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factors</title> <meta name="description" content="Search results for: project risk factors"> <meta name="keywords" content="project risk factors"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="project risk factors"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 18879</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: project risk factors</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18879</span> Project Risk Assessment of the Mining Industry of Ghana</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Charles%20Amoatey">Charles Amoatey</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The issue of risk in the mining industry is a global phenomenon and the Ghanaian mining industry is not exempted. The main purpose of this study is to identify the critical risk factors affecting the mining industry. The study takes an integrated view of the mining industry by examining the contribution of various risk factors to mining project failure in Ghana. A questionnaire survey was conducted to solicit the critical risk factors from key mining practitioners. About 80 respondents from 11 mining firms participated in the survey. The study identified 22 risk factors contributing to mining project failure in Ghana. The five most critical risk factors based on both probability of occurrence and impact were: (1) unstable commodity prices, (2) inflation/exchange rate, (3) land degradation, (4) high cost of living and (5) government bureaucracy for obtaining licenses. Furthermore, the study found that risk assessment in the mining sector has a direct link with mining project sustainability. Mitigation measures for addressing the identified risk factors were discussed. The key findings emphasize the need for a comprehensive risk management culture in the entire mining industry. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=risk" title="risk">risk</a>, <a href="https://publications.waset.org/abstracts/search?q=assessment" title=" assessment"> assessment</a>, <a href="https://publications.waset.org/abstracts/search?q=mining" title=" mining"> mining</a>, <a href="https://publications.waset.org/abstracts/search?q=Ghana" title=" Ghana"> Ghana</a> </p> <a href="https://publications.waset.org/abstracts/48909/project-risk-assessment-of-the-mining-industry-of-ghana" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48909.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">452</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18878</span> A Study on Exploring and Prioritizing Critical Risks in Construction Project Assessment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Swetha">A. Swetha</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to prioritize and explore critical risks in construction project assessment, employing the Weighted Average Index method and Principal Component Analysis (PCA). Through extensive literature review and expert interviews, project assessment risk factors were identified across Budget and Cost Management Risk, Schedule and Time Management Risk, Scope and Planning Risk, Safety and Regulatory Compliance Risk, Resource Management Risk, Communication and Stakeholder Management Risk, and Environmental and Sustainability Risk domains. A questionnaire was distributed to stakeholders involved in construction activities in Hyderabad, India, with 180 completed responses analyzed using the Weighted Average Index method to prioritize risk factors. Subsequently, PCA was used to understand relationships between these factors and uncover underlying patterns. Results highlighted dependencies on critical resources, inadequate risk assessment, cash flow constraints, and safety concerns as top priorities, while factors like currency exchange rate fluctuations and delayed information dissemination ranked lower but remained significant. These insights offer valuable guidance for stakeholders to mitigate risks effectively and enhance project outcomes. By adopting systematic risk assessment and management approaches, construction projects in Hyderabad and beyond can navigate challenges more efficiently, ensuring long-term viability and resilience. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20project%20assessment%20risk%20factor" title="construction project assessment risk factor">construction project assessment risk factor</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20prioritization" title=" risk prioritization"> risk prioritization</a>, <a href="https://publications.waset.org/abstracts/search?q=weighted%20average%20index" title=" weighted average index"> weighted average index</a>, <a href="https://publications.waset.org/abstracts/search?q=principal%20component%20analysis" title=" principal component analysis"> principal component analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20risk%20factors" title=" project risk factors"> project risk factors</a> </p> <a href="https://publications.waset.org/abstracts/187450/a-study-on-exploring-and-prioritizing-critical-risks-in-construction-project-assessment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/187450.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">40</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18877</span> The Role of Risk Management Practices in the Relationship between Risks Factors and Construction Project Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Abdullah%20Albezaghi">Ali Abdullah Albezaghi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article aims to introduce a conceptual framework that can facilitate investigations concerning the role of risk management practices in the relationship between construction risks and the construction project's performance. This article is structured based on the extant literature; it reviews theoretical perspectives, highlights the gaps, and illustrates the significance of developing a framework of suggested relationships. Despite growing interest in the role of risks in construction project performance, previous studies have paid little attention to investigating the moderating role of risk management practices on the risk-performance link. This has left researchers and construction project managers with minimal information to explain the conditions under which risk management practices can reduce the impact of project-related risks and improve performance. In this context, this article suggests a viable research model with propositions that assess risk-performance relationships and discusses the potential moderating effects on the domain relationship. This paper adds to the risk management literature by focusing on risk variables that directly impact performance. Further, it also considers the moderating role of risk management practices in such relationships. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=risk%20management%20practices" title="risk management practices">risk management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=external%20risks" title=" external risks"> external risks</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20risks" title=" internal risks"> internal risks</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20risks" title=" project risks"> project risks</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20performance" title=" project performance"> project performance</a> </p> <a href="https://publications.waset.org/abstracts/160568/the-role-of-risk-management-practices-in-the-relationship-between-risks-factors-and-construction-project-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/160568.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">137</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18876</span> A Knowledge-Based Development of Risk Management Approaches for Construction Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Masoud%20Ghahvechi%20Pour">Masoud Ghahvechi Pour</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Risk management is a systematic and regular process of identifying, analyzing and responding to risks throughout the project's life cycle in order to achieve the optimal level of elimination, reduction or control of risk. The purpose of project risk management is to increase the probability and effect of positive events and reduce the probability and effect of unpleasant events on the project. Risk management is one of the most fundamental parts of project management, so that unmanaged or untransmitted risks can be one of the primary factors of failure in a project. Effective risk management does not apply to risk regression, which is apparently the cheapest option of the activity. However, the main problem with this option is the economic sensitivity, because what is potentially profitable is by definition risky, and what does not pose a risk is economically interesting and does not bring tangible benefits. Therefore, in relation to the implemented project, effective risk management is finding a "middle ground" in its management, which includes, on the one hand, protection against risk from a negative direction by means of accurate identification and classification of risk, which leads to analysis And it becomes a comprehensive analysis. On the other hand, management using all mathematical and analytical tools should be based on checking the maximum benefits of these decisions. Detailed analysis, taking into account all aspects of the company, including stakeholder analysis, will allow us to add what will become tangible benefits for our project in the future to effective risk management. Identifying the risk of the project is based on the theory that which type of risk may affect the project, and also refers to specific parameters and estimating the probability of their occurrence in the project. These conditions can be divided into three groups: certainty, uncertainty, and risk, which in turn support three types of investment: risk preference, risk neutrality, specific risk deviation, and its measurement. The result of risk identification and project analysis is a list of events that indicate the cause and probability of an event, and a final assessment of its impact on the environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=risk" title="risk">risk</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge" title=" knowledge"> knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title=" risk management"> risk management</a> </p> <a href="https://publications.waset.org/abstracts/178837/a-knowledge-based-development-of-risk-management-approaches-for-construction-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/178837.