外文资料与译文.docx

外文资料与译文.docx

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外文资料与译文

毕业设计（论文）外文资料及译文

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项目管理

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Evaluationandanalysisofprojectrisk

InthedevelopmentofChina's largeconstruction projectsatthesametime, avarietyofrisksalso surfaced, as politicalrisk, economicrisk, technologyrisk, risk, management risk andpublicrelations. Asforthe projectrisk management isacomprehensiveway of belongingtohighlevel, highpositioningofthe verystrongmanagement work. Butatpresent, theprojectriskmanagementinChina isstillintheinitialstage, the researchtechniquesand riskresponse riskanalysis isstillnotmature, therearemany aspectsweneed to systematic,scientific referencetotheadvanced enterprisesindevelopedcountries theexcellent analysisconceptand treatmentmethods.

1, putforwardtheideaof comprehensiveriskmanagement ofengineeringproject

Thecomprehensiveriskmanagement is risk control method, thedynamic system, inordertoreduce theuncertaintyinthe project implementationprocess. Itnotonlymakes the levelofprojectmanagers toestablishriskawareness, attentiontotherisk problem, preventivemeasures, andtheimplementationof effectiveriskcontrol inevery stage, everyaspectof themanagementprocess, theformationof acoherent.

Overallengineeringprojectriskmanagement into projectrisk predictionand identification,assessmentandanalysis, responseandcontrol andmonitoring offourstages, and isacomplex, dynamicprocess, shouldbemanaged inaseriesof strategicgoal. Thesestrategicobjectives willchangebecauseof theenvironmentchange. Insucha flow, theelasticityoftheenvironment, theneedfora strategicobjectives basedontheideaof theoverall riskmanagement, riskmanagement, which shouldbeconsidered andother projectmanagementactivities com., itshould permeate throughouttheproject'slifecycle, eachactivity penetrationinthe project, it willhelp to realizethestrategictarget oftheproject. Itputsforward theideaofacomprehensiveriskmanagement.

2, theprojectrisk identificationandprediction

2.1 theprojectrisk classification

Projectrisk isverycomplex, varied, andsome risksusually hassomerelevance. Projectriskusuallyhasthefollowing:

 politicalandlegalrisk, social risk, economicrisk, humanitiesandnatural andenvironmentalrisk, technologyrisk, management risk, contractrisk, organizationandcoordinationof thehealthandsafety ofenvironmentalrisk.

2.2methods ofriskidentification

Theprojectrisk predictionmethod andrecognitionof many, thecurrent commonlyusedareDelphimethod, brainstorming, scenarioanalysismethod etc.. Thetheoryandmethod ofprojectriskprediction andrecognition arestillfarfrom perfectsituation, people also needfurtherstudy.

3, projectrisk evaluation andanalysis

The stepsintheriskassessment andanalysisof3.1 engineering projects

Firstdeterminethe projectrisk evaluationbenchmark. Engineeringprojectrisk evaluationbenchmark projectis subject todifferent projectrisk consequences, determinethe acceptablelevelof. Theindividualrisk and theriskis todeterminethe evaluationbenchmark, respectivelycalled singleevaluation benchmark andoverall evaluationbenchmark. Thegoaloftheprojectsvaried:

 timeisshort, theprofit maximum, minimumcost and minimalrisks andsoon, thesegoals canbequantified, becomethe evaluationbenchmark. Tomaketheprojectrisklevel.Including individualrisk levelandtheoverall levelofrisk. Theoverall risklevelof project istodetermine thecomprehensive all riskevents. To determinetheoverall risklevelof project, itisnecessarytofind therelationship between a risk list, the interactionand conversion factorseffectontheseinteractions. Inaddition, themethodtodeterminethe levelofrisk andevaluationprinciplesandmethods todeterminethebenchmarkof adaptation, thetwoare lackofcomparability.

Finally the individualrisk leveland single project evaluationbenchmark, theoverallrisk leveland overallevaluation benchmarktocompare, andthen determinewhethertheyare withintherangeof acceptable, andthendetermine theproject should stop or continue.

Methods3.2 onproject riskevaluationand analysis

Manymethods forriskassessmentand analysisoftheproject, suchastheMonte Carlosimulationmethod, theprogramevaluationandreviewtechnique PERT （Program Evaluationand Review Techniques）, subjectiveprobabilitymethod, theutilitytheory, grey systemtheory,fault treeanalysismethod FTA （Fault Tree***yeses）, extrapolationmethod, thefuzzyanalysismethod, theinfluencediagramanalysis methodetc...

