and potential surprises may be left unconsidered.Let us, as an example, consider the risks, seen through the eyes of a risk analystin the 1970s, associated with future health problems for divers working on offshore petroleum projects. The analyst assigns a value to the probability that a diver would experience health problems (properly defined) during the coming 30 years due to the diving activities. Let us assume that a value of 1 % was assigned, a number based on the knowledge available at that time. There are no strong indications that the divers will experience health problems, but we know today that these probabilities led to poor predictions. Many divers have experienced severe health problems (Avon and Vine, 2007). By restricting risk to the probability assignments alone, important aspects of uncertainty and risk are hidden. There is a lack of understanding about the underlying phenomena, but the probability assignments alone are not able to fully describe this status.Several risk perspectives and definitions have been proposed in line with this realization. For example, Avon (2007a, 2008a) defines risk as the two-dimensional combination of events/consequences and associated uncertainties (will the events occur, what the consequences will be). A closely related perspective is suggested by Avon and Renan (2008a), who define risk associated with an activity as uncertainty about and severity of the consequences of the activity, where severity refers to intensity, size, extension, scope and other potential measures of magnitude with respect to something that humans value (lives, the environment, money, etc.). Losses and gains, expressed for example in monetary terms or as the number of fatalities, are ways of defining the severity of the consequences. See also Avon and Christensen (2005).In the case of large uncertainties, risk assessments can support decision-making, but other principles, measures, and instruments are also required, such as the cautionary/precautionary principles as well as robustness and resilience strategies. An informative decision basis is needed, but it should be far more nuanced than can be obtained by a probabilistic analysis alone. This has been stressed by many researchers, e.g. Apostolicism (1990) and Apostolicism and Lemon (2005): qualitative risk analysis (QRA) results are never the sole basis for decision-making. Safety- and security-related decision-making is risk-informed, not risk-based. This conclusion isnot, however, justified merely by referring to the need for addressing uncertainties beyond probabilities and expected values. The main issue here is the fact that risks need to be balanced with other concerns.When various solutions and measures are to be compared and a decision is to be made, the analysis and assessments that have been conducted provide a basis for such a decision. In many cases, established design principles and standards provide clear guidance. Compliance with such principles and standards must be among the first reference points when assessing risks. It is common thinking that risk management processes, and especially ALARP processes, require formal guidelines or criteria (e.g., risk acceptance criteria and cost-effectiveness indices) to simplify the decision-making. Care must; however, be shown when using this type of formal decision-making criteria, as they easily result in a mechanization of the decision-making process. Such mechanization is unfortunate because: Decision-making criteria based on risk-related numbers alone (probabilities and expected values) do not capture all the aspects of risk, costs, and benefits, no method has a precision that justifies a mechanical decision based on whether the result is over or below a numerical criterion. It is a managerial responsibility to make decisions under uncertainty, and management should be aware of the relevant risks and uncertainties.Apostolicism and Lemon (2005) adopt a pragmatic approach to risk analysis and risk management, acknowledging the difficulties of determining the probabilities of an attack. Ideally, they would like to implement a risk-informed procedure, based on expected values. However, since such an approach would require the use of probabilities that have not been “rigorously derived”, they see themselves forced to resort to a more pragmatic approach.This is one possible approach when facing problems of large uncertainties. The risk analyses simply do not provide a sufficiently solid basis for the decision-making process. We argue along the same lines. There is a need for a management review and judgment process. It is necessary to see beyond the computed risk picture in the form of the probabilities and expected values. Traditional quantitative risk analyses fail inthis respect. We acknowledge the need for analyzing risk, but question the value added by performing traditional quantitative risk analyses in the case of large uncertainties. The arbitrariness in the numbers produced can be significant, due to the uncertainties in the estimates or as a result of the uncertainty assessments being strongly dependent on the analysts.It should be acknowledged that risk cannot be accurately expressed using probabilities and expected values. A quantitative risk analysis is in many cases better replaced by a more qualitative approach, as shown in the examples above; an approach which may be referred to as a semi-quantitative approach. Quantifying risk using risk indices such as the expected number of fatalities gives an impression that risk can be expressed in a very precise way. However, in most cases, the arbitrariness is large. In a semi-quantitative approach this is acknowledged by providing a more nuanced risk picture, which includes factors that can cause “surprises” relative to the probabilities and the expected values. Quantification often requires strong simplifications and assumptions and, as a result, important factors could be ignored or given too little (or too much) weight. In a qualitative or semi-quantitative analysis, a more comprehensive risk picture can be established, taking into account underlying factors influencing risk. In contrast to the prevailing use of quantitative risk analyses, the precision level of the risk description is in line with the accuracy of the risk analysis tools. In addition, risk quantification is very resource demanding. One needs to ask whether the resources are used in the best way. We conclude that in many cases more is gained by opening up the way to a broader, more qualitative approach, which allows for considerations beyond the probabilities and expected values.The traditional quantitative risk assessments as seen for example in the nuclear and the oil & gas industries provide a rather narrow risk picture, through calculated probabilities and expected values, and we conclude that this approach should be used with care for problems with large uncertainties. Alternative approaches highlighting the qualitative aspects are more appropriate in such cases. A broad risk description is required. This is also the case in the normative ambiguity situations, as the risk characterizations provide a basis for the risk evaluation processes. The main concernis the value judgments, but they should be supported by solid scientific assessments, showing a broad risk picture. If one tries to demonstrate that it is rational to accept risk, on a scientific basis, too narrow an approach to risk has been adopted. Recognizing uncertainty as a main component of risk is essential to successfully implement risk management, for cases of large uncertainties and normative ambiguity.A risk description should cover computed probabilities and expected values, as well as: Sensitivities showing how the risk indices depend on the background knowledge (assumptions and suppositions); Uncertainty assessments; Description of the background knowledge, including models and data used.The uncertainty assessments should not be restricted to standard probabilistic analysis, as this analysis could hide important uncertainty factors. The search for quantitative, explicit approaches for expressing the uncertainties, even beyond the subjective probabilities, may seem to be a possible way forward. However, such an approach is not recommended. Trying to be precise and to accurately express what is extremely uncertain does not make sense. Instead we recommend a more open qualitative approach to reveal such uncertainties. Some might consider this to be less attractive from a methodological and scientific point of view. Perhaps it is, but it would be more suited for solving the problem at hand, which is about the analysis and management of risk and uncertainties.Source: Terje Aven. 2010. “Risk Management”. Risk in Technological Systems, Oct, p175-198.二、翻译文章译文：风险管理本章回顾和讨论风险管理的基本问题和原则，包括：风险可接受性（耐受性）、风险削减和安全风险管理原则、警示和预防原则，并提出了一个研究案例，说明在实际管理环境中这些问题和原则的重要性。

项目风险管理的目标

项目风险管理的目标英文回答：The goal of project risk management is to identify, assess, and mitigate potential risks that could impact the successful completion of a project. By proactively managing risks, project managers can increase the likelihood of meeting project objectives within the constraints of time, cost, and quality.One key objective of project risk management is to anticipate and prevent potential issues before they arise. For example, during the planning phase of a construction project, a risk assessment may reveal that there is a high probability of delays due to inclement weather. By identifying this risk early on, the project team can develop contingency plans, such as scheduling additional work during periods of good weather, to mitigate the impact of potential delays.Another goal of project risk management is to minimize the impact of risks that do materialize. For instance, if a key team member unexpectedly resigns during the execution phase of a project, the project manager can quickly assess the impact on project timelines and deliverables. By having a plan in place to address such risks, the project team can adapt and respond effectively to minimize disruptions and keep the project on track.In addition, project risk management aims to optimize opportunities that may arise during the course of a project. By actively seeking out and capitalizing on positive risks, such as the chance to secure additional funding or resources, project managers can enhance project outcomesand deliver greater value to stakeholders.Overall, the ultimate goal of project risk managementis to increase the likelihood of project success by proactively identifying, assessing, and responding to risks throughout the project lifecycle.中文回答：项目风险管理的目标是识别、评估和减轻可能影响项目成功完成的潜在风险。