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">66</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18875</span> Model of MSD Risk Assessment at Workplace</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Sekulov%C3%A1">K. Sekulová</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20%C5%A0imon"> M. Šimon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article focuses on upper-extremity musculoskeletal disorders risk assessment model at workplace. In this model are used risk factors that are responsible for musculoskeletal system damage. Based on statistic calculations the model is able to define what risk of MSD threatens workers who are under risk factors. The model is also able to say how MSD risk would decrease if these risk factors are eliminated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ergonomics" title="ergonomics">ergonomics</a>, <a href="https://publications.waset.org/abstracts/search?q=musculoskeletal%20disorders" title=" musculoskeletal disorders"> musculoskeletal disorders</a>, <a href="https://publications.waset.org/abstracts/search?q=occupational%20diseases" title=" occupational diseases"> occupational diseases</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20factors" title=" risk factors"> risk factors</a> </p> <a href="https://publications.waset.org/abstracts/13024/model-of-msd-risk-assessment-at-workplace" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13024.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">551</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18874</span> Risk Assessment of Building Information Modelling Adoption in Construction Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amirhossein%20Karamoozian">Amirhossein Karamoozian</a>, <a href="https://publications.waset.org/abstracts/search?q=Desheng%20Wu"> Desheng Wu</a>, <a href="https://publications.waset.org/abstracts/search?q=Behzad%20Abbasnejad"> Behzad Abbasnejad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Building information modelling (BIM) is a new technology to enhance the efficiency of project management in the construction industry. In addition to the potential benefits of this useful technology, there are various risks and obstacles to applying it in construction projects. In this study, a decision making approach is presented for risk assessment in BIM adoption in construction projects. Various risk factors of exerting BIM during different phases of the project lifecycle are identified with the help of Delphi method, experts’ opinions and related literature. Afterward, Shannon’s entropy and Fuzzy TOPSIS (Technique for Order Preference by Similarity to Ideal Situation) are applied to derive priorities of the identified risk factors. Results indicated that lack of knowledge between professional engineers about workflows in BIM and conflict of opinions between different stakeholders are the risk factors with the highest priority. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=risk" title="risk">risk</a>, <a href="https://publications.waset.org/abstracts/search?q=BIM" title=" BIM"> BIM</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20TOPSIS" title=" fuzzy TOPSIS"> fuzzy TOPSIS</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20projects" title=" construction projects"> construction projects</a> </p> <a href="https://publications.waset.org/abstracts/115013/risk-assessment-of-building-information-modelling-adoption-in-construction-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/115013.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">229</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18873</span> Risk Management Practices In The Construction Industry In Malawi</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Taonga%20Temwani%20Chibaka">Taonga Temwani Chibaka</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This qualitative research study was conducted to identify the common risk factors that affect the construction industry in Malawi in the building and infrastructure (civil works) projects. The study then evaluates the possible risk responses that are done to mitigate the various risk factors that were identified. I addition the research also established the barriers to risk management implementation with lastly mapping out as where the identified risk factors fall on which stage of the project and then also map out the knowledge areas that need to be worked on the cases on Malawian construction industry in order to mitigate most of the identified risk factors. The study involved the interviewing the professionals from the construction industry in Malawi where insights and ideas were collected, analysed and interpreted. The key study findings show that risks related to clients group are perceived as most critical followed by the contractor related, consultant related and then external group related factors respectively where preventive measures are the most applied risk response technique where the aim to avoid most of the risk factors from happening. Most of the risk factors identified were internal risks and in managerial category which suggested that risk planning was to be emphasized at pre-contract stage to minimize these risks since a bigger percentage of the risk factors were mapped out at implementation stage. Furthermore, barriers to risk management were identified and the key barriers were lack of awareness; lack of knowledge; lack of formal policies in place; regarded as costly and limited time which resulted in proposing that regulating authorities to purposefully introduce intense training on risk management to make known of this new knowledge area. The study then recommends that organisation should formally implement risk management where policies should be introduced to enforce all parties to undertake this. Risk planning was regarded as paramount and this to be done from pre-contract phase so as to mitigate 80% of the risk factors. Finally, training should be done on all project management knowledge areas. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title="risk management">risk management</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20factors" title=" risk factors"> risk factors</a>, <a href="https://publications.waset.org/abstracts/search?q=risks" title=" risks"> risks</a>, <a href="https://publications.waset.org/abstracts/search?q=malawi" title=" malawi"> malawi</a> </p> <a href="https://publications.waset.org/abstracts/140952/risk-management-practices-in-the-construction-industry-in-malawi" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/140952.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">323</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18872</span> Analysis of the Interference from Risk-Determining Factors of Cooperative and Conventional Construction Contracts </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=E.%20Harrer">E. Harrer</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Mauerhofer"> M. Mauerhofer</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20Werginz"> T. Werginz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As a result of intensive competition, the building sector is suffering from a high degree of rivalry. Furthermore, there can be observed an unbalanced distribution of project risks. Clients are aimed to shift their own risks into the sphere of the constructors or planners. The consequence of this is that the number of conflicts between the involved parties is inordinately high or even increasing; an alternative approach to counter on that developments are cooperative project forms in the construction sector. This research compares conventional contract models and models with partnering agreements to examine the influence on project risks by an early integration of the involved parties. The goal is to show up deviations in different project stages from the design phase to the project transfer phase. These deviations are evaluated by a survey of experts from the three spheres: clients, contractors and planners. By rating the influence of the participants on specific risk factors it is possible to identify factors which are relevant for a smooth project execution. