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題名 Measuring project performance and dynamic risk management for engineering design alliance
作者 顏敏仁
Yan, Min-Ren
Lee, Yung-Heng
貢獻者 教育學院
關鍵詞 System dynamics; Risk management; Casual loop; Engineering design project; Project management; Systems thinking
日期 2021-05
上傳時間 19-Sep-2022 15:17:15 (UTC+8)
摘要 Purpose
The purpose of this study is to integrate modern decision sciences and develop a dynamic risk management model for international alliance engineering design projects.

Design/methodology/approach
To apply the model to real-world risk assessment and managerial decision-making, a mega project case study was conducted. System dynamics and computer simulations were used for improving quantitative analyses and scenario planning.

Findings
Based on the consideration and analyses of different cooperation risk factors, ripple effects of design error is found to be the key factor of subcontract management in international alliance projects in this study.

Research limitations/implications
This study provides a rationale for dynamic risk management decisions and enables international alliance companies to systematically control the cooperation risks in the execution of projects.

Practical implications
In the dynamic project management process, a significant increase in the design error rate does not unilaterally occur but is caused by subcontract and other management errors as a system problem. Integrative solutions with systems thinking would help the management.

Originality/value
This study proposed a framework of measuring project performance and dynamic risk management. The benchmarked case study demonstrates the capability of the proposed model for the feedback learning of business lessons and knowledge accumulations.
關聯 Measuring Business Excellence, 25(1), 2-23
資料類型 article
DOI https://doi.org/10.1108/MBE-04-2020-0054
dc.contributor 教育學院
dc.creator (作者) 顏敏仁
dc.creator (作者) Yan, Min-Ren
dc.creator (作者) Lee, Yung-Heng
dc.date (日期) 2021-05
dc.date.accessioned 19-Sep-2022 15:17:15 (UTC+8)-
dc.date.available 19-Sep-2022 15:17:15 (UTC+8)-
dc.date.issued (上傳時間) 19-Sep-2022 15:17:15 (UTC+8)-
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/141907-
dc.description.abstract (摘要) Purpose
The purpose of this study is to integrate modern decision sciences and develop a dynamic risk management model for international alliance engineering design projects.

Design/methodology/approach
To apply the model to real-world risk assessment and managerial decision-making, a mega project case study was conducted. System dynamics and computer simulations were used for improving quantitative analyses and scenario planning.

Findings
Based on the consideration and analyses of different cooperation risk factors, ripple effects of design error is found to be the key factor of subcontract management in international alliance projects in this study.

Research limitations/implications
This study provides a rationale for dynamic risk management decisions and enables international alliance companies to systematically control the cooperation risks in the execution of projects.

Practical implications
In the dynamic project management process, a significant increase in the design error rate does not unilaterally occur but is caused by subcontract and other management errors as a system problem. Integrative solutions with systems thinking would help the management.

Originality/value
This study proposed a framework of measuring project performance and dynamic risk management. The benchmarked case study demonstrates the capability of the proposed model for the feedback learning of business lessons and knowledge accumulations.
dc.format.extent 104 bytes-
dc.format.mimetype text/html-
dc.relation (關聯) Measuring Business Excellence, 25(1), 2-23
dc.subject (關鍵詞) System dynamics; Risk management; Casual loop; Engineering design project; Project management; Systems thinking
dc.title (題名) Measuring project performance and dynamic risk management for engineering design alliance
dc.type (資料類型) article
dc.identifier.doi (DOI) 10.1108/MBE-04-2020-0054
dc.doi.uri (DOI) https://doi.org/10.1108/MBE-04-2020-0054