4, theprojectrisk copingstrategies

The4.1 risk avoidancestrategies

Avoidancerefersto when apotentialthreatto theproject riskpossibility istoolarge, theconsequenceistoo severe, andno otherstrategies available, taketheinitiativetogiveuptheprojector changetheproject targetandactionplan, a strategyto avoidtheriskof. If the riskanalysis foundthat theimplementationoftheproject willfaceahuge threat, theprojectmanager team hasnogoodway tocontroltherisk, andeveninsurancecompanies alsobelievesthattheriskistoo big, refusing underwriting, thenyou shouldconsidertaking theriskavoidance strategies.

Risk avoidancestrategyis oneofthemost thorough riskmanagementmeasures, becausethisstrategy willbe theprobabilityofrisk event isreducedtozero, butitisalso oneofthemost negative measures, becauseitsarein avoiding theriskatthesametime, alsolost mayprofitopportunities.

4.2 riskcontrolstrategies

Riskcontrolisthe riskdisposal technologiesadopted inordertominimizethe probabilityof theriskofaccidents and reducetheloss ofamplitude. Riskcontrolisthe implementationof anyproject riskmanagementmethods shouldbeadopted, shouldseriouslystudy.

Tofullyunderstandthe4.2.1 contract, theuseofcontract

Thecontract isthe legaldocuments ofprojectmanagement project, mainlyonthebasisofcomprehensiveriskmanagement oftheproject. Projectmanagers musthavea strongsenseofrisk, eachclauseof societyforthestudyof riskanalysisand riskmanagement from theangle ofthecontract, riskfactorsofthe project maybeencounteredare comprehensiveandprofoundunderstandingof. Otherwise, therisk willbring hugelosstothe project.

4.2.2 compilation ofscientificandadvanced constructiondesignplan, andoptimize

Adopt advancedtechnologymeasures andimprovetheorganizational measures to reducerisk, possibilityofimpact generated andthepossible.

Duringconstruction4.2.3

Controlofrisk controlintheconstructionstage includesnotonlythe directcosts oflaborcost,materialcost, mechanicalcost etc, also includingthecontrolof managementfees, engineeringquality cost, constructionprogress, constructionsafety cost cost cost andindirectcost.

The4.3 riskretention strategy

Riskretention isthe methodofrisk dispositionbythe projectteam topreparetheirown fundsto bearthe riskofloss, active and passiveretention retention points intheprocessofpractice. Activeretention referstothe prediction, identification, based onthe evaluationandanalysis ofthe projectrisk, makingclearthenatureof risk anditsconsequences, riskmanagement that taketheinitiativetoassume certain risksbetter thanother disposalmethods, and financing these riskretention. Passiveretention refersto theidentificationandassessmentof riskand lossisnot accurate consequences, forcedtotake theirown beartheconsequencesofthe risk disposal. Passiveretention isapassive, nonconscious disposal,oftencausingserious consequences, the projectteam tosufferheavylosses. Haveachoicetotake onthe partoftherisk retention method, ishelpfulforproject group moreprofitable, butretained what risk, riskmanagement isaseriousstudy oftheproblem, suchas improper riskretention maycause agreaterloss.

The4.4 risktransfer strategyofrisk transferrefersto theprojectteamwillbe consciously torisk its mutual economicinterestrelation oftheotherparty toassumetherisk disposal.Insuranceisoneofthemostimportant risk transfer, non insurance transfer refersto theprojectteamwill risk mayleadtotheloss by theformofthecontract passedon toanotherparty, themainformof theleasecontract, theguaranteecontract, entrustmentcontract,subcontract etc.. Throughthe disposalof risk transfer, risk itselfdoesnot reduce, butchangetheriskbearer.

5, theprojectrisk controlandpreventionmeasures

Supervisetheproject management forum5.1 projectrisk

Methodsformonitoring project implementationprocess mainlyadopts the cost:

（1） Projectcost assessment. Intheprocessofconstruction cost oftencarryout regularassessment, andtargeted cost analysis isthekeyto cost control activities. Cost evaluation,westart fromthemostbasiclevel, evaluatingmethod, material, machineand otheron-sitemanagementfees, theimplementation ofassessment ofeconomiccontract, conscientiouslycarryout projectprogress, output, inventory, capitalandother inventorywork; expenditureassessmentproject, findoutthecost saving reasons, formulate effectivemeasurestomaximizethe costcontrol.

（2） Intheaspectofquality controland supervision. Quality isoneofthebiggest riskcost, itwillnotonlybring great warrantycosts, rework lossesaregreat. Atthebeginningoftheproject,first determine thequalityplanning, projectqualitystandard and specification, anddeterminesthequality objectives oftheproject.

（3） Theimplementationofacomprehensive qualitymanagement. TheuseofISO9000qualitycertificationsystem. Throughavarietyof recordswillbe thewholewo