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=building%20projects" title="building projects">building projects</a>, <a href="https://publications.waset.org/abstracts/search?q=contract%20models" title=" contract models"> contract models</a>, <a href="https://publications.waset.org/abstracts/search?q=partnering" title=" partnering"> partnering</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20risks" title=" project risks"> project risks</a> </p> <a href="https://publications.waset.org/abstracts/75796/analysis-of-the-interference-from-risk-determining-factors-of-cooperative-and-conventional-construction-contracts" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/75796.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">275</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18871</span> Impact of Exogenous Risk Factors into Actual Construction Price in PPP Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saleh%20Alzahrani">Saleh Alzahrani</a>, <a href="https://publications.waset.org/abstracts/search?q=Halim%20Boussabaine"> Halim Boussabaine</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many of Public Private Partnership (PPP) are developed based on a public project is to be awarded to a private party within a one contractual framework. PPP project risks typically include the development and construction of a new asset as well as its operation. Certainly the most severe consequences of risks through the construction period are price and time overruns. These events are among the most generally used situation in value for money analysis risks. The sources of risk change during the time in PPP project. In traditional procurement, the public sector usually has to cover all prices suffering from these risks. At least there is plenty to suggest that price suffering is a norm in some of the projects that are delivered under traditional procurement. This paper will find the impact of exogenous risk factors into actual construction price into PPP projects. The paper will present a brief literature review on PPP risk pricing strategies and then using system dynamics (SD) to analyses of the risks associated with the estimated project price. Based on the finding from these analyses a risk pricing association model is presented and discussed. The paper concludes with thoughts for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=public%20private%20partnership%20%28PPP%29" title="public private partnership (PPP)">public private partnership (PPP)</a>, <a href="https://publications.waset.org/abstracts/search?q=risk" title=" risk"> risk</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20pricing" title=" risk pricing"> risk pricing</a>, <a href="https://publications.waset.org/abstracts/search?q=system%20dynamics%20%28SD%29" title=" system dynamics (SD)"> system dynamics (SD)</a> </p> <a href="https://publications.waset.org/abstracts/25814/impact-of-exogenous-risk-factors-into-actual-construction-price-in-ppp-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25814.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">557</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18870</span> Ranking the Factors That Influence the Construction Project Success: The Jordanian Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ghanim%20A.%20Bekr">Ghanim A. Bekr</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Project success is what must be done for the project to be acceptable to the client, stakeholders and end-users who will be affected by the project. The study of project success and the critical success factors (CSFs) are the means adopted to improve the effectiveness of project. This research is conducted to make an attempt to identify which variables influence the success of project implementation. This study has selected, through an extensive literature review and interviews, (83) factors categorized in (7) groups that the questionnaire respondents were asked to score. The responses from 66 professionals with an average of 15 years of experience in different types of construction projects in Jordan were collected and analyzed using SPSS and most important factors for success for various success criteria are presented depending on the relative importance index to rank the categories. The research revealed the significant groups of factors are: Client related factors, Contractor’s related factors, Project Manager (PM) related factors, and Project management related factors. In addition the top ten sub factors are: Assertion of the client towards short time of the project, availability of skilled labor, Assertion of the client towards high level of the quality, capability of the client in taking risk, previous experience of the PM in similar projects, previous experience of the contractor in similar projects, decision making by the client/ the client’s representative at the right time, assertion of client towards low cost of project, experience in project management in previous projects, and flow of the information among parties. The results would be helpful to construction project professionals in taking proactive measures for successful completion of construction projects in Jordan. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20projects" title="construction projects">construction projects</a>, <a href="https://publications.waset.org/abstracts/search?q=critical%20success%20factors" title=" critical success factors"> critical success factors</a>, <a href="https://publications.waset.org/abstracts/search?q=Jordan" title=" Jordan"> Jordan</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20success" title=" project success"> project success</a> </p> <a href="https://publications.waset.org/abstracts/88902/ranking-the-factors-that-influence-the-construction-project-success-the-jordanian-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88902.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">163</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18869</span> Impact of Construction Risk Factors into Actual Construction Price in PPP Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saleh%20Alzahrani">Saleh Alzahrani</a>, <a href="https://publications.waset.org/abstracts/search?q=Halim%20Boussabaine"> Halim Boussabaine</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The majority of Public Private Partnership (PPP) are developed based on the rationale that the design, construction, operation, and financing of a public project is to be awarded to a private party within a single contractual framework. PPP project risks normally include the development and construction of a new asset as well as its operation for decades. Undoubtedly the most serious consequences of risks during the construction period are price and time overruns. These events are amongst the most broadly used scenarios in value for money analysis risks. The sources of risk change over the life cycle of a PPP project. In traditional procurement, the public sector normally has to cover all price distress from these risks. At least there is plenty evidence to suggest that price distress is a norm in some of the projects that are delivered under traditional procurement. This paper will find the impact of construction risk factors into actual construction price into PPP projects. The paper will present a brief literature review on PPP risk pricing strategies, and then using system dynamics (SD) to analyses of the risks associated with the estimated project price. Based on the finding from these analyses a risk pricing association model is presented and discussed. The paper concludes with thoughts for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Public%20Private%20Partnership%20%28PPP%29" title="Public Private Partnership (PPP)">Public Private Partnership (PPP)</a>, <a href="https://publications.waset.org/abstracts/search?q=Risk" title=" Risk"> Risk</a>, <a href="https://publications.waset.org/abstracts/search?q=Risk%20Pricing" title=" Risk Pricing"> Risk Pricing</a>, <a href="https://publications.waset.org/abstracts/search?q=System%20Dynamics%20%28SD%29" title=" System Dynamics (SD)"> System Dynamics (SD)</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20price" title=" construction price"> construction price</a> </p> <a href="https://publications.waset.org/abstracts/20334/impact-of-construction-risk-factors-into-actual-construction-price-in-ppp-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20334.