Risk Management Instruments, Strategies and Their Impact on Project Success
Risk is an inseparable event or occurrence to any project and it is a consequence of uncertainties and unknowns associated with the project and its execution. Past research studies generally focused on types of risks and risk management processes. This research effort, using a survey questionnaire,...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Anantatmula, Vittal [verfasserIn] Fan, Yang [verfasserIn] |
|---|
| Format: |
E-Artikel |
|---|---|
| Sprache: |
Englisch |
| Erschienen: |
2013 |
|---|
| Umfang: |
1 Online-Ressource |
|---|
| Übergeordnetes Werk: |
Enthalten in: International journal of risk and contingency management - Hershey, Pa : IGI Global, 2012, 2(2013), 2, Seite 27-41 |
|---|---|
| Übergeordnetes Werk: |
volume:2 ; year:2013 ; number:2 ; pages:27-41 |
| Links: |
|---|
| DOI / URN: |
10.4018/ijrcm.2013040102 |
|---|
| Katalog-ID: |
NLEJ25182649X |
|---|
| LEADER | 01000caa a22002652 4500 | ||
|---|---|---|---|
| 001 | NLEJ25182649X | ||
| 003 | DE-627 | ||
| 005 | 20231205144000.0 | ||
| 007 | cr uuu---uuuuu | ||
| 008 | 231128s2013 xx |||||o 00| ||eng c | ||
| 024 | 7 | |a 10.4018/ijrcm.2013040102 |2 doi | |
| 035 | |a (DE-627)NLEJ25182649X | ||
| 035 | |a (VZGNL)10.4018/ijrcm.2013040102 | ||
| 040 | |a DE-627 |b ger |c DE-627 |e rakwb | ||
| 041 | |a eng | ||
| 100 | 1 | |a Anantatmula, Vittal |e verfasserin |4 aut | |
| 245 | 1 | 0 | |a Risk Management Instruments, Strategies and Their Impact on Project Success |
| 264 | 1 | |c 2013 | |
| 300 | |a 1 Online-Ressource | ||
| 336 | |a Text |b txt |2 rdacontent | ||
| 337 | |a Computermedien |b c |2 rdamedia | ||
| 338 | |a Online-Ressource |b cr |2 rdacarrier | ||
| 520 | |a Risk is an inseparable event or occurrence to any project and it is a consequence of uncertainties and unknowns associated with the project and its execution. Past research studies generally focused on types of risks and risk management processes. This research effort, using a survey questionnaire, is an attempt to understand types of specific risk mitigation approaches that are commonly employed and their dependency with the type of an organization. This research effort also addressed relation between risk mitigation strategy of an organization and individual project manageŕs propensity to risk. Research results show that project risk management plan and it development is likely to be influenced by cost and time aspects of a project but not on the project scope. Further, results revealed that many organizations depend on contingency budget rather than a formalized risk management plan | ||
| 653 | |a Contingency |a Project Risk |a Project Success |a Risk Management Instruments |a Risk Strategy | ||
| 700 | 1 | |a Fan, Yang |e verfasserin |4 aut | |
| 773 | 0 | 8 | |i Enthalten in |t International journal of risk and contingency management |d Hershey, Pa : IGI Global, 2012 |g 2(2013), 2, Seite 27-41 |h Online-Ressource |w (DE-627)NLEJ244419434 |w (DE-600)2703665-0 |x 2160-9632 |7 nnns |
| 773 | 1 | 8 | |g volume:2 |g year:2013 |g number:2 |g pages:27-41 |
| 856 | 4 | 0 | |u http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102 |m X:IGIG |x Verlag |z Deutschlandweit zugänglich |
| 856 | 4 | 2 | |u http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102&buylink=true |3 Abstract |
| 912 | |a ZDB-1-GIS | ||
| 912 | |a GBV_NL_ARTICLE | ||
| 951 | |a AR | ||
| 952 | |d 2 |j 2013 |e 2 |h 27-41 | ||
| author_variant |
v a va y f yf |
|---|---|
| matchkey_str |
article:21609632:2013----::ikaaeetntuetsrtgeadhiipc |
| hierarchy_sort_str |
2013 |
| publishDate |
2013 |
| allfields |