项目管理术语中英文对照

项目管理术语中英文对照●MANAGEMENT OF TIME ANDCOST 时间与成本管理●Introduction and Theory 简介与理论●Planning and Scheduling 制定计划和进度●Cost Control and Value Analysis 成本控制与价值分析●Variability and Risk Management 变化因素与风险管理●Introduction and Theory 内容简介与理论●objectives 目标Management theoryevolution. 管理理论及其发展●Project Management definitions. 项目管理的定义●Stakeholders；client and project team. 资金保管者；代理人和项目小组●Financial management in projects. 项目中的财务管理●Network Analysis 网络分析●Resource Management 资源管理●Resourcing project 项目的资源●Supply chain and projects Logistics. 供应链和后勤工作●Resource allocation and smoothing 资源的调配Investment appraisal 投资评估●Budgeting control 成本控制●Cash flow forecasting 现金流量预测●Earned Value analysis 增值分析●Management accounts 管理记录●Risk Management 风险管理●Risk analysis 风险分析●Time and cost 时间和成本●Contingency management 意外事件管理●Perception and attitudes 观察和态度●Experience 工作经历Methodology 方法论organisation 组织学Sessions 研讨●The fundamental principles of projectmanagement 项目管理基础理论●Project Management definitions 项目管理定义Forecasting 预测Estimating 评估Programming 规划Planning 制定计划Control 控制●Contracto合同MANAGEMENT OF TIMEAND COST 时间与成本管理●Introduction and Theory 内容简介与理论●Planning and Scheduling 制定计划和进度●Resource Management and FinancialManagement 资源和财务管理●Cost Control and Value Analysis 成本控制与价值分析●Introduction to the course;objectives. 课程简介及目标●Management theory;evolution. 管理理论及其发展●Project Management;definitions. 项目管理的定义●Industrial scheduling 工业进度●Resource Management and FinancialManagement 资源管理与财务管理●Supply chain and projects Logistics.供应链和后勤工作●Resource allocation and smoothing 资源的调配●Investment appraisal 投资评估●Budgeting control 成本控制●Cash flow forecasting 现金流预测●Earned Value analysis 已增价值分析●Management accounts 管理记录Variability and Risk Management 变量和风险分析Variability in resources 资源中的变量●lntroduction of the tutor 讲师介绍●Management theory 管理理论Evolutionof management thinking in the UK英国项目管理发展●The basic principles for managing aprocess based organization;Fayol. 管理组织中进程基本原理；Fayol. Introduction ofproject based management 项目管理简介●Stakeholders in project management 项目管理中的资金持有者●Sponsor 赞助人Champion 竞争者Client代理人Customer 客户Contractor 合同Sub-contractors 子合同Suppliers 供货商●Financial management; trading andbalance sheet 财务管理;贸易平衡表。

项目风险管理英文

项目风险管理英文High quality manuscripts are welcome to downloadRisk Management Planfor<project><author><date><version>Table of Contents ...................................Revision History ....................................Purpose .............................................Roles and Responsibilities ..........................Risk Documentation ..................................Activities ..........................................Schedule for Risk Management Activities .............Risk Management Budget ..............................Risk Management Tools ...............................Appendix. Sample Risk Documentation Form ............<author> draft1initial draftThis document describes how we will perform the job of managing risks for <project>. It defines roles and responsibilities for participants in the risk processes, the risk management activities that will be carried out, the schedule and budget for risk management activities, and any tools and techniques that will be used.The Project Manager will assign a Risk Officer to the project, and identify this individual on the project’s organization chart. The Project Manager and other members of the Project Management team <list names or roles> shall meet <state frequency; biweekly suggested o review the status of all risk mitigation efforts, review the exposure assessments for any new risk items, and redefine the project's Top Ten Risk List.and authority:<describe what the risk officer will do; might include coordinating risk identification and analysis activities, maintaining the project’s risk list, notifying project management of new risk items, reporting risk resolution status to management; the Risk Officer should normally not be the Project Manager.>The Risk Officer will assign each newly identified risk to a project member, who will assess the exposure and probability for the risk factor and report the results of that analysis back to the Risk Officer. Assigned project members are also responsible for performing the steps of the mitigation plan and reporting progress to the Risk Officer biweekly.The risk factors identified and managed for this projectwill be accumulated in a risk list, which is located<state where risk list is located; could be an appendix to this plan, or in a separate document, or in a database or tool somewhere>. The ten risk items that currentlyhave the highest estimated risk exposure are referred toas the project’s Top Ten Risk List.The following information will be stored for each project risk: <list and define risk data items. Some suggestions: Risk ID, classification, description, probability, impact, risk exposure, first indicator that risk is becoming a problem, mitigation approaches, owner, date due, contingency plan, contingency plan trigger>A risk item can be considered closed when it meets the following criteria: <example: the planned mitigationactions have been completed and the estimated risk exposure of probability times impact is less than 2><State the techniques that will be used to identify risk factors at the beginning of the project and on an on-going basis. This may involve a formal risk assessment workshop, a brainstorming session, interviews at the beginning of each life cycle phase, or use of an anonymous form available from the project’s web site for submitting risk factors. Describe any consolidated lists of risk items that will be used to <state who is involved in identifying project risks>identify candidate risks for this project.>The Risk Officer will assign eachrisk factor to an individual project member, who will estimate the probability the risk could become a problem (scale of and the impact if it does (either relative scale of 1- 10, or units of dollars or schedule days, as indicated by the Risk Officer).The individual analyzed risk factors are collected, reviewed, and adjusted if necessary. The list of riskfactors is sorted by descending risk Assigned Project MemberRisk Officerexposure (probability times impact).<If the project planning activitieswill incorporate schedule or budgetcontingencies based on risk analysis,describe the process of estimatingsuch contingencies and communicatingthe information to the ProjectManager or building thosecontingencies into the projectschedule here.>The top ten risks, or those riskRisk Officer factors having an estimated exposuregreater than <state exposurethreshold> are assigned to individualproject members for development andexecution of a risk mitigation plan.<Or, a group brainstorming session is used to define mitigation plans for individual risk items and to assign responsibility to individuals.>For each assigned risk factor, recommend actions that will reduce either the probability of the risk materializing into a problem, or the severity of the exposure if it does. Return the mitigation plan to the Risk Officer.The mitigation plans for assignedrisk items are collated into a single list. The completed Top Ten Risk List is created and made publiclyavailable on the project’s intranet web site. Project Members Risk OfficerEach individual who is responsible for executing a risk mitigation plan carries out the mitigation activities.Assigned Individual<Describe the methods and metrics for Risk Officer tracking the project’s risk statusover time, and the way risk statuswill be reported to management.>The status and effectiveness of each mitigation action is reported to the Risk Officer every two weeks.The probability and impact for each risk item is reevaluated and modified if appropriate. Assigned IndividualRisk OfficerIf any new risk items have been Risk Officer identified, they are analyzed as werethe items on the original risk listand added to the risk list.The Top Ten Risk List is regenerated Risk Officer based on the updated probability andimpact for each remaining risk.Any risk factors for which mitigation Risk Officer actions are not being effectivelycarried out, or whose risk exposureis rising, may be escalated to anappropriate level of management forvisibility and action.<If the project will be storing Risk Officer lessons learned about mitigation ofspecific risks in a database,describe that database and processhere and indicate the timing ofentering risk-related lessons intothe database.>A risk workshop will be held on approximately <date>.The prioritized risk list will be completed and madeavailable to the project team by approximately <date>.The risk management plan, with mitigation, avoidance,or prevention strategies for the top ten risk items,will be completed by approximately <date>.The Risk Management Plan and initial Top Ten Risk Listwill be reviewed and approved by the Project Manager onapproximately <date>.success will be revisited as part of the gate exit criteria for each life cycle phase. The risk management plan will be updated at that time. <If the project is tracking cumulative risk exposure, that will be updated and reviewed during at this time, also.><Describe the budget available for managing theproject’s risks>.<Describe any tools that will be used to store risk information, evaluate risks, track status of risk items, or generate reports or charts depicting risk managementactivity and status. If specific questionnaires ordatabases will be used during risk identification,describe them here. If lessons learned about controllingthe risk items will be stored in a database for referenceby future projects, describe that database here.><sequence <risk <date this number> category, ., from SEI risk report was lasttaxonomy> updated><Describe each risk in the form “condition –consequence”.><What’s <What’the likelihood of this damage if the risk <Multiply Probabilityrisk becoming a does become a problem> times Loss to estimate problem> the risk exposure.><Describe the earliest indicator or trigger conditionthat might indicate that the risk is turning into a problem.><State one or more approaches to control, avoid, minimize, or otherwise mitigate the risk. Mitigation approaches may reduce the probability or the impact.><State the date the mitigation plan implementation was begun.><Assign each<State a date by which risk mitigation action the mitigation plan is to an individual for to be implemented.> resolution.><Describe the status and effectiveness of the risk mitigation actions as of the date of this report.><Describe the actions that will be taken to deal with the situation if this risk factor actually becomes a problem.><State the conditions under which the contingency plan will begin to be implemented.>。

第七讲项目风险管理

f (threat insurance chance)
Project risk management

Project risk management is the art and science of identifying, analyzing, and responding to risk throughout the life of a project and in the best interest of meeting the project objectives
风险优先级和整合
风险分析
可能性与影响
组织和培训
风险应对
论证后的风险应对计划最佳实施方法风险应对工具最佳选择
制定风险应对战略
风险应对手段的选择和分析
实施风险应对计划
风险监控和报告
修订最高风险的报告
状态报告
其他步骤的反馈
风险监控
Risk management planning
1.
2.
3.
Risk categories: what are the main categories of risks that should be addressed on this project? Is there a risk breakdown structure for the project? Risk probability and impact: how will the probabilities and impacts of risk items be assessed? What scoring and interpretation methods will be used for the qualitative and quantitative analysis of risks Risk documenting: what reporting formats and process will be used for risk management activities.