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">565</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18868</span> Risk Factors Affecting Construction Project Cost in Oman</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Omar%20Amoudi">Omar Amoudi</a>, <a href="https://publications.waset.org/abstracts/search?q=Latifa%20Al%20Brashdi"> Latifa Al Brashdi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Construction projects are always subject to risks and uncertainties due to its unique and dynamic nature, outdoor work environment, the wide range of skills employed, various parties involved in addition to situation of construction business environment at large. Altogether, these risks and uncertainties affect projects objectives and lead to cost overruns, delay, and poor quality. Construction projects in Oman often experience cost overruns and delay. Managing these risks and reducing their impacts on construction cost requires firstly identifying these risks, and then analyzing their severity on project cost to obtain deep understanding about these risks. This in turn will assist construction managers in managing and tacking these risks. This paper aims to investigate the main risk factors that affect construction projects cost in the Sultanate of Oman. In order to achieve the main aim, literature review was carried out to identify the main risk factors affecting construction cost. Thirty-three risk factors were identified from the literature. Then, a questionnaire survey was designed and distributed among construction professionals (i.e., client, contractor and consultant) to obtain their opinion toward the probability of occurrence for each risk factor and its possible impact on construction project cost. The collected data was analyzed based on qualitative aspects and in several ways. The severity of each risk factor was obtained by multiplying the probability occurrence of a risk factor with its impact. The findings of this study reveal that the most significant risk factors that have high severity impact on construction project cost are: Change of Oil Price, Delay of Materials and Equipment Delivery, Changes in Laws and Regulations, Improper Budgeting, and Contingencies, Lack of Skilled Workforce and Personnel, Delays Caused by Contractor, Delays of Owner Payments, Delays Caused by Client, and Funding Risk. The results can be used as a basis for construction managers to make informed decisions and produce risk response procedures and strategies to tackle these risks and reduce their negative impacts on construction project cost. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20cost" title="construction cost">construction cost</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20projects" title=" construction projects"> construction projects</a>, <a href="https://publications.waset.org/abstracts/search?q=Oman" title=" Oman"> Oman</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20factors" title=" risk factors"> risk factors</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title=" risk management"> risk management</a> </p> <a href="https://publications.waset.org/abstracts/56743/risk-factors-affecting-construction-project-cost-in-oman" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/56743.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">345</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18867</span> Impact of Project Leader's Style on the Success of the Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saadia%20Khalid">Saadia Khalid</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper discusses the various leadership styles of project manager which lead to the success of a project since it is important for a project manager to understand and adopt the skills required to cope up with the modern challenges of any project. A project manager must be able to handle a project effectively and efficiently and be ready to assess the factors effecting success or failure of the project. A project manager must be capable of handling a project by managing, directing and leading the projects with requisite knowledge and skills. In this paper a project manager’s characteristics linkage to project success have been developed and analyzed for three different projects/industries. A web-based survey has also been carried out which revealed that specific leadership styles/traits can lead to better performance and success of organizations. Some basic factors like project complexity, the age, gender and nationality of the project manager and type of project also play a vital role in success of a project. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title="leadership style">leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20success" title=" project success"> project success</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20%0D%0Amanagement" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20manager" title=" project manager "> project manager </a> </p> <a href="https://publications.waset.org/abstracts/27280/impact-of-project-leaders-style-on-the-success-of-the-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27280.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">427</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18866</span> A Risk-Based Approach to Construction Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chloe%20E.%20Edwards">Chloe E. Edwards</a>, <a href="https://publications.waset.org/abstracts/search?q=Yasaman%20Shahtaheri"> Yasaman Shahtaheri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Risk management plays a fundamental role in project planning and delivery. The purpose of incorporating risk management into project management practices is to identify and address uncertainties related to key project-related activities. The uncertainties, known as risk events, can relate to project deliverables that are quantifiable and are often measured by impact to project schedule, cost, or environmental impact. Risk management should be incorporated as an iterative practice throughout the planning, execution, and commissioning phases of a project. This paper specifically examines how risk management contributes to effective project planning and delivery through a case study of a transportation project. This case study focused solely on impacts to project schedule regarding three milestones: readiness for delivery, readiness for testing and commissioning, and completion of the facility. The case study followed the ISO 31000: Risk Management – Guidelines. The key factors that are outlined by these guidelines include understanding the scope and context of the project, conducting a risk assessment including identification, analysis, and evaluation, and lastly, risk treatment through mitigation measures. This process requires continuous consultation with subject matter experts and monitoring to iteratively update the risks accordingly. The risk identification process led to a total of fourteen risks related to design, permitting, construction, and commissioning. The analysis involved running 1,000 Monte Carlo simulations through @RISK 8.0 Industrial software to determine potential milestone completion dates based on the project baseline schedule. These dates include the best case, most likely case, and worst case to provide an estimated delay for each milestone. Evaluation of these results provided insight into which risks were the highest contributors to the projected milestone completion dates. Based on the analysis results, the risk management team was able to provide recommendations for mitigation measures to reduce the likelihood of risks occurring. The risk management team also provided recommendations for managing the identified risks and project activities moving forward to meet the most likely or best-case milestone completion dates. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20management" title="construction management">construction management</a>, <a href="https://publications.waset.org/abstracts/search?q=monte%20carlo%20simulation" title=" monte carlo simulation"> monte carlo simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20delivery" title=" project delivery"> project delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20assessment" title=" risk assessment"> risk assessment</a>, <a href="https://publications.waset.org/abstracts/search?q=transportation%20engineering" title=" transportation engineering"> transportation engineering</a> </p> <a href="https://publications.waset.org/abstracts/138050/a-risk-based-approach-to-construction-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/138050.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">107</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18865</span> Risk Prioritization in Tunneling Construction Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=David%20Nantes">David Nantes</a>, <a href="https://publications.waset.org/abstracts/search?q=George%20Gilbert"> George Gilbert</a> </p> <p class="card-text"><strong>Abstract:</strong></p> There are a lot of risks that might crop up as a tunneling project develops, and it's crucial to be aware of them. Due to the unexpected nature of tunneling projects and the interconnectedness of risk occurrences, the risk assessment approach presents a significant challenge. The purpose of this study is to provide a hybrid FDEMATEL-ANP model to help prioritize risks during tunnel construction projects. The ambiguity in expert judgments and the relative severity of interdependencies across risk occurrences are both taken into consideration by this model, thanks to the Fuzzy Decision-Making Trial and Evaluation Laboratory (FDEMATEL). The Analytic Network Process (ANP) method is used to rank priorities and assess project risks. The authors provide a case study of a subway tunneling construction project to back up the validity of their methodology. The results showed that the proposed method successfully isolated key risk factors and elucidated their interplay in the case study. The proposed method has the potential to become a helpful resource for evaluating dangers associated with tunnel construction projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=risk" title="risk">risk</a>, <a href="https://publications.waset.org/abstracts/search?q=prioritization" title=" prioritization"> prioritization</a>, <a href="https://publications.waset.org/abstracts/search?q=FDEMATEL" title=" FDEMATEL"> FDEMATEL</a>, <a href="https://publications.waset.org/abstracts/search?q=ANP" title=" ANP"> ANP</a>, <a href="https://publications.waset.org/abstracts/search?q=tunneling%20construction%20projects" title=" tunneling construction projects"> tunneling construction projects</a> </p> <a href="https://publications.waset.org/abstracts/157100/risk-prioritization-in-tunneling-construction-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/157100.