Access the full text.
Sign up today, get DeepDyve free for 14 days.
Gerald Kendall, Steven Rollins (2003)
Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed
A. Jaafari (2001)
Management of risks, uncertainties and opportunities on projects: time for a fundamental shiftInternational Journal of Project Management, 19
J. Weichselgartner (2001)
Disaster mitigation: the concept of vulnerability revisitedDisaster Prevention and Management, 10
R. Olsson (2007)
In search of opportunity management: Is the risk management process enough?International Journal of Project Management, 25
Y. Kwak, J. Stoddard (2004)
Project risk management: lessons learned from software development environmentTechnovation, 24
T. Uher, A. Toakley (1999)
Risk management in the conceptual phase of a projectInternational Journal of Project Management, 17
Serge Garon (2003)
Integrated Project Risk Management System (IPRiMS) for the Canadian Space Agency
D. Milosevic, S. Srivannaboon (2006)
A Theoretical Framework for Aligning Project Management with Business StrategyProject Management Journal, 37
J. Geraldi (2008)
The balance between order and chaos in multi-project firms: A conceptual modelInternational Journal of Project Management, 26
T. Williams (1995)
A classified bibliography of recent research relating to project risk managementEuropean Journal of Operational Research, 85
S. Pellegrinelli (1997)
Programme management: organising project-based changeInternational Journal of Project Management, 15
S. Pender (2001)
Managing incomplete knowledge: Why risk management is not sufficientInternational Journal of Project Management, 19
R. Chapman (1973)
Project management in NASA : the system and the men
G. Reiss, M. Anthony, J. Chapman, G. Leigh, A. Pyne (2006)
Gower Handbook of Programme Management
A. Murray, Tso (2009)
Managing successful projects with PRINCE2
Vidar Kristensen, T. Aven, D. Ford (2006)
A new perspective on Renn and Klinke's approach to risk evaluation and managementReliab. Eng. Syst. Saf., 91
Conrad Szymczak, D. Walker (2003)
Boeing – a case study example of enterprise project management from a learning organisation perspectiveThe Learning Organization, 10
Devesh Verma, K. Sinha (2002)
Toward a theory of project interdependencies in high tech R & D environmentsJournal of Operations Management, 20
F. Petit, B. Robert, J. Rousselle (2004)
Une nouvelle approche pour la caractérisation des aléas et l'évaluation des vulnérabilités des réseaux de support à la vieCanadian Journal of Civil Engineering, 31
P. Edwards, P. Bowen (1998)
Risk and risk management in construction: a review and future directions for researchEngineering, Construction and Architectural Management, 5
C. Dai, William Wells (2004)
An exploration of project management office features and their relationship to project performanceInternational Journal of Project Management, 22
D. Hillson (2002)
Extending the risk process to manage opportunitiesInternational Journal of Project Management, 20
R. Maurer, Ralph Mckinnie (2007)
The application of complexity theory to the field of project management
J. Turner (2005)
The role of pilot studies in reducing risk on projects and programmesInternational Journal of Project Management, 23
S. Ward, C. Chapman (2003)
Transforming project risk management into project uncertainty managementInternational Journal of Project Management, 21
P. Dietrich (2006)
Mechanisms for Inter-Project Integration-Empirical Analysis in Program ContextProject Management Journal, 37
ALARM AIRMIC
A risk management standard
J. Payne, J. Turner (1999)
Company-wide project management: the planning and control of programmes of projects of different typeInternational Journal of Project Management, 17
Robert Cooper, S. Edgett, Elko Kleinschmidt (1998)
Portfolio Management for New Products (Управление портфелем новых продуктов)
M. Loosemore (1999)
A grounded theory of construction crisis managementConstruction Management and Economics, 17
Pauline Bosnich, S. Grey, G. Raymond (2004)
Project Risk Management Guidelines: Managing Risk in Large Projects and Complex Procurements
Michel Thiry (2002)
Combining value and project management into an effective programme management modelInternational Journal of Project Management, 20
Markus Hällgren (2007)
Beyond the point of no return: On the management of deviationsInternational Journal of Project Management, 25
A. Merwe (2002)
Project management and business development: integrating strategy, structure, processes and projectsInternational Journal of Project Management, 20
J. Smith (1998)
Project Risk Management: Processes, Techniques and InsightsJournal of the Operational Research Society, 49
T. Raz, E. Michael (2001)
Use and benefits of tools for project risk managementInternational Journal of Project Management, 19
