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。

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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。