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">92</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18864</span> Essential Factors of Risk Perception Crucial in Efficient Construction Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Francis%20Edum-Fotwe">Francis Edum-Fotwe</a>, <a href="https://publications.waset.org/abstracts/search?q=Tony%20Thorpe"> Tony Thorpe</a>, <a href="https://publications.waset.org/abstracts/search?q=Charles%20Afetornu"> Charles Afetornu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Risk perception informs the outcome of how issues are responded to in either solving or overcoming a problem or improving a situation. Risk perception is established to be affected by some key factors reflecting in the varying ways in which work is done as well as the level of efficiency achieved. These factors potentially would influence risk perception to different extents. Such that if these factors are said to determine risk perception, how does a change in any affect risk perception. Since the ability to address risk is influenced by risk perception, establishing and developing awareness of that perception should enable construction professionals to make viable decisions. Any act to improve the construction industry cannot be overemphasised, considering its contribution to national development. A survey questionnaire was conducted in Ghana to elicit data that measures the risk perception and the essential factors as well as the necessary demographics of the respondents, who are construction professionals. This study finds out the sensitivity of the critical factors of risk perception. It uses the Relative Importance Index analysis tool to investigate the differential effect of these essential factors on risk perception, such that a slight change in a factor makes a significant change in risk perception, having established that it is influenced by essential factors. The findings can lead to policy formation for employers on the prioritisation factors to undertake to improve the risk perception of employees. Other areas in which this study can be useful in team formation for sensitive and complex projects where efficient risk management is critical. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20industry" title="construction industry">construction industry</a>, <a href="https://publications.waset.org/abstracts/search?q=risk" title=" risk"> risk</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title=" risk management"> risk management</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20perception" title=" risk perception"> risk perception</a> </p> <a href="https://publications.waset.org/abstracts/126915/essential-factors-of-risk-perception-crucial-in-efficient-construction-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/126915.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">143</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18863</span> A Risk Management Framework for Selling a Mega Power Plant Project in a New Market</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Negar%20Ganjouhaghighi">Negar Ganjouhaghighi</a>, <a href="https://publications.waset.org/abstracts/search?q=Amirali%20Dolatshahi"> Amirali Dolatshahi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The origin of most risks of a mega project usually takes place in the phases before closing the contract. As a practical point of view, using project risk management techniques for preparing a proposal is not a total solution for managing the risks of a contract. The objective of this paper is to cover all those activities associated with risk management of a mega project sale’s processes; from entrance to a new market to awarding activities and the review of contract performance. In this study, the risk management happens in six consecutive steps that are divided into three distinct but interdependent phases upstream of the award of the contract: pre-tendering, tendering and closing. In the first step, by preparing standard market risk report, risks of the new market are identified. The next step is the bid or no bid decision making based on the previous gathered data. During the next three steps in tendering phase, project risk management techniques are applied for determining how much contingency reserve must be added or reduced to the estimated cost in order to put the residual risk to an acceptable level. Finally, the last step which happens in closing phase would be an overview of the project risks and final clarification of residual risks. The sales experience of more than 20,000 MW turn-key power plant projects alongside this framework, are used to develop a software that assists the sales team to have a better project risk management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20marketing" title="project marketing">project marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title=" risk management"> risk management</a>, <a href="https://publications.waset.org/abstracts/search?q=tendering" title=" tendering"> tendering</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=turn-key%20projects" title=" turn-key projects"> turn-key projects</a> </p> <a href="https://publications.waset.org/abstracts/34206/a-risk-management-framework-for-selling-a-mega-power-plant-project-in-a-new-market" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34206.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">330</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18862</span> Critical Success Factors of Information Technology Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Athar%20Imtiaz">Athar Imtiaz</a>, <a href="https://publications.waset.org/abstracts/search?q=Abduljalil%20S.%20Al-Mudhary"> Abduljalil S. Al-Mudhary</a>, <a href="https://publications.waset.org/abstracts/search?q=Taha%20Mirhashemi"> Taha Mirhashemi</a>, <a href="https://publications.waset.org/abstracts/search?q=Roslina%20Ibrahim"> Roslina Ibrahim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Information Technology (IT) is being used by almost all organizations throughout the world. However, its success at supporting and improving business is debatable. There is always the risk of IT project failure and studies have proven that a large number of IT projects indeed do fail. There are many components that further the success of IT projects; these have been studied in previous studies. Studies have found the most necessary components for success in software development projects, executive information systems etc. In this study, previous literature that has looked into these success promoting factors have been critically reviewed and analyzed. Fifteen critical Success Factors (CSF) of IT projects were enlisted and examined. These factors can be applied to all IT projects and is not specific to a particular type of IT/IS project. A hypothesis was also generated after the evaluation of the factors. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=critical%20success%20factors" title="critical success factors">critical success factors</a>, <a href="https://publications.waset.org/abstracts/search?q=CSF" title=" CSF"> CSF</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20projects" title=" IT projects"> IT projects</a>, <a href="https://publications.waset.org/abstracts/search?q=IS%20projects" title=" IS projects"> IS projects</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20development%20projects" title=" software development projects"> software development projects</a> </p> <a href="https://publications.waset.org/abstracts/2420/critical-success-factors-of-information-technology-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2420.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">400</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18861</span> Project Management Framework and Influencing Factors</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehrnoosh%20Askarizadeh">Mehrnoosh Askarizadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The increasing variations of the business world correspond with a high diversity of theoretical perspectives used in project management research. This diversity is reflected by a variety of influencing factors, which have been the subject of empirical studies. This article aims to systemize the different streams of research on the basis of a literature review and at developing a research framework influencing factors. We will identify fundamental elements of a project management theory. The framework consists of three dimensions: design, context, and goal. Its purpose is to support the combination of different perspectives and the development of strategies for further research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project" title="project">project</a>, <a href="https://publications.waset.org/abstracts/search?q=goal" title=" goal"> goal</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=influencing%20factors" title=" influencing factors "> influencing factors </a> </p> <a href="https://publications.waset.org/abstracts/33489/project-management-framework-and-influencing-factors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33489.