项目风险管理

风险大小
项目管理培训
项目风险管理
项目风险管理
“Risk is Salt and Sugar of Life”
基础篇
风险的概念
风险管理是人们对潜在的意外损失进行规划、识别、估计、评价、应对和监控的过程，它是对项目目标的主动控制。风险管理是项目管理的重要组成部分，它贯穿于项目生命周期的始终，了解和掌握项目风险的来源、性质和发生规律，强化风险意识，进行有效的风险管理对项目的成功具有重要意义。
项目风险管理的适用范围
• 按项目性质角度，对具备下列特征的项目尤其应该进行风险管理： • 创新多、使用新技术多的项目； • 预研不充分，不定因素多的项目； • 项目目标没有最终确定的项目； • 投资数额大的项目； • 边设计、边施工、边科研的项目； • 合作关系复杂的项目； • 受多种因素制约和受业主严格要求的项目； • 具有重要政治、军事、经济、社会意义的项目； • 国家行为的项目。
风险的特征
• • • • 客观性普遍性偶然性可变性
项目风险产生的原因
1、项目的未来性 2、项目的复杂性
3、项目环境的变化
4、项目中人的因素
现代项目风险产生的原因
1、生产极度复杂的产品
2、依赖多种数据来源
3、采用功能交叉的方法 4、项目管理与企业战略的紧密结合
5、产品从概念到市场的时间缩短
风险的概念
项目风险管理（Project Risk Management）是现代管理科学的重要分支，是一门新兴的经济管理科学，是在经济学、管理学、行为科学、运筹学、概率统计、计算机科学、系统论、控制论、信息论等学科和现代工程技术的基础上，结合社会发展和科技进步而逐渐形成的边缘性学科。项目风险管理问题起源于第一次世界大战中战败的德国，20世纪30年代在美国得到了发展，50年代以来受到了欧美各国的普遍重视和广泛应用，特别是20世纪80年代以来，高新技术的快速发展，世界经济的全球化，一方面，项目风险管理的研究逐步向系统化、专业化的方向发展，另一方面，项目风险管理的范围和应用领域不断扩展，特别在工程领域、金融领域得到了高度重视和快速发展。在我国，随着改革开放的不断深化和社会主义市场经济体制的逐步建立，项目管理环境发生了根本性变化，项目风险显著提高，项目管理模式的广泛应用，项目招投标制、项目业主责任制和风险投资机制的逐步推行，以及国际保险市场的局限性和我国保险市场发展的相对滞后，都要求各项目组织加强自身的风险管理。而我国目前对项目风险管理的研究仍是一个薄弱环节，风险意识不强，风险管理机制不健全，殛待加强项目风险管理研究。因此，项目风险管理的研究、培训及推广对促进我国经济稳定、持续

项目风险管理英文

项目风险管理英文文档编制序号：[KK8UY-LL9IO69-TTO6M3-MTOL89-FTT688]Risk Management Planfor<project><author><date><version>Table of ContentsTable of Contents (ii)Revision History (ii)Purpose (1)Roles and Responsibilities (1)Risk Documentation (1)Activities (2)Schedule for Risk Management Activities (3)Risk Management Budget (4)Risk Management Tools (4)Appendix. Sample Risk Documentation Form (4)Revision HistoryPurposeThis document describes how we will perform the job ofmanaging risks for <project>. It defines roles andresponsibilities for participants in the risk processes,the risk management activities that will be carried out,the schedule and budget for risk management activities,and any tools and techniques that will be used.Roles and ResponsibilitiesProject Manager The Project Manager will assign a Risk Officer to the project, and identify this individual on the project’s organization chart. The Project Manager and other members of the Project Management team <list names or roles>shall meet <state frequency; biweekly suggested> to review the status of all risk mitigation efforts, review the exposure assessments for any new risk items, and redefine the project's Top Ten Risk List.Risk Officer The Risk Officer has the following responsibilities and authority:<describe what the risk officer will do; might includecoordinating risk identification and analysis activities,maintaining the project’s risk list, notifying projectmanagement of new risk items, reporting risk resolutionstatus to management; the Risk Officer should normallynot be the Project Manager.>Project Member Assigned a Risk The Risk Officer will assign each newly identified risk to a project member, who will assess the exposure and probability for the risk factor and report the results of that analysis back to the Risk Officer. Assigned project members are also responsible for performing the steps of the mitigation plan and reporting progress to the Risk Officer biweekly.Risk DocumentationRisk List The risk factors identified and managed for this project will be accumulated in a risk list, which is located<state where risk list is located; could be an appendixto this plan, or in a separate document, or in a databaseor tool somewhere>. The ten risk items that currentlyhave the highest estimated risk exposure are referred toas the project’s Top Ten Risk List.Risk Data Items The following information will be stored for each project risk: <list and define risk data items. Some suggestions: Risk ID, classification, description, probability, impact, risk exposure, first indicator that risk is becoming a problem, mitigation approaches, owner, date due, contingency plan, contingency plan trigger>Closing Risks A risk item can be considered closed when it meets the following criteria: <example: the planned mitigationactions have been completed and the estimated riskexposure of probability times impact is less than 2>ActivitiesIdentificationRisk Analysis andPrioritizationRisk ManagementPlanningResolutionRiskMonitoringLearnedSchedule for Risk Management ActivitiesRiskIdentificationA risk workshop will be held on approximately <date>.Risk List The prioritized risk list will be completed and made available to the project team by approximately <date>.Risk Management Plan The risk management plan, with mitigation, avoidance, or prevention strategies for the top ten risk items, will be completed by approximately <date>.Risk Review The Risk Management Plan and initial Top Ten Risk List will be reviewed and approved by the Project Manager onapproximately <date>.Risk Tracking The status of risk management activities and mitigation success will be revisited as part of the gate exitcriteria for each life cycle phase. The risk managementplan will be updated at that time. <If the project istracking cumulative risk exposure, that will be updatedand reviewed during at this time, also.>Risk Management Budget<Describe the budget available for managing theproject’s risks>.Risk Management Tools<Describe any tools that will be used to store riskinformation, evaluate risks, track status of risk items,or generate reports or charts depicting risk managementactivity and status. If specific questionnaires ordatabases will be used during risk identification,describe them here. If lessons learned about controllingthe risk items will be stored in a database for referenceby future projects, describe that database here.>Appendix. Sample Risk Documentation Form。

