The Frontiers of Project Management Research

Section IV: Project Management Techniques

Chapter 20: Managing Risks in Projects with Decision Technologies
Chapter 21: Analysis of External and Internal Risks in Project Early Phase
Chapter 22: Improved Owner-Contractor Work Relationships Based on Capital Project Competencies
Chapter 23: Project Stakeholder Mapping Analyzing the Interests of Project Stakeholders
Chapter 24: Project Risk Management The Required Transformations to Become Project Uncertainty Management
Chapter 25: A Comparison of Drum-Buffer-Rope (DBR) and Critical Chain (CC) Buffering Techniques
Chapter 26: Cross-Impact Analysis of Information Technologies and Project Management Knowledge Areas in the Building Design Process
Chapter 27: Managing Technological Innovation Projects The Quest for a Universal Language
Chapter 28: Deriving the 2 nd and 3 rd Dimensions of the BCWS

Introduction

The final section of the book offers a variety of current, state-of-the-art project management techniques. In this section, issues of both a behavioral and technical nature are examined. They offer some important guidelines for improving project management practice.

  • Timothy Lowe and Richard Wendell have developed a decision model for minimizing the risks associated with a variety of project management decisious. Their decision tree model, employing a variety of branching options, offers both research directions and practical applications for scientists and practitioners. Chapter 20 Managing Risks in Projects with Decision Technologies.

  • M. Alquier, E. Cagno, F. Caron, V. Leopoulos, and M. A. Ridao also address the nature of risk management, focusing particularly on risk identification and analysis during the early and late phases of project development. Using the Project Risk Management (PRIMA) model, they offer guidelines for developing risk-driven approaches for...

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