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">543</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18860</span> Factors Constraining the Utilization of Risk Management Strategies in the Execution of Public Construction Projects in North East Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20U.%20Kunya">S. U. Kunya</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20A.%20Mohammad"> S. A. Mohammad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Construction projects in Nigeria are characterized with risks emanating from delays and accompanying cost-overruns. The aim of the study was to identify and assess factors constraining the utilization of risk management strategies in the execution of public construction project in North-East Nigeria. Data was collected with the aid of a well-structured questionnaire administered to three identified projects in the North-east. Data collected were analysed using the severity index. Findings revealed political involvement, selection of inexperienced contractors and lack of coordinated public sector strategy as the most severe factors constraining the utilization of risk management strategies. The study recommended that: formulation of laws to prevent negative political meddling in construction projects; selection of experienced, risk-informed contractors; and comprehensive risk assessment and planning on all public construction projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=factors" title="factors">factors</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria" title=" Nigeria"> Nigeria</a>, <a href="https://publications.waset.org/abstracts/search?q=north-east" title=" north-east"> north-east</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20projects" title=" public projects"> public projects</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title=" risk management"> risk management</a>, <a href="https://publications.waset.org/abstracts/search?q=strategies" title=" strategies"> strategies</a>, <a href="https://publications.waset.org/abstracts/search?q=utilization" title=" utilization"> utilization</a> </p> <a href="https://publications.waset.org/abstracts/60305/factors-constraining-the-utilization-of-risk-management-strategies-in-the-execution-of-public-construction-projects-in-north-east-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60305.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">532</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18859</span> The Significance of a Well-Defined Systematic Approach in Risk Management for Construction Projects within Oil Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Batool%20Ismaeel">Batool Ismaeel</a>, <a href="https://publications.waset.org/abstracts/search?q=Umair%20Farooq"> Umair Farooq</a>, <a href="https://publications.waset.org/abstracts/search?q=Saad%20Mushtaq"> Saad Mushtaq</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Construction projects in the oil industry can be very complex, having unknown outcomes and uncertainties that cannot be easily predicted. Each project has its unique risks generated by a number of factors which, if not controlled, will impact the successful completion of the project mainly in terms of schedule, cost, quality, and safety. This paper highlights the historic risks associated with projects in the south and east region of Kuwait Oil Company (KOC) collated from the company’s lessons learned database. Starting from Contract Award through to handover of the project to the Asset owner, the gaps in project execution in terms of managing risk will be brought to discussion and where a well-defined systematic approach in project risk management reflecting many claims, change of scope, exceeding budget, delays in engineering phase as well as in the procurement and fabrication of long lead items should be adopted. This study focuses on a proposed feasible approach in risk management for engineering, procurement and construction (EPC) level projects including the various stakeholders involved in executing the works from International to local contractors and vendors in KOC. The proposed approach covers the areas categorized into organizational, design, procurement, construction, pre-commissioning, commissioning and project management in which the risks are identified and require management and mitigation. With the effective deployment and implementation of the proposed risk management system and the consideration of it as a vital key in achieving the project’s target, the outcomes will be more predictable in the future, and the risk triggers will be managed and controlled. The correct resources can be allocated on a timely basis for the company for avoiding any unpredictable outcomes during the execution of the project. It is recommended in this paper to apply this risk management approach as an integral part of project management and investigate further in the future, the effectiveness of this proposed system for newly awarded projects and compare the same with those projects of similar budget/complexity that have not applied this approach to risk management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction" title="construction">construction</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20completion" title=" project completion"> project completion</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title=" risk management"> risk management</a>, <a href="https://publications.waset.org/abstracts/search?q=uncertainties" title=" uncertainties"> uncertainties</a> </p> <a href="https://publications.waset.org/abstracts/99072/the-significance-of-a-well-defined-systematic-approach-in-risk-management-for-construction-projects-within-oil-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/99072.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">153</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18858</span> Analysis of Risks of Adopting Integrated Project Delivery: Application of Bayesian Theory</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shan%20Li">Shan Li</a>, <a href="https://publications.waset.org/abstracts/search?q=Qiuwen%20Ma"> Qiuwen Ma</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Integrated project delivery (IPD) is a project delivery method distinguished by a shared risk/rewards mechanism and multiparty agreement. IPD has drawn increasing attention from construction industry due to its reliability to deliver high-performing buildings. However, unavailable IPD specific insurance concerns the industry participants who are interested in IPD implementation. Even though the risk management capability can be enhanced using shared risk mechanism, some risks may occur when the partners do not commit themselves into the integrated practices in a desired manner. This is because the intense collaboration and close integration can not only create added value but bring new opportunistic behaviors and disputes. The study is aimed to investigate the risks of implementing IPD using Bayesian theory. IPD risk taxonomy is presented to identify all potential risks of implementing IPD and a risk network map is developed to capture the interdependencies between IPD risks. The conditional relations between risk occurrences and the impacts of IPD risks on project performances are evaluated and simulated based on Bayesian theory. The probability of project outcomes is predicted by simulation. In addition, it is found that some risks caused by integration are most possible occurred risks. This study can help the IPD project participants identify critical risks of adopting IPD to improve project performances. In addition, it is helpful to develop IPD specific insurance when the pertinent risks can be identified. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bayesian%20theory" title="Bayesian theory">Bayesian theory</a>, <a href="https://publications.waset.org/abstracts/search?q=integrated%20project%20delivery" title=" integrated project delivery"> integrated project delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20risks" title=" project risks"> project risks</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20performances" title=" project performances"> project performances</a> </p> <a href="https://publications.waset.org/abstracts/94628/analysis-of-risks-of-adopting-integrated-project-delivery-application-of-bayesian-theory" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/94628.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">300</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18857</span> UEMSD Risk Identification: Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Sekulov%C3%A1">K. Sekulová</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20%C5%A0imon"> M. Šimon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The article demonstrates on a case study how it is possible to identify MSD risk. It is based on a dissertation risk identification model of occupational diseases formation in relation to the work activity that determines what risk can endanger workers who are exposed to the specific risk factors. It is evaluated based on statistical calculations. These risk factors are main cause of upper-extremities musculoskeletal disorders. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=case%20study" title="case study">case study</a>, <a href="https://publications.waset.org/abstracts/search?q=upper-extremity%20musculoskeletal%20disorders" title=" upper-extremity musculoskeletal disorders"> upper-extremity musculoskeletal disorders</a>, <a href="https://publications.waset.org/abstracts/search?q=ergonomics" title=" ergonomics"> ergonomics</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20identification" title=" risk identification"> risk identification</a> </p> <a href="https://publications.waset.org/abstracts/14518/uemsd-risk-identification-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14518.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">500</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18856</span> Identifying Project Delay Factors in the Australian Construction Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Syed%20Sohaib%20Bin%20Hasib">Syed Sohaib Bin Hasib</a>, <a href="https://publications.waset.org/abstracts/search?q=Hiyam%20Al-Kilidar"> Hiyam Al-Kilidar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Meeting project deadlines is a major challenge for most construction projects. In this study, perceptions of contractors, clients, and consultants are compared relative to a list of factors derived from the review of the extant literature on project delay. 59 causes (categorized into 8 groups) of project delays were identified from the literature. A survey was devised to get insights and ranking of these factors from clients, consultants & contractors in the Australian construction industry. Findings showed that project delays in the Australian construction industry are mainly the result of skill shortages, interference in execution, and poor coordination and communication between the project stakeholders. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction" title="construction">construction</a>, <a href="https://publications.waset.org/abstracts/search?q=delay%20factors" title=" delay factors"> delay factors</a>, <a href="https://publications.waset.org/abstracts/search?q=time%20delay" title=" time delay"> time delay</a>, <a href="https://publications.waset.org/abstracts/search?q=australian%20construction%20industry" title=" australian construction industry"> australian construction industry</a> </p> <a href="https://publications.waset.org/abstracts/129978/identifying-project-delay-factors-in-the-australian-construction-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/129978.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">175</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18855</span> Portfolio Management for Construction Company during Covid-19 Using AHP Technique</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sareh%20Rajabi">Sareh Rajabi</a>, <a href="https://publications.waset.org/abstracts/search?q=Salwa%20Bheiry"> Salwa Bheiry</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In general, Covid-19 created many financial and non-financial damages to the economy and community. Level and severity of covid-19 as pandemic case varies over the region and due to different types of the projects. Covid-19 virus emerged as one of the most imperative risk management factors word-wide recently. Therefore, as part of portfolio management assessment, it is essential to evaluate severity of such risk on the project and program in portfolio management level to avoid any risky portfolio. Covid-19 appeared very effectively in South America, part of Europe and Middle East. Such pandemic infection affected the whole universe, due to lock down, interruption in supply chain management, health and safety requirements, transportations and commercial impacts. Therefore, this research proposes Analytical Hierarchy Process (AHP) to analyze and assess such pandemic case like Covid-19 and its impacts on the construction projects. The AHP technique uses four sub-criteria: Health and safety, commercial risk, completion risk and contractual risk to evaluate the project and program. The result will provide the decision makers with information which project has higher or lower risk in case of Covid-19 and pandemic scenario. Therefore, the decision makers can have most feasible solution based on effective weighted criteria for project selection within their portfolio to match with the organization’s strategies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=portfolio%20management" title="portfolio management">portfolio management</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title=" risk management"> risk management</a>, <a href="https://publications.waset.org/abstracts/search?q=COVID-19" title=" COVID-19"> COVID-19</a>, <a href="https://publications.waset.org/abstracts/search?q=analytical%20hierarchy%20process%20technique" title=" analytical hierarchy process technique"> analytical hierarchy process technique</a> </p> <a href="https://publications.waset.org/abstracts/130424/portfolio-management-for-construction-company-during-covid-19-using-ahp-technique" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/130424.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">109</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18854</span> Risk Management in Construction Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mustafa%20Dogru">Mustafa Dogru</a>, <a href="https://publications.waset.org/abstracts/search?q=Ruveyda%20Komurlu"> Ruveyda Komurlu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Companies and professionals in the construction sector face various risks in every project depending on the characteristics, size, complexity, the location of the projects and the techniques used. Some risks’ effects may increase as the project progresses whereas new risks may emerge. Because of the ever-changing nature of the risks, risk management is a cyclical process that needs to be repeated throughout the project. Since the risks threaten the success of the project, risk management is an important part of the entire project management process. The aims of this study are to emphasize the importance of risk management in construction projects, summarize the risk identification process, and introduce a number of methods for preventing risks such as alternative design, checklists, prototyping and test-analysis-correction technique etc. Following the literature review conducted to list the techniques for preventing risks, case studies has been performed to compare and evaluate the success of the techniques in a number of completed projects with the same typology, performed domestic and international. Findings of the study suggest that controlling and minimizing the level of the risks in construction projects, taking optimal precautions for different risks, and mitigating or eliminating the effects of risks are important in order to prevent additional costs for the project. Additionally, focusing on the risks that have highest impact is the most rational way to minimize the effects of the risks on projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20projects" title="construction projects">construction projects</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20management" title=" construction management"> construction management</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title=" risk management"> risk management</a> </p> <a href="https://publications.waset.org/abstracts/86700/risk-management-in-construction-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/86700.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">319</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18853</span> Assessing Readiness Model for Business Intelligence Implementation in Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdul%20Razak%20Rahmat">Abdul Razak Rahmat</a>, <a href="https://publications.waset.org/abstracts/search?q=Azizah%20Ahmad"> Azizah Ahmad</a>, <a href="https://publications.waset.org/abstracts/search?q=Azman%20Ta%E2%80%99aa"> Azman Ta’aa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The deployment of Business Intelligence (BI) for organization at the beginning phase is very crucial. Results from the previous studies found that more than half of the BI project fails to meet the objective even though a lot money are spent. Based on that problem, the readiness level of BI for the organization is important to identify in order to reduce the risk before the actual BI project is implemented. In this paper, rigorous literature review on the aspect success factors such as Critical Success Factors (CSFs), Readiness Factors (RFs), Success Factors (SFs), are discussed by different authors. The paper also adopted a few models from previous study as a guide for the assessment of BI readiness. The expected finding from this research is the Business Intelligent Readiness Model (BiRM) as a guild before implement the BI system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence%20readiness%20model" title="business intelligence readiness model">business intelligence readiness model</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence%20for%20higher%20learning" title=" business intelligence for higher learning"> business intelligence for higher learning</a>, <a href="https://publications.waset.org/abstracts/search?q=BI%20readiness%20factors" title=" BI readiness factors"> BI readiness factors</a>, <a href="https://publications.waset.org/abstracts/search?q=BI%20critical%20success%20factors%28CSF%29" title=" BI critical success factors(CSF)"> BI critical success factors(CSF)</a> </p> <a href="https://publications.waset.org/abstracts/48363/assessing-readiness-model-for-business-intelligence-implementation-in-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48363.