项目风险管理外文文献

PROJECT RISK MANAGEMENT : FUTURE DEVELOPMENTSDr David HillsonManager of Consultancy, PMP Services Limited7 Amersham Hill, High Wycombe, Bucks HP13 6NS, UK ABSTRACTProject risk management has been recognised for some time as a formal discipline in its own right, and there is growing consensus on the elements which comprise best practice. However the project risk management field has not fully matured and there are a number of areas requiring further development. This paper presents the author’s perceptions on the directions in which project risk management might develop in the short to medium term, comprising five key areas. These are : organisational bench-marking using maturity model concepts; integration of risk management with overall project management and corporate culture; increased depth of analysis and breadth of application; inclusion of behavioural aspects in the risk process; and development of a body of evidence to justify and support use of risk management. INTRODUCTIONRisk management within projects has developed in recent years into an accepted discipline, with its own language, techniques and tools. Most textbooks in project management now include sections on risk management, and there is a growing library of reference texts specifically devoted to the subject in its own right. The value of a proactive formal structured approach to managing uncertainty has been widely recognised, and many organisations are seeking to introduce risk processes in order to gain the promised benefits.It appears that project risk management is a mature discipline, yet it is still developing. Many risk practitioners would agree that risk management has not yet peaked, and that there is some way to go before its full potential as a management support tool is realised. A number of initiatives are under way to extend the boundaries of the subject, and there is a danger that risk management could dissipate and lose coherence if some sense of overall direction is not maintained. This paper presents five areas where the author perceives a need for active development, and which are proposed as an agenda for change in the short to medium term, covering the next three to five years.THE CURRENT SITUATIONBefore detailing areas for possible development, it is helpful to survey the current position of project risk management. This draws on the author’s experience as Chairman of the Risk Specific Interest Group (SIG) for the UK Association for Project Management (APM), his involvement with the Risk SIG of the US Project Management Institute (PMI), his position as a risk practitioner in the UK and Europe, and his view of current developments in the field as Editor of this journal.Use of formal risk management techniques to manage uncertainty in projects is widespread across many industries, and there are few sectors where it is completely absent. In many areas its use is mandatory or required by client organisations, including defence, construction, IT, offshore and nuclear industries. Other sectors are recognising the potential of risk management as a management support tool and are beginning to implement risk processes within their own projects. In the UK, various government departments are implementing risk management on projects, notably the Ministry of Defence (MoD)1, and departments with IT projects which use PRINCE2 or PRINCE2 3 guidelines developed by the CCTA.Risk processes have been applied to all stages of the project lifecycle, from conception, feasibility and design, through development into implementation, operations and disposal. The contribution which risk management can make at each lifecycle stage is different, but is nevertheless recognised as important.Despite this apparent widespread take up of project risk management across business at large, the extent to which risk processes are actually applied is somewhat variable. Many organisations adopt a minimalist approach, doing only what is necessary to meet mandatory requirements, or going through the motions of a risk process with no commitment to use the results to influence current or future strategy.A significant aspect of the project risk management field is the extent of current infrastructure support available. There is a growing academic base for the subject, and risk management is included in a variety of undergraduate courses. In addition, several MSc degrees in risk management exist, and the body of research in the topic is growing. This has led to a broad risk literature, including both textbooks and journals.A number of standards and guidelines have also been published which include aspects of project risk management to varying degrees4-12, although there is no internationally accepted risk standard at the time of writing. The discipline is supported by several professional bodies, including the UK Institute of Risk Management13 (whose remit is broader than just the project risk field), and project management bodies such as the UK APM14 and the US PMI15 (both with dedicated SIGs for project risk management). Software vendors have also provided a range of tools to support the risk process, and a growing number of consultancies offer project risk management support to clients.One important feature is the consensus on current best practice within project risk management. The APM Risk SIG is recognised within the UK as representing the centre of excellence for the subject within the UK, and internationally the leading position of the UK in project risk management is also widely accepted. A recent publication from the APM (the “Project Risk Analysis & Management (PRAM) Guide”16) has captured the elements of current best practice as perceived by the Risk SIG, and this has been expanded and expounded elsewhere17. This covers high level principles in the form of a prototype standard for risk management, and presents a generic process. The PRAM Guide also deals with organisational issues (roles and responsibilities), psychological aspects (attitudes and behaviour), benefits and shortfalls, techniques, and implementation issues, presenting a comprehensive compilation of current practice. Other best practice documents also exist, although not with such broad coverage18,19.AREAS FOR FUTURE DEVELOPMENTThe current situation in project risk management outlined above represents a position where there is broad consensus on the fundamentals, with a mature and agreed process, supported by a comprehensive infrastructure. The core elements of project risk management are in place, and many organisations are reaping the benefits of implementing risk processes within their projects and wider business, despite the variable depth of application. There are however a number of areas where the discipline needs to develop in order to build on the foundation which currently exists. It is this author’s belief that development of the following five areas would greatly enhance the effectiveness of project risk management :• organisational bench-marking using maturity model concepts• integration of risk management with overall project management and corporate culture• increased depth of analysis and breadth of application• inclusion of behavioural aspects in the risk process• development of a body of evidence to justify and support use of risk management Each of these areas is discussed in turn below, outlining how project risk management might benefit from their inclusion.ORGANISATIONAL BENCHMARKINGAn increasing number of organisations wish to reap the benefits of proactive management of uncertainty in their projects by developing or improving in-house project risk management processes. It is however important for the organisation to be able to determine whether its risk processes are adequate, using agreed measures to compare its management of risk with best practice or against its competitors. As with any change programme, benchmarks and maturity models can play an important part in the process by defining a structured route to improvement.The Risk Maturity Model (RMM)20,21 was developed as a benchmark for organisational risk capability, describing four increasing levels, with recognisable stages along the way against which organisations can benchmark themselves. The various levels can be summarised as follows :• The Naïve risk organisation (RMM Level 1) is unaware of the need for management of risk, and has no structured approach to dealing with uncertainty.Management processes are repetitive and reactive, with little or no attempt to learn from the past or to prepare for future threats or uncertainties.• At RMM Level 2, the Novice risk organisation has begun to experiment with risk management, usually through a small number of nominated individuals, but has no formal or structured generic processes in place. Although aware of the potential benefits of managing risk, the Novice organisation has not effectively implemented risk processes and is not gaining the full benefits.• The level to which most organisations aspire when setting targets for management of risk is captured in RMM Level 3, the Normalised risk organisation. At this level, management of risk is built into routine business processes and riskmanagement is implemented on most or all projects. Generic risk processes are formalised and widespread, and the benefits are understood at all levels of the organisation, although they may not be fully achieved in all cases.• Many organisations would probably be happy to remain at Level 3, but the RMM defines a further level of maturity in risk processes, termed the Natural risk organisation (Level 4). Here the organisation has a risk-aware culture, with a proactive approach to risk management in all aspects of the business. Risk information is actively used to improve business processes and gain competitive advantage. Risk processes are used to manage opportunities as well as potential negative impacts.Each RMM level is further defined in terms of four attributes, namely culture, process, experience and application. These allow an organisation to assess its current risk processes against agreed criteria, set realistic targets for improvement, and measure progress towards enhanced risk capability.Since its original publication20, the RMM has been used by several major organisations to benchmark their risk processes, and there has been considerable interest in it as a means of assisting organisations to introduce effective project risk management. Other professional bodies are expressing interest in development of benchmarks for risk management based on the principles of maturity models22,23, and this seems likely to become an important area for future development.INTEGRATION OF RISK MANAGEMENTProject risk management is often perceived as a specialist activity undertaken by experts using dedicated tools and techniques. In order to allow project teams and the overall organisation to gain the full benefits from implementing the risk process, it is important that risk management should become fully integrated into both the management of projects and into the organisational culture. Without such integration, there is a danger that the results of risk management may not be used appropriately (or at all), and that project and business strategy may not take proper account of any risk assessment.At the project level, integration of risk management is required at three points.• The first and arguably most important is a cultural issue. The project culture must recognise the existence of uncertainty as an inherent part of undertaking projects.The nature of projects is to introduce change in order to deliver business benefits.Any endeavour involving change necessarily faces risk, as the future state to be delivered by the project differs from the status quo, and the route between the two is bound to be uncertain. Indeed there may be a direct relationship between the degree of risk taken during a project and the value of the benefits which it can deliver to the business (the “risk-reward” ratio). It is therefore important for the project culture to accept uncertainty and to take account of risk at every stage. The existence of risk and the need to manage it proactively within projects should not be a surprise.• Secondly, risk management must become fully integrated into the processes of project management. Techniques for project definition, planning, resourcing, estimating, team-building, motivation, cost control, progress monitoring,reporting, change management and close-out should all take explicit account of risk management. It is often the case that risk management is seen as an optional additional activity, to be fitted into the project process if possible. The future of effective risk management depends on developing project processes which naturally include dealing with risk.• Thirdly, risk tools must integrate seamlessly with tools used to support project processes. Too often differing data formats result in a discontinuity between the two, leading to difficulty in using risk outputs directly within project tools. It should not be necessary to use a specialist toolset for risk management, with import/export routines required to translate risk data into project management tools. At the practical level this would go a long way towards improving the acceptability and usefulness of risk management to project teams.In addition to these tactical-level integration issues, there is a broader need to develop strategic risk-based thinking within organisational culture. The denial of risk at senior management levels is a common experience for many project managers, and this can dilute or negate much of the value of implementing risk management in projects, if decision-makers at a higher level do not properly take account of risk. This author contends that there is a need for a cultural revolution similar to the Total Quality Management (TQM) phenomenon, if the required degree of organisational culture change is to be achieved. As with quality, risk management must be seen as an integral part of doing business, and must become “built-in not bolt-on”, a natural feature of all project and business processes, rather than being conducted as an optional additional activity.Such a development might be termed Total Risk Management (TRM), requiring a change in attitudes to “think risk”, accepting the existence of uncertainty in all human endeavours, adopting a proactive approach to its management, using a structured process to deal with risk (for example identify, assess, plan, manage), with individuals taking responsibility for identifying and managing risks within their own areas of influence. Clearly the implications of a TRM movement could be far-reaching, and further work is required in this area to define and promulgate the principles and practice of TRM, drawing on the previous experiences of TQM practitioners.INCREASED DEPTH AND BREADTHThere is general consensus about the risk management process as it is currently applied within projects, covering the techniques available for the various stages and the way in which risk data is used. Further development is however required to improve the effectiveness of risk techniques, both in their degree of operation and functionality, and in the scope of the situations where they are applied. These two dimensions of improvement are termed depth of analysis and breadth of application. The current level of risk analysis is often shallow, largely driven by the capabilities of the available tools and techniques. Qualitative assessments concentrate on probabilities and impacts, with descriptions of various parameters to allow risks to be understood in sufficient detail that they can be managed effectively. Quantitative analysis focuses on project time and cost, with a few techniques (such as Monte Carlo simulation or decision trees) being used almost exclusively. There are a number ofways in which this situation could be improved, leading to an increased depth of analysis :• Development of better tools and techniques, with improved functionality, better attention to the user interface, and addressing issues of integration with other parts of the project toolset.