A. Jaafari (2007)
Project and program diagnostics: A systemic approachInternational Journal of Project Management, 25
Hongliang Zhang (2007)
A redefinition of the project risk process: Using vulnerability to open up the event-consequence linkInternational Journal of Project Management, 25
M. Lycett, A. Rassau, J. Danson (2004)
Programme management: a critical reviewInternational Journal of Project Management, 22
S. Pellegrinelli, D. Partington, C. Hemingway, Z. Mohd-Zain, M. Shah (2007)
The importance of context in programme management: An empirical review of programme practicesInternational Journal of Project Management, 25
M. Loosemore (2005)
Risk Management in Projects
P. Kelly, W. Adger (2000)
Theory and Practice in Assessing Vulnerability to Climate Change andFacilitating AdaptationClimatic Change, 47
Krishna Vatsa (2004)
Risk, vulnerability, and asset‐based approach to disaster risk managementInternational Journal of Sociology and Social Policy, 24
P. Ray (2000)
An innovative approach of risk planning for space programs.International journal of industrial ergonomics, 26 1
F. Caron, M. Fumagalli, A. Rigamonti (2007)
Engineering and contracting projects: A value at risk based approach to portfolio balancingInternational Journal of Project Management, 25
T. Grundy (1998)
Strategy implementation and project managementInternational Journal of Project Management, 16
J. Turner, R. Müller (2003)
On the nature of the project as a temporary organizationInternational Journal of Project Management, 21
Michel Thiry (2004)
“For DAD”: a programme management life-cycle processInternational Journal of Project Management, 22
C. Chapman (1997)
Project risk analysis and management - PRAM the generic processInternational Journal of Project Management, 15
O. Perminova, M. Gustafsson, Kim Wikström (2008)
Defining uncertainty in projects – a new perspectiveInternational Journal of Project Management, 26
S. Pellegrinelli (2002)
Shaping context: the role and challenge for programmesInternational Journal of Project Management, 20
R. Cooper, S. Edgett, E. Kleinschmidt (1997)
Portfolio Management in New Product Development: Lessons from the Leaders-IResearch-technology Management, 40
Mike Danilovic, Bengt Sandkull (2005)
The use of dependence structure matrix and domain mapping matrix in managing uncertainty in multiple project situationsInternational Journal of Project Management, 23
B. Aritua, N. Smith, D. Bower (2009)
Construction client multi-projects – A complex adaptive systems perspectiveInternational Journal of Project Management, 27
S. El-Sayegh (2008)
Risk assessment and allocation in the UAE construction industryInternational Journal of Project Management, 26
Suvi Elonen, K. Artto (2003)
Problems in managing internal development projects in multi-project environmentsInternational Journal of Project Management, 21
N. Archer, F. Ghasemzadeh (1999)
An integrated framework for project portfolio selectionInternational Journal of Project Management, 17
Purpose – The purpose of this paper is to present a review of recent risk management literature applied to projects, programs and project portfolios performed inside an organization with the aim of finding areas of opportunity to continue research and the development of current guides and methodologies. Design/methodology/approach – The paper uses a review of recent literature published by international organizations and journals specializing in the field of project, programs, and portfolios. Findings – The review shows that project risk management is a well developed domain in comparison to the program risk management and portfolio risk management fields, for which specifically written methodologies are difficult to find. The review also demonstrates the need to include better tools to perform a continuous control and monitoring process. Integrating a vulnerability approach is also necessary in order to consider the project, program or portfolio characteristics which mediate between consequences and the exposure to hazards and opportunities. Research limitations/implications – The review does not consider white papers or popular media. Originality/value – The limitations found in current risk management methodologies show the challenges researchers must undertake to continue improving this domain for projects performed inside an organization. The paper exhibits the areas of opportunity where methodologies and guides can be further improved to evolve towards better management structures.
International Journal of Managing Projects in Business – Emerald Publishing
Published: Jan 23, 2009
Keywords: Project management; Risk management; Chaos theory; Corporate strategy
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.