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">371</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18852</span> A Probability Analysis of Construction Project Schedule Using Risk Management Tool</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20L.%20Agarwal">A. L. Agarwal</a>, <a href="https://publications.waset.org/abstracts/search?q=D.%20A.%20Mahajan"> D. A. Mahajan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Construction industry tumbled along with other industry/sectors during recent economic crash. Construction business could not regain thereafter and still pass through slowdown phase, resulted many real estate as well as infrastructure projects not completed on schedule and within budget. There are many theories, tools, techniques with software packages available in the market to analyze construction schedule. This study focuses on the construction project schedule and uncertainties associated with construction activities. The infrastructure construction project has been considered for the analysis of uncertainty on project activities affecting project duration and analysis is done using @RISK software. Different simulation results arising from three probability distribution functions are compiled to benefit construction project managers to plan more realistic schedule of various construction activities as well as project completion to document in the contract and avoid compensations or claims arising out of missing the planned schedule. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20project" title="construction project">construction project</a>, <a href="https://publications.waset.org/abstracts/search?q=distributions" title=" distributions"> distributions</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20schedule" title=" project schedule"> project schedule</a>, <a href="https://publications.waset.org/abstracts/search?q=uncertainty" title=" uncertainty"> uncertainty</a> </p> <a href="https://publications.waset.org/abstracts/59505/a-probability-analysis-of-construction-project-schedule-using-risk-management-tool" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59505.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">350</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18851</span> Understanding Complexity at Pre-Construction Stage in Project Planning of Construction Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehran%20Barani%20Shikhrobat">Mehran Barani Shikhrobat</a>, <a href="https://publications.waset.org/abstracts/search?q=Roger%20Flanagan"> Roger Flanagan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The construction planning and scheduling based on using the current tools and techniques is resulted deterministic in nature (Gantt chart, CPM) or applying a very little probability of completion (PERT) for each task. However, every project embodies assumptions and influences and should start with a complete set of clearly defined goals and constraints that remain constant throughout the duration of the project. Construction planners continue to apply the traditional methods and tools of “hard” project management that were developed for “ideal projects,” neglecting the potential influence of complexity on the design and construction process. The aim of this research is to investigate the emergence and growth of complexity in project planning and to provide a model to consider the influence of complexity on the total project duration at the post-contract award pre-construction stage of a project. The literature review showed that complexity originates from different sources of environment, technical, and workflow interactions. They can be divided into two categories of complexity factors, first, project tasks, and second, project organisation management. Project tasks may originate from performance, lack of resources, or environmental changes for a specific task. Complexity factors that relate to organisation and management refer to workflow and interdependence of different parts. The literature review highlighted the ineffectiveness of traditional tools and techniques in planning for complexity. However, this research focus on understanding the fundamental causes of the complexity of construction projects were investigated through a questionnaire with industry experts. The results were used to develop a model that considers the core complexity factors and their interactions. System dynamics were used to investigate the model to consider the influence of complexity on project planning. Feedback from experts revealed 20 major complexity factors that impact project planning. The factors are divided into five categories known as core complexity factors. To understand the weight of each factor in comparison, the Analytical Hierarchy Process (AHP) analysis method is used. The comparison showed that externalities are ranked as the biggest influence across the complexity factors. The research underlines that there are many internal and external factors that impact project activities and the project overall. This research shows the importance of considering the influence of complexity on the project master plan undertaken at the post-contract award pre-construction phase of a project. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20planning" title="project planning">project planning</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20complexity%20measurement" title=" project complexity measurement"> project complexity measurement</a>, <a href="https://publications.waset.org/abstracts/search?q=planning%20uncertainty%20management" title=" planning uncertainty management"> planning uncertainty management</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20risk%20management" title=" project risk management"> project risk management</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20project%20scheduling" title=" strategic project scheduling"> strategic project scheduling</a> </p> <a href="https://publications.waset.org/abstracts/153581/understanding-complexity-at-pre-construction-stage-in-project-planning-of-construction-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/153581.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">138</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18850</span> An Assessment of the Risk and Protective Factors Impacting Criminal Gang Involvement among At-Risk Boys Resident at a Juvenile Home in Trinidad and Tobago: The Peer/Individual Domain of the Risk Factor Prevention ParadIGM </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dianne%20Williams">Dianne Williams</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examined the peer/individual domain of the Risk Factor Prevention Paradigm (RFPP) to assess the risk and protective factors that impact criminal gang involvement among at-risk males residing in a juvenile home in Trinidad and Tobago. The RFPP allows for the identification of both risk and protective factors in a single, holistic framework to identify the relationship between risk factors, protective factors, and criminal gang involvement among at-risk male adolescents. Findings showed that having anti-social peers was the most significant risk factor associated with criminal gang involvement, while the most significant protective factor was having a positive social attitude. Moreover, while 65% of the boys reported never having been in a gang, 70% reported having hit, struck or used a weapon against someone, while 52% reported being involved in other violent incidents on more than two occasions. This suggests that while involvement with criminal gangs may not be common among this population, predisposing behavioral patterns are present. Results are expected to assist in the development of targeted strategies to reduce the attractiveness of gang membership. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=risk%20factor%20prevention%20paradigm" title="risk factor prevention paradigm">risk factor prevention paradigm</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20factors" title=" risk factors"> risk factors</a>, <a href="https://publications.waset.org/abstracts/search?q=protective%20factors" title=" protective factors"> protective factors</a>, <a href="https://publications.waset.org/abstracts/search?q=peer%2Findividual%20domain" title=" peer/individual domain"> peer/individual domain</a>, <a href="https://publications.waset.org/abstracts/search?q=gang%20involvement" title=" gang involvement"> gang involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=at-risk%20youth" title=" at-risk youth"> at-risk youth</a>, <a href="https://publications.waset.org/abstracts/search?q=trinidad%20and%20tobago" title=" trinidad and tobago"> trinidad and tobago</a>, <a href="https://publications.waset.org/abstracts/search?q=juvenile%20home" title=" juvenile home"> juvenile home</a> </p> <a href="https://publications.waset.org/abstracts/35675/an-assessment-of-the-risk-and-protective-factors-impacting-criminal-gang-involvement-among-at-risk-boys-resident-at-a-juvenile-home-in-trinidad-and-tobago-the-peerindividual-domain-of-the-risk-factor-prevention-paradigm" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/35675.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">607</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span 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