• Use of advanced information technology capabilities to enable effective knowledge management and learning from experience. For example it may prove possible to utilise existing or imminent developments in artificial intelligence, expert systems or knowledge-based systems to permit new types of analysis of risk data, exposing hitherto unavailable information from the existing data set (see for example references 24 and 25).• Development of existing techniques from other disciplines for application within the risk arena. Risk analysis for projects could be undertaken via methods currently used within such diverse areas as system dynamics, safety and hazard analysis, integrated logistic support (ILS), financial trading etc. Tailoring of such methods for risk analysis may be a cost-effective means of developing new approaches without the need for significant new work.The scope of project risk management as currently practised is fairly limited, tending to concentrate on risks with potential impact on project timescales and cost targets. While time and cost within projects are undeniably important, there are a number of other areas of interest which should be covered by the risk process. The breadth of application could be enhanced in the following ways :• Risk impacts should be considered using other measures than project time and cost, and should include all elements of project objectives such as performance, quality, compliance, environmental or regulatory etc. The inclusion of “soft”objectives such as human factors issues might also be incorporated, as it is often the people aspects which are most important in determining project success or failure. In addition, the impact of risks should be assessed against the business benefits which the project is intended to deliver.• The scope of risk processes should be expanded beyond projects into both programme risk management (addressing threats to portfolios of projects, considering inter-project issues) and business risk assessment (taking account of business drivers). While there are existing initiatives in both of these areas26,27, there is value in moving out from project risk assessment into these areas in a bottom-up manner, to ensure consistency and coherence.BEHAVIOURAL ASPECTSThere is general agreement on the importance of human behaviour in determining project performance28. This however is not usually translated into any formal mechanism for addressing human factors in project processes, including risk management. Future developments of project risk management must take more account of these issues, both in generating input data for the risk process, and in interpreting outputs.Considerable work has been done on the area of heuristics29, to identify the unconscious rules used when making judgements under conditions of uncertainty. There is however less insight into risk attitudes and their effect on the validity of the risk process. If risk management is to retain any credibility, this aspect must be addressed and made a routine part of the risk process. A reliable means of measuring risk attitudes needs to be developed, which can be administered routinely as part of a risk assessment in order to identify potential bias among participants. Accepted norms for risk attitudes could be defined, allowing individuals to be assessed and placed on a spectrum of risk attitude, perhaps ranging from risk-averse through risk-neutral to risk-tolerant and risk-seeking. Once potential systematic bias has been identified it can then be countered, leading to more reliable results and safe conclusions. The impact of risk attitude on perception of uncertainty should be explored to allow the effects to be eliminated.A further result of the inclusion of a formal assessment of behavioural characteristics in the risk process would be the ability to build risk-balanced teams. This would permit intelligent inclusion of people with a range of risk attitudes in order to meet the varying demands of a project environment. For example, it is clearly important for a project team to include people who are comfortable with taking risks, since projects are inherently concerned with uncertainty. It is however also important that these people are recognised and that their risk-taking tendency should be balanced by others who are more conservative and safety-conscious, in order to ensure that risks are only taken where appropriate.Work is in progress in this area30,31, but it is important that this should be fully integrated into mainstream project risk management, rather than remaining a specialist interest of psychologists and behavioural scientists. The standard risk process must take full account of all aspects of human behaviour if it is to command any respect and credibility.SUPPORTING EVIDENCEA number of studies have been undertaken to identify the benefits that can be expected by those implementing a structured approach to risk management32. These include both “hard” and “soft” issues.“Hard” measurable benefits include :• Better informed and achievable project plans, schedules and budgets• Increased likelihood of project meeting targets• Proper allocation of risk through the contract• Better allocation of contingency to reflect risk• Ability to avoid taking on unsound projects• Recording metrics to improve future projects• Objective comparison of risk exposure of alternatives• Identification of best risk owner“Soft” intangible benefits from the risk process include :• Improved communication• Development of a common understanding of project objectives• Enhancement of team spirit• Focused management attention on genuine threats• Facilitates appropriate risk-taking• Demonstrates professional approach to customersThe widespread use of project risk management suggests that people are implicitly convinced that it must deliver benefits. It is however difficult to prove unambiguously that benefits are being achieved. There is therefore a genuine need for a body of evidence to demonstrate the expected benefits of the risk process. Problems currently arise from the fact that existing evidence is either anecdotal (instead of providing hard measurable data) and confidential (accessible data is required, including both good news and bad). Also projects are unique (data requires normalising), and different between industries (evidence should be both generic and specific).In the absence of a coherent body of irrefutable evidence, the undoubted benefits that can accrue from effective management of risk must currently be taken on trust. Overcoming this will require generation of a body of evidence to support the use of formal project risk management, providing evidence that benefits can be expected and achieved, and convincing the sceptical or inexperienced that they should use project risk management.The intended audience of such a body of evidence would fall into several groups, each of which might seek different evidence, depending on their perspective on project success. Possible groups include the client/sponsor, project manager, project team and end user. For each group, the body of evidence should first define a “successful project” from their perspective, then consider whether/how risk management might promote “success” in these terms, then present evidence demonstrating the effect of risk management on the chosen parameters.CONCLUSIONThe short history of project risk management has been a success story to date, with widespread application across many industries, and development of a core best practice with a strong supporting infrastructure. Although project risk management has matured into a recognised discipline, it has not yet reached its peak and could still develop further.This paper has outlined several areas where the author believes that progress is required. In summary, adoption of the proposed agenda for development of project risk management will result in the following :• An accepted framework within which each organisation understands its current risk management capability and which defines a structured path for progression towards enhanced maturity of risk processes (via organisational benchmarking). • A set of risk management tools and techniques which are fully integrated with project and business processes, with the existence of uncertainty being recognised and accepted at all levels (via integration of risk management).• Improved analysis of the effects of risk on project and business performance, addressing its impact on issues wider than project time and cost (via increased depth of analysis and breadth of application).• Proper account being taken of human factors in the risk process, using assessment of risk attitudes to counter systematic bias and build risk-balanced teams (via behavioural aspects).• Agreement on the benefits that can be expected from implementation of a formal approach to project risk management, based on an objective and accessible body of evidence which justifies those benefits (via supporting evidence).It is argued that attention to these areas will ensure that project risk management continues to develop beyond the current situation. Project risk management must not remain static if it is to fulfil its potential as a significant contributor to project and business success. The areas outlined in this paper are therefore proposed as an agenda for development of project risk management in the short to medium term, producing an indispensable and effective management tool for the new millennium.REFERENCES1. UK MoD Risk Guidelines comprise the following :MOD(PE) - DPP(PM) (October 1992) Statement by CDP & CSA on RiskManagement in Defence Procurement (Ref. D/DPP(PM)/2/1/12)MOD(PE) - DPP(PM) (January 1992) Risk Management in DefenceProcurement (Ref. D/DPP(PM)/2/1/12)MOD(PE) - DPP(PM) (October 1992) Risk Identification Prompt List forDefence Procurement (Ref. D/DPP(PM)/2/1/12)MOD(PE) - DPP(PM) (June 1993) Risk Questionnaires for DefenceProcurement (Ref. D/DPP(PM)/2/1/12)Defence Committee Fifth Report (June 1988) The Procurement of MajorDefence Equipment (HMSO)2. CCTA,“PRINCE Project Evaluation”, HMSO, London, 1994, ISBN 0-11-330597-4.3. CCTA, “PRINCE2 : Project Management for Business”, HMSO, London,1996, ISBN 0-11-330685-7.4. British Standard BS6079 : 1996 “Guide to project management”, BritishStandards Institute, ISBN 0-580-25594-8, 19965. British Standard BS8444 : Part 3 : 1996 (IEC 300-3-9 : 1995) “RiskManagement : Part 3 – Guide to risk analysis of technological systems”,British Standards Institute, ISBN 0-580-26110-7, 19966. Norsk Standard NS 5814 “Krav til risikoanalyser”, NorgesStandardiseringsforbund (NSF), 1991.7. Australian/New Zealand Standard AS/NZS 4360:1995 “Risk management”,Standards Australia/Standards New Zealand, ISBN 0-7337-0147-7, 19958. National Standard of Canada CAN/CSA-Q850-97 “Risk management :Guideline for decision-makers”, Canadian Standards Association, ISSN 0317-5669, 19979. “Guidelines on risk issues”, The Engineering Council, London, ISBN 0-9516611-7-5, 199510. HM Treasury “Risk Guidance Note”, HMSO, London, June 1994.11. HM Treasury Central Unit on Procurement – CUP Guidance Number 41“Managing risk and contingency for works projects”, HMSO, London, 1993 12. Godfrey P.S. “Control of risk – A guide to the systematic management of riskfrom construction”, CIRIA, London, ISBN 0-86017-441-7, 199613. Institute of Risk Management, Lloyd’s Avenue House, 6 Lloyd’s Avenue,London EC3N 3AX, UK, tel +44(0)171.709.980814. Association for Project Management, 150 West Wycombe Road, HighWycombe, Bucks HP12 3AE, UK, tel +44(0)1494.44009015. Project Management Institute, 130 South State Road, Upper Darby, PA 19082,USA, tel +001.610.734.333016. Simon P.W., Hillson D.A. & Newland K.E. (eds.) “Project Risk Analysis &Management Guide”, APM Group, High Wycombe, Bucks UK, ISBN 0-9531590-0-0, 199717. Chapman C.B. & Ward S.C. “Project risk management : processes, techniquesand insights”, John Wiley, Chichester, Sussex UK, ISBN 0-471-95804-2,199718. “A Guide to the Project Management Body of Knowledge”, ProjectManagement Institute, Upper Darby USA, ISBN 1-880410-12-5, 199619. “Continuous Risk Management Guidebook”, Software Engineering Institute,Carnegie Mellon University, USA, 199620. Hillson D.A. (1997) “Towards a Risk Maturity Model”, Int J Project &Business Risk Mgt, 1 (1), 35-4521. “The Risk Maturity Model was a concept of, and was originally developed by,HVR Consulting Services Limited in 1997. All rights in the Risk MaturityModel belong to HVR Consulting Services Limited.”22. “Project Management Capability Maturity Model” project, PMI StandardsCommittee, Project Management Institute, 130 South State Road, UpperDarby, PA 19082, USA. Details from Marge Combe,be@.23. 11th Software Engineering Process Group Conference : SEPG99, Atlanta, 8-11March 1999 (themes include risk capability maturity models)24. Stader J. (1997) “An intelligent system for bid management”, Int J Project &Business Risk Mgt, 1 (3), 299-31425. Brander J. & Dawe M. (1997) “Use of constraint reasoning to integrate riskanalysis with project planning”, Int J Project & Business Risk Mgt, 1 (4),417-43226. CCTA, “Management of Programme Risk”, HMSO, London, ISBN 0-11-330672-5, 199527. “Financial Reporting of Risk – Proposals for a statement of business risk”,The Institute of Chartered Accountants in England & Wales, 199828. Oldfield A. & Ocock M. (1997) “Managing project risks : the relevance ofhuman factors”, Int J Project & Business Risk Mgt, 1 (2), 99-10929. Kahneman D., Slovic P. & Tversky A. (eds.) “Judgement under uncertainty :Heuristics and biases”, CUP, Cambridge, 198230. Research by M Greenwood (personal communication, 1997), BurroughsHouse Associates, Middlezoy, Somerset, UK.。

