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Project Risk (project + risk)
Selected AbstractsComparing senior executive and project manager perceptions of IT project risk: a Chinese Delphi studyINFORMATION SYSTEMS JOURNAL, Issue 4 2010Shan Liu Abstract The success rate for information technology (IT) projects continues to be low. With an increasing number of IT projects in developing countries such as China, it is important to understand the risks they are experiencing on IT projects. To date, there has been little research documenting Asian perceptions of IT project risk. In this research, we examine the risks identified by Chinese senior executives (SEs) and project managers (PMs), and compare these two groups. The importance of top management support in IT projects is well documented. Prior research has shown that from the perspective of IT PMs, lack of support from SEs is the number one risk in IT projects. Surprisingly, senior executives' perceptions towards IT project risk have never been systematically examined. One reason why lack of support from senior executives continues to represent a major risk may be that senior executives themselves do not realize the critical role that they can play in helping to deliver successful projects. In this study, we use the Delphi method to compare the risk perceptions of senior executives and project managers. By comparing risk factors selected by each group, zones of concordance and discordance are identified. In terms of perceived importance ascribed to risk factors, PMs tend to focus on lower-level risks with particular emphasis on risks associated with requirements and user involvement, whereas SEs tend to focus on higher-level risks such as those risks involving politics, organization structure, process, and culture. Finally, approaches for dealing with risk factors that are seen as important by both SEs and PMs are provided. [source] Reconciling user and project manager perceptions of IT project risk: a Delphi study,INFORMATION SYSTEMS JOURNAL, Issue 2 2002Mark Keil Abstract. In an increasingly dynamic business environment characterized by fast cycle times, shifting markets and unstable technology, a business organization's survival hinges on its ability to align IT capabilities with business goals. To facilitate the successful introduction of new IT applications, issues of project risk must be addressed, and the expectations of multiple stakeholders must be managed appropriately. To the extent that users and developers may harbour different perceptions regarding project risk, areas of conflict may arise. By understanding the differences in how users and project managers perceive the risks, insights can be gained that may help to ensure the successful delivery of systems. Prior research has focused on the project manager's perspective of IT project risk. This paper explores the issue of IT project risk from the user perspective and compares it with risk perceptions of project managers. A Delphi study reveals that these two stakeholder groups have different perceptions of risk factors. Through comparison with a previous study on project manager risk perceptions, zones of concordance and discordance that must be reconciled are identified. [source] Find project risk before it bites youJOURNAL OF CORPORATE ACCOUNTING & FINANCE, Issue 4 2008Timothy Iijima Projects are a significant part of many companies' spending. Many projects are small and end quickly. But some can last for years,and create surprising risk that can come back and bite you. To prevent that, you must audit those projects. The author reveals how to do it. © 2008 Wiley Periodicals, Inc. [source] Economic Evaluation of Scale Dependent Technology InvestmentsPRODUCTION AND OPERATIONS MANAGEMENT, Issue 1 2005Phillip J. Lederer We study the effect of financial risk on the economic evaluation of a project with capacity decisions. Capacity decisions have an important effect on the project,s value through the up-front investment, the associated operating cost, and constraints on output. However, increased scale also affects the financial risk of the project through its effect on the operating leverage of the investment. Although it has long been recognized in the finance literature that operating leverage affects project risk, this result has not been incorporated in the operations management literature when evaluating projects. We study the decision problem of a firm that must choose project scale. Future cash flow uncertainty is introduced by uncertain future market prices. The firm's capacity decision affects the firm's potential sales, its expected price for output, and its costs. We study the firm's profit maximizing scale decision using the CAPM model for risk adjustment. Our results include that project risk, as measured by the required rate of return, is related to the inverse of the expected profit per unit sold. We also show that project risk is related to the scale choice. In contrast, in traditional discounted cash flow analysis (DCF), a fixed prescribed rate is used to evaluate the project and choose its scale. When a fixed rate is used with DCF, a manager will ignore the effect of scale on risk and choose suboptimal capacity that reduces project value. S/he will also misestimate project value. Use of DCF for choosing scale