工程项目风险管理英语

Engineering projects are complex endeavors that involve a multitude of factors and uncertainties. As such, they are prone to various risks that can lead to delays, cost overruns, and even project failure. Effective risk management is crucial in identifying, assessing, and mitigating these risks to ensure the successful completion of engineering projects. This article aims to provide an overview of engineering project risk management, including its importance, key steps, and best practices.Importance of Engineering Project Risk ManagementRisk management is essential in engineering projects for several reasons:1. Cost savings: By identifying and mitigating risks early on, engineering projects can avoid costly delays and rework.2. Time savings: Effective risk management helps in planning and scheduling the project, thereby reducing the chances of delays.3. Quality assurance: By addressing risks that could affect the quality of the project, risk management ensures that the final product meets the required standards.4. Stakeholder satisfaction: Risk management helps in maintaining the trust and confidence of stakeholders by demonstrating a commitment to delivering a successful project.Key Steps in Engineering Project Risk ManagementThe following are the key steps involved in engineering project risk management:1. Risk identification: This step involves identifying potential risks associated with the project. Risks can be related to various factors, such as technical, financial, environmental, and organizational aspects.2. Risk assessment: Once risks are identified, they need to be assessed in terms of their probability of occurrence and potential impact on the project. This helps in prioritizing risks and focusing on those that pose the greatest threat.3. Risk mitigation: After assessing the risks, the next step is to develop strategies to mitigate them. This can involve transferring risks to third parties, avoiding risky activities, or implementing contingency plans.4. Risk monitoring and control: Once risk mitigation strategies are implemented, it is essential to monitor the risks continuously and adjust the strategies as needed. This helps in ensuring that the risks are effectively managed throughout the project lifecycle.Best Practices in Engineering Project Risk ManagementTo ensure the effectiveness of risk management in engineering projects, the following best practices should be followed:1. Involve stakeholders: Engage all stakeholders in the risk management process to ensure a comprehensive understanding of the risks and their potential impact on the project.2. Use a risk register: Maintain a risk register that contains all identified risks, their assessments, mitigation strategies, and responsible individuals. This helps in tracking the risks and their management status.3. Regularly review and update the risk register: Review the risk register regularly to ensure that it reflects the current risk status and to update the mitigation strategies as needed.4. Implement a risk management plan: Develop a risk management plan that outlines the roles, responsibilities, and processes for managing risks throughout the project lifecycle.5. Use risk management tools and techniques: Utilize various risk management tools and techniques, such as risk matrices, probability and impact analysis, and risk workshops, to identify, assess, and mitigate risks effectively.In conclusion, engineering project risk management is a critical aspect of project success. By following the key steps and best practices outlined in this article, project managers can effectively identify,assess, and mitigate risks, thereby ensuring the successful completion of their projects.。

外文翻译--风险管理在项目管理中的地位

二、明确项目风险的来源是全面风险管理的基础
Two, clear the source of project risk is the basis for comprehensive risk management
项目风险是指可能导致项目损失的不确定性。不同类型的项目有不同的风险，相同类型的项目根据其所处的环境、采用的技术等不同，其风险也是各不相同的。一般来说，项目风险分为以下四类。
2、项目管理方面的风险。项目管理风险包括项目过程管理的方方面面，如项目计划的时间、资源分配（包括人员、设备材料）、项目质量管理、项目管理技术（流程、规范、工具等）的采用以及外包商的管理等。
2, the risk of project management. The risk of project management including project process management aspects, such as the time of the project plan, the allocation of resources (including personnel, equipment and materials), project quality management, project management (process, specification, tools etc.) and the use of outsourcing management etc..
Project risk is the risk that may lead to project uncertainty of loss. Different types of projects have different risk, the same types of projects according to their environment, the technology and so on, the risk is not the same. Generally speaking, the project risk is divided into the following four categories.

外文翻译--BOT项目风险管理

本科毕业论文（设计）外文翻译原文：Risk Management in BOT ProjectsRisk management in BOT projects is studied, following the risk management framework, i.e. risk identification, risk classification, risk analysis, risk attitude and risk response (or risk allocation).1.Risk identification in BOT projectsThe risks of BOT projects can be identified in the following categories (Baker, 1986; cited in Nadeem, 1998): political risks; construction completion risks; operating risks; finance risks and legal risks.2.Risk classification in BOT projectsThere have been several types of risk classification. The following are some examples of them: Construction phase: completion delay, cost overrun, force majeure, political risk, infrastructure risk (referring to other facilities in direct competition with the BOT project in question). Operational phase: raw material supply, market, performance/technical, operation/maintenance, foreign exchange, other contingencies (Tiong, 1990b). Development phase: technology risk, credit risk, bid risk. Construction phase: completion risk, cost overrun risk, performance risk, political risk. Operating phase: performance risk, cost overrun risk, liability risk, equity resale risk, offtake risk (Beidleman et al., 1990): Global risks:–Political: government, technology.–Legal: framework, type of agreement.–Commercial: market, input, currency.– Environment: impact, ecological. Construction, design,Elemental risks:–Technical: physical conditions, training.–Financial: form of technology.–Operational: operation, maintenance, ownership, return, currency.– Revenue: demand, financing, evaluation, development (toll/tariff, Woodward et al., 1992).There are some other classifications, some of which are: static or dynamic;fundamental or particular; government source or private source; speculative or pure; financial or non-financial; and measurable or immeasurable (Charoenpornpatiana, 1998).These classifications facilitate all the following steps of the risk management framework.3.Risk analysis in BOT projectsThe reasons of risk analysis in BOT projects are summarized by Walker and Smith (1995) as follows:A rigorous risk analysis is necessary before a project is embarked upon in order to establish its financial and technical feasibility. It can help to screen out financially unsound projects and get minds working together early enough to overcome foreseen technical difficulties. An increased understanding of the project risks leads to the formulation of more realistic plans in terms of cost estimates and programmes. Knowing the magnitude of the possible impact that may be caused by the contingent factors, the parties can seek for better allocation of the risks through the agreement of suitable contract clauses, procurement of insurance or other risk response measures. Apart from these, a more positive and rational risk-taking attitude will result from a carefully prepared risk analysis as the risk-takers know where they stand.There are several, or many, tools and techniques, which are applicable to risk analysis in BOT projects. The application is dependent on the contents and contexts of projects.4.Risk attitude in BOT projectsThe government is moving away from taking on project risks (ASIAMONEY, 1996).Government see BOT schemes as a method … with al l the technical and financial risks being borne by the private promoter … In a traditional method of contracting, risk-sharing may be allowed and the contractor may be able to negotiate with the client as far as claims for cost overrun is concerned. Under the BOT method, in which the contractor is normally also the developer, this is no longer possible … It is very important for promoters to demonstrate to the government that they are able totake all the risks that the government is apprehensive about (Tiong, 1995a) These descriptions are particularly pointing out the government's attitude that it is expecting the private sectors to take as many risks as possible so that it be free from them.Tiong and Alum (1997a) analyzed the requirements in BOT projects from the viewpoint of governments. The topics in these studies are, proposal evaluation criteria, the financial and contractual elements in final negotiation, requirement in request for proposal (RFP) (Tiong, 1995a), financial commitment (Tiong and Alum, 1997b), and importance of equity in the financial package (Tiong, 1995b). Particularly in his one study (Tiong, 1995a), he testified a hypothesis:[…] the ability to be awarded the concession in a BOT tender is strongly related to the ability of the project promoter to retain and reallocate risks and offer guarantees against risks and uncertainties.From an analysis of the study, he concluded:There is a positive agreement in the views of the promoter and government respondents with regard to the hypothesis.One thing governments should recognize is the additional cost of risk transfer.The government provides funds for public sector projects at cost and without charges for the project risks. The private sector prices risks and charges more for projects with highest risk (Saunders, 1998).Joshua and Gerber (1992) pointed out the potential problem that the public have to bear a higher toll price caused by unreasonable risk transfer in a privatized tollway. It is called value for money (VFM) paradox, which may occur in PFI projects in trying to achieve VFM through the transference of risks to private consortia (Owen and Merna, 1997).On the other hand, what is a contractor's view is surveyed in the UK, and Walker and Smith (1995) summarized the reports as follows: “Major contractors in the UK would have to achieve higher levels of return, a quick pay-back or achieve other spin-off benefits such as development gains or business for other companies within their organization”, according to the report in 1989. “The 1993 report suggested that amarket for private investment could be created by the transfer of a network of roads to tolled status within the public sector, the creation of a number of companies owning significant shares in the network and the subsequent privatization of those companies”. This report indicates that a market for private investment could not be created if the road networks were not transferred to particular independent bodies:Contractors stated that they would only be prepared to take the perceived increased risk in privatized projects if the government takes a positive stance on the subject rather than playing with the issue on a piecemeal basis The 1989 survey revealed … that the private sector was expected to take the whole burden of risk, and this made many of them wary about their involvement.How ab out bankers in the UK? The 1989 report “gave the consensus view that the banks did not adopt a proactive role leaving the contractors to be the prime movers. One of the reasons cited for this rather passive approach is the long gestation period of these pr ojects … Indeed, bankers believed that their risk position was far worse than that facing contractors.’ It is also reported that banks would not make loans to finance public sector projects without risk capital also being available (Saunders, 1998).5.Risk response and risk allocation in BOT projectsThe PFI guidelines in the UK recognize that the minimization of risk and the cost of accepting it is generally achieved by allocating risk to those best placed to accept it (Saunders, 1998).In cases of developing countries, some government guarantees are generally required for funding. McCarthy and Tiong (1991) described the common risks and securities considering the proper riskThis section discusses the risk analysis from the standpoints of major project participants, i.e. host government, funders.Host government：The government's principal responsibility is to achieve VFM or cost efficiency (CE) by implementing a project. In this regard, the best alternative for infrastructure arrangement must be selected. However, VFM and CE of a project contain uncertainty and risk, because they are values of the project in the future.Therefore, evaluation of VFM and CE should be conducted in terms of risk analysis, too.Generally, VFM includes not only money terms, but also non-monetary terms, such as social welfare and time saving in transportation. If all of these non-monetary terms are convertible into monetary terms, a decision-maker can analyze risk by the money term as a single criterion. Monte Carlo simulation and sensitivity analysis are applicable in this case. On the other hand, if it is not the case, MCDM, which can incorporate plural criteria in a systematic way, is applicable to the analysis.Selection of the most cost-efficient concessionaire is also an important responsibility of government. Concessionaire selection under risk should be considered. In this regard, Hatush and Skitmore (1997) presented a potential use of probabilistic risk analysis to bid evaluation and pre-qualification of concessionaires. In addition, in order to recognize the cost-efficiency in a concessionaire's bid, government needs to know how risk is anticipated and involved in the bid. For example, let us suppose Concessionaire A offered a higher bid price (or higher tariff rate, longer concession period) because he anticipates risk sufficiently and as a result included the risk premium in the bid price. Concessionaire B, in turn, offered a lower price simply because he does not analyze risk sufficiently. In such a case, awarding the concession to Concessionaire B may cause a disaster. Because BOT projects contain much more risk than traditional ones, governments must understand how risk is analyzed and anticipated by concessionaires so as to avoid the disaster as shown in the example.Another important point is risk transfer. In BOT projects, governments expect private companies to assume as much risk as possible. However, risk transfer is always accompanied by risk premium as an additional cost. By analyzing risk in terms of likelihood, severity, and risk premium, a government must consider the best risk transfer. Likelihood and severity of risk can be assessed subjectively but in a systematic manner by AHP and some other MCDM methods. Risk mapping technique is a simple and easily understood technique for this purpose. Once these two attributes of risk, i.e. likelihood and severity, are well assessed, risk premium can be considered.In so doing, the utility theory would be working. The suitable risk premium can be settled in a negotiation with concessionaires.Finally, the most essential thing governments have to do is to set up clear objectives, either single or plural. Without doing it, risk analysis cannot be conducted sufficiently.Funders：There are two major categories as funders in BOT projects. One is lender and the other is investor. “Lenders tend to focus on the downside risks while investors tend to look at the upside opportunity” (Walker and Smith, 1995). Lenders are mainly concerned with the cash flow of a project. Cash flow of a project is analyzed and measured by the following terms, as examples:•return on investment (ROI);•return on equity (ROE);•net present value (NPV);•pay back period (PBP); and•internal rate of return (IRR).By constructing cash-flow models, lenders take a look at some of these terms of a project. One of the very important and difficult things in cash-flow modeling is how to predict an interest rate and an inflation rate, or, in other words, a discount rate, which must be involved in the modeling, over the concession period of a project as long as 20-30 years. A small change in these rates results in a very big change in the project cash flow.The cash-flow analysis is often conducted by means of Monte Carlo simulation and sensitivity analysis. Since lenders, such as bankers, cannot assume so much risk, their concern is directed to the down side, i.e. the worse cases in sensitivity analysis. In many cases of BOT projects, the loans are made on the limited or non-recourse basis, lenders need to be very aware of risk. Therefore, any worst-case scenario is necessary and needs to be examined by sensitivity analysis, and other analyses as well. The impacts of change in the interest rate and the inflation rate should be tested by sensitivity testing, too.However, cash-flow analysis is difficult to incorporate qualitative risk factors. These factors include political risks, risks in management by a concessionaire and so on. Since these factors are very important in BOT projects, they should be analyzed separately from cash-flow analysis.Things are more complicated and serious in BOT transport projects than in BOT power projects, because lenders are more exposed to the demand risk in the former than in the latter. Generally, there are many factors influential to the demand, and they interact in complex manners. In this case, risk factors and their relationship should be fully identified. Because income of a project solely depends on the demand, the lender should recognize the impact of various risk factors to the demand by sensitivity analysis.Sensitivity analysis is applicable when functions between input variables and output variables are explicit. On the other hand, neural network approach has great potential for sensitivity testing in BOT projects in case the functions are implicit. However, this approach requires a sufficient amount of recorded data.In many cases of BOT environments, a risk of currency exchange rate is one of the most concerns for project participants. This risk factor is inherent in BOT projects, particularly in developing countries. It must be fully understood through a thorough risk analysis process from identification to sensitivity testing. Lenders in general are supposed to be well-knowledged in financial techniques. Accordingly, techniques for financial risk hedging, such as exchange rate swap, can be employed as long as the risk is fully analyzed.On the other hand, for external investors, their equity investment to a BOT project normally forms one portion of their portfolio. Risk analysis for investors is directed to diversification of risk in their portfolio. Because BOT projects are highly risky by nature, much higher return is expected and required by investors.Source: Prasanta K. Dey, Stephen O. Ogunlana. Selection and application of risk management tools and techniques for build-operate-transfer projects.Industrial Management & Data Systems, 2004(4): P334-346.译文：BOT项目风险管理BOT项目风险管理研究证明：风险管理框架包括风险识别、风险分类、风险分析、风险态度和风险应对（或风险分担）。

项目风险管理等方案

项目风险管理等方案英文回答：Risk management is a crucial aspect of any project, as it helps to identify, assess, and mitigate potential risks that could impact the project's success. Developing a comprehensive risk management plan is essential to ensure that risks are effectively managed throughout the project lifecycle.One key aspect of a risk management plan is risk identification. This involves identifying all potential risks that could affect the project, including both internal and external risks. For example, internal risks could include lack of resources or expertise, while external risks could include changes in regulations or market conditions. By identifying these risks early on, project managers can develop strategies to address them before they become major issues.Another important component of a risk management planis risk assessment. This involves evaluating the likelihood and impact of each identified risk on the project. For example, a high-impact risk with a low likelihood may require a different response than a low-impact risk with a high likelihood. By assessing risks in this way, project managers can prioritize their efforts and resources on managing the most critical risks.Once risks have been identified and assessed, the next step is risk mitigation. This involves developingstrategies to reduce the likelihood or impact of risks, as well as creating contingency plans to address risks if they occur. For example, if a key team member leaves the project unexpectedly, a mitigation strategy could involve cross-training team members to ensure that others can step in if needed.In addition to risk identification, assessment, and mitigation, it is also important to monitor and control risks throughout the project. This involves regularly reviewing and updating the risk management plan, as well asimplementing any necessary changes to address new risks that may arise. By actively managing risks in this way, project managers can increase the likelihood of project success.Overall, a well-developed risk management plan is essential for effectively managing project risks and ensuring project success. By identifying, assessing, and mitigating risks, project managers can proactively address potential issues and increase the likelihood of achieving project objectives.中文回答：项目风险管理是任何项目的关键方面，因为它帮助识别、评估和缓解可能影响项目成功的潜在风险。