is studied for two special cases. It is shown that if the manager is directed to use a prescribed discount rate that induces the optimal scale decision, then the manager will greatly undervalue the project. In contrast, if the discount rate is set to the risk of the optimally-scaled project, the manager will undersize the project by a small amount, and slightly undervalue the project with the economic impact of the error being small. These results underline the importance of understanding the source of financial risk in projects where risk is endogenous to the project design. [source] Project risk evaluation using a fuzzy analytic hierarchy process: An application to information technology projectsINTERNATIONAL JOURNAL OF INTELLIGENT SYSTEMS, Issue 6 2006Fatih Tüysüz Projects are critical to the realization of performing organization's strategies. Each project contains some degree of risk and it is required to be aware of these risks and to develop the necessary responses to get the desired level of project success. Because projects' risks are multidimensional, they must be evaluated by using multi-attribute decision-making methods. The aim of this article is to provide an analytic tool to evaluate the project risks under incomplete and vague information. The fuzzy analytic hierarchy process (AHP) as a suitable and practical way of evaluating project risks based on the heuristic knowledge of experts is used to evaluate the riskiness of an information technology (IT) project of a Turkish firm. The means of the triangular fuzzy numbers produced by the IT experts for each comparison are successfully used in the pairwise comparison matrices. © 2006 Wiley Periodicals, Inc. Int J Int Syst 21: 559,584, 2006. [source] Risk Shifting through Nonfinancial Contracts: Effects on Loan Spreads and Capital Structure of Project Finance DealsJOURNAL OF MONEY, CREDIT AND BANKING, Issue 7 2010FRANCESCO CORIELLI project finance; contractual arrangements; long-term contracts; loan pricing; capital structure We study capital structure negotiation and cost of debt financing between sponsors and lenders using a sample of more than 1,000 project finance loans worth around US$195 billion closed between 1998 and 2003. We find that lenders: (i) rely on the network of nonfinancial contracts as a mechanism to control agency costs and project risks, (ii) are reluctant to price credit more cheaply if sponsors are involved as project counterparties in the relevant contracts, and finally (iii) do not appreciate sponsor involvement as a contractual counterparty of the special purpose vehicle when determining the level of leverage. [source] From experience: applying the risk diagnosing methodologyTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2002Jimme A. Keizera No risk, no reward. Companies must take risks to launch new products speedily and successfully. The ability to diagnose and manage risks is increasingly considered of vital importance in high-risk innovation. This article presents the Risk Diagnosing Methodology (RDM), which aims to identify and evaluate technological, organizational and business risks in product innovation. RDM was initiated, developed and tested within a division of Philips Electronics, a multinational company in the audio, video and lighting industry. On the basis of the results the senior Vice President (R&D) of Philips Lighting decided to include the method in the company's standard innovation procedures. Since then, RDM has been applied on product innovation projects in areas as diverse as automobile tires, ship propellers, printing equipment, landing gear systems and fast-moving consumer goods such as shampoo, margarine and detergents. In this article we will describe how Unilever, one of the world's leading companies in fast-moving consumer goods, adopted RDM after a major project failure in the midnineties. At Unilever, RDM proved very useful in diagnosing project risks, promoting creative solutions for diagnosed risks and strengthening team ownership of the project as a whole. Our results also show that RDM outcomes can be used to build a knowledge base of potential risks in product innovation projects. [source] Project risk evaluation using a fuzzy analytic hierarchy process: An application to information technology projectsINTERNATIONAL JOURNAL OF INTELLIGENT SYSTEMS, Issue 6 2006Fatih Tüysüz Projects are critical to the realization of performing organization's strategies. Each project contains some degree of risk and it is required to be aware of these risks and to develop the necessary responses to get the desired level of project success. Because projects' risks are multidimensional, they must be evaluated by using multi-attribute decision-making methods. The aim of this article is to provide an analytic tool to evaluate the project risks under incomplete and vague information. The fuzzy analytic hierarchy process (AHP) as a suitable and practical way of evaluating project risks based on the heuristic knowledge of experts is used to evaluate the riskiness of an information technology (IT) project of a Turkish firm. The means of the triangular fuzzy numbers produced by the IT experts for each comparison are successfully used in the pairwise comparison matrices. © 2006 Wiley Periodicals, Inc. Int J Int Syst 21: 559,584, 2006. [source] |