项目安全风险管理的定义

Definition of Project Safety Risk ManagementProject safety risk management refers to the process of identifying, analyzing, evaluating, and responding to potential safety risks in a project to minimize their impact on the project's objectives, scope, budget, and timeline. It involves the systematic identification and assessment of hazards, the evaluation of risk exposure, the development of risk mitigation strategies, and the implementation of safety measures to ensure the safe and successful completion of the project.The goal of project safety risk management is to identify potential hazards and vulnerabilities early on, allowing for proactive planning and preparation. By anticipating and addressing risks before they occur, project teams can mitigate their impact, reduce the likelihood of accidents or incidents, and protect the safety of personnel, assets, and the environment.Project safety risk management is an ongoing process that should be integrated into the project lifecycle from planning to execution and closure. It requires a proactive approach, continuous monitoring, and adaptation to changing risk landscapes to ensure the highest level of safety and risk mitigation throughout the project.项目安全风险管理是指识别、分析、评估和应对项目中潜在的安全风险，以最小化它们对项目目标、范围、预算和时间表的影响的过程。

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外文翻译As one of the important subjects of project management originated the First World War, and now it has been becoming more and more systematic and professional. In China the systematic project risk management framework was developed by the end of last century, but the practical application of project risk management still needs further improvement. With above background, this thesis focused on the medium or large real estate project, research project character, project management, typical Chinese construction project process, risk management, and project risk management. The first chapter briefed the current international and domestic study status of the subject, thesis purpose, and thesis scope, which are risk and its countermeasures research for the implementation phase of medium or large real estate project. The second chapter briefed the concept and character of real estate project, risk of project, and project risk management, which is the theoretical foundation of further risk management study for the implementation phase of medium or large real estate project. Chapter3,4 and 5 are the project risk management practice on the implementation phase of medium or large real estate project. Chapter 3 is for project engineering risk management, which introduced the concept, purpode, and principle of project engineering at the beginning, and then analyzed the engineering objective, including schedule, cost, and quality, at last it identified and analyzed the project engineering risks and provided design change procedure and design company selection procedure as the risk response. Chapter 4 detailed the concept, principle, objective and key roles of project procurement, identified and assessed the project procurement risk, and also provided contractor selection procedure, vendor selection procedure, examples of procurement plans to response and monitor project risk. Chapter 5 firstly introduced the construction concept, character, process and project construction objectives, including quality objective, schedule objective, and safety objective, and then identified and assessed construction quality risk, schedule risk, cost risk and safety risk, The postscript of this thesis briefed the dynamic project risk management concept, restriction and limitation of this thesis, and opportunities for further research. Totally there are 14 appendixes attached after the thesis. These appendixes could be used as guidance and reference of risk management for real estate project. They are provided to be very useful in term of risk management for real estate project implementation phases.Project risk management as a procedure of optimism and decision, in which information will come out gradually in the multistage construction. The key to the risk management is how to select the risk response plan. Directed by the system theory and combined the theory of option pricing and project risk management, this paper adopts criterion method to analyze the management and activity in the stage of engineering project implement on the base of comparison to relative documents. This paper emphatically argues the choice of response plans under the condition of risks according to the established analysis frame. These forecasts are hypotheses abstract form the similar project performed before, whether they are actual or not will hugely affect the success of project The implement stage means project period from the location to product whose target is transform the plan to real and mark the aims. The implement stage occupies the most period of project, has huge work, consume the most resource. What is worth to mind is that the implement stage isprocess not only to form the real proprirty but also product information, for example, the knowledge of field status and the capability of contractor can only be obtained form implement. So in order to mark the target, the manager must test the hypotheses and use the new information assess the status of influence element, choose the best response plan according to the condition. This paper has value in instructing the project investor/manager in how to establish a risk management configuration and making decision under risk condition in the implement stage of construction project.This thesis begins with the knowledge system of project management, analyses the whole course of risk management and sets forth the method and program of project risk identification, risk appraisement and risk monitoring in project minutely. Finally, It shows a risk case of building project focal point for the investment decision of early stage with qualitative and quantitative analysis. Chapter 1 Discuss the important concept, method and knowledge system of project risk management, such as the definition of project, the knowledge system of project management PMBOKX the intension of risk, the content of risk management and so on ,carry out the risk analysis of building project emphatically. Chapter 2 Mainly introduce the tool and technology of project risk identification, such as checking table, the rules of systems analysis(WBS), the method of SWOT technology. Thinking of the demerit for every tool, hence author emphasize that we should appraise the gained information resource synthetically. Chapter 3 Explain how to go on the estimation and assessment of project risk, put forward the tool and technology of project risk analysis (as AHP, probability and sensitivity analysis ). When analyzing project risk quantitatively, first we should have definite warranty, do not surmise risk without foundation; Secondly, distinguish confirmed project from unconfirmed project in quantitative analysis. When using two important tools of quantitative risk analysis—probability and sensitivity analysis, one side is to estimate the probability of risk variable exactly; the other side is to judge and analyze the guidelines of probability analysis truly, as square margin, expected figure, disperse modulus. Through quantifying risk, it can strengthen our sense of risk management. Chapter 4 Elaborate the basic method of monitoring project risk. In order to carry into execution monitoring project risk, it is essential to establish perfect replying risk plan. The main steps is: lessening risk, take precautions against risk (as project method, instructing method, program method), conveying risk selling, inviting public bidding, the contract of absolving obligation, insurance and guarantee), avoidance, leave behind and measure in support. Chapter 5 A risk management example. First, analyze the various possible existent risk factors of this project systematically. Secondly, study its sensitivity factor thorough quantifying assessment risk for the project, as well as establishing and putting in practice a plan in order to control the negative influence in minimum level. The building has total 130500 square in architectural area, superior geographical location and tremendously potential value, its overall investment is 4.26 hundreds million. This chapter first studies the market from place environment all around traffic and market requirement, then analyzes systematically financing risk and organic risk of joint venture. On the basis of foregoing analysis, it establishes some parameter of risk quantifying analysis, calculates its selling revenue running expense and cash flow form, uses sensitivity analysis to gain best sensitivity factor. As the uncertain essence of risk, it is extremely important to analyze probability factor of the project. So we confirm the probability form of every variable, then calculatepresent value of each possible event according to different constitutes of risk variable; and sort all possible events according to their present values from small to big, calculate accumulative probability, square margin and disperse modulus, thus analyze the risk of project quantitatively, provide quantitative support for supervisor when they will make a decision. Comparing with international advanced level, our country has great gap on the link of how to apply theory of project risk management to practice of project management, especially short of system research in project risk management. On the basis International project contracting is rather a complex project in the cooperation of international economy and technology, and the implementing of the projects will be influenced by political, economy and social situations Firstly, this paper systemically analyzed the market situation of the international project contracting, and concretely analyzed the market structure in Asia, America, Africa and Europe. It concluded the trend of the development of the international contracting market; projects are becoming large-scale and complex and the contracting pattern is diversified, and the management of the international project contracting is standardized. Secondly, this paper analyzed the development status and characteristic of the international project contracting in our country. Although the internationalization tendency of our country’s international project contracting firm is preferable, there is large gap in the whole strength when compared with firms from the developed countries, and also there are limitations in the distributing of the projects in different regions and industries. Thirdly, this paper summarized the technique of international project contracting risk identification, estimate and appraise in our country. Put forward to finance and non-finance risk treating means, and apply the energy release theory to international project contracting risk management, and research the dominating risk in the bid phase and construction and build the energy release model of each phrase. In the cases of Kun River Hydroelectric Station Project in Vietnam and Aromatic Plant Shali Irrigation Project in Nepal, this paper put forward to the technique of the international project contracting risk identification, estimation, appraise and reply in dealing with the project risk. Finally, in the risk estimation and risk appraise, this paper paid attention to evaluate the losing caused by the risk exactly; in the risk reply ,give attention to two aspects of cost and return, look after the economic and logical risk reply measure, in order to make the project risk least, the operating of companies most efficiently and the return highest外文翻译项目风险管理作为项目管理的重要内容之一，起源于第一次世界大战之后。

项目风险管理外文翻译

风险管理介绍(双语)

项目风险管理分析中英文对照外文翻译文献

项目风险管理简介(英文版)

项目风险管理 外文翻译 外文文献 英文文献

项目风险管理范文[英文版]

风险管理【外文翻译】

项目风险管理的目标

项目管理术语中英文对照

项目风险管理英文

第七讲 项目风险管理

项目风险管理

项目风险管理英文

项目风险管理外文文献

工程项目风险管理英语

外文翻译--风险管理在项目管理中的地位

外文翻译--BOT项目风险管理

项目风险管理等方案

项目安全风险管理的定义

项目风险管理外文翻译外文文献英文文献

第七讲项目风险管理