10.4018/ijrcm.2013040102 doi (DE-627)NLEJ25182649X (VZGNL)10.4018/ijrcm.2013040102 DE-627 ger DE-627 rakwb eng Anantatmula, Vittal verfasserin aut Risk Management Instruments, Strategies and Their Impact on Project Success 2013 1 Online-Ressource Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Risk is an inseparable event or occurrence to any project and it is a consequence of uncertainties and unknowns associated with the project and its execution. Past research studies generally focused on types of risks and risk management processes. This research effort, using a survey questionnaire, is an attempt to understand types of specific risk mitigation approaches that are commonly employed and their dependency with the type of an organization. This research effort also addressed relation between risk mitigation strategy of an organization and individual project manageŕs propensity to risk. Research results show that project risk management plan and it development is likely to be influenced by cost and time aspects of a project but not on the project scope. Further, results revealed that many organizations depend on contingency budget rather than a formalized risk management plan Contingency Project Risk Project Success Risk Management Instruments Risk Strategy Fan, Yang verfasserin aut Enthalten in International journal of risk and contingency management Hershey, Pa : IGI Global, 2012 2(2013), 2, Seite 27-41 Online-Ressource (DE-627)NLEJ244419434 (DE-600)2703665-0 2160-9632 nnns volume:2 year:2013 number:2 pages:27-41 http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102 X:IGIG Verlag Deutschlandweit zugänglich http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102&buylink=true Abstract ZDB-1-GIS GBV_NL_ARTICLE AR 2 2013 2 27-41 |
| spelling |
10.4018/ijrcm.2013040102 doi (DE-627)NLEJ25182649X (VZGNL)10.4018/ijrcm.2013040102 DE-627 ger DE-627 rakwb eng Anantatmula, Vittal verfasserin aut Risk Management Instruments, Strategies and Their Impact on Project Success 2013 1 Online-Ressource Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Risk is an inseparable event or occurrence to any project and it is a consequence of uncertainties and unknowns associated with the project and its execution. Past research studies generally focused on types of risks and risk management processes. This research effort, using a survey questionnaire, is an attempt to understand types of specific risk mitigation approaches that are commonly employed and their dependency with the type of an organization. This research effort also addressed relation between risk mitigation strategy of an organization and individual project manageŕs propensity to risk. Research results show that project risk management plan and it development is likely to be influenced by cost and time aspects of a project but not on the project scope. Further, results revealed that many organizations depend on contingency budget rather than a formalized risk management plan Contingency Project Risk Project Success Risk Management Instruments Risk Strategy Fan, Yang verfasserin aut Enthalten in International journal of risk and contingency management Hershey, Pa : IGI Global, 2012 2(2013), 2, Seite 27-41 Online-Ressource (DE-627)NLEJ244419434 (DE-600)2703665-0 2160-9632 nnns volume:2 year:2013 number:2 pages:27-41 http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102 X:IGIG Verlag Deutschlandweit zugänglich http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102&buylink=true Abstract ZDB-1-GIS GBV_NL_ARTICLE AR 2 2013 2 27-41 |
| allfields_unstemmed |
10.4018/ijrcm.2013040102 doi (DE-627)NLEJ25182649X (VZGNL)10.4018/ijrcm.2013040102 DE-627 ger DE-627 rakwb eng Anantatmula, Vittal verfasserin aut Risk Management Instruments, Strategies and Their Impact on Project Success 2013 1 Online-Ressource Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Risk is an inseparable event or occurrence to any project and it is a consequence of uncertainties and unknowns associated with the project and its execution. Past research studies generally focused on types of risks and risk management processes. This research effort, using a survey questionnaire, is an attempt to understand types of specific risk mitigation approaches that are commonly employed and their dependency with the type of an organization. This research effort also addressed relation between risk mitigation strategy of an organization and individual project manageŕs propensity to risk. Research results show that project risk management plan and it development is likely to be influenced by cost and time aspects of a project but not on the project scope. Further, results revealed that many organizations depend on contingency budget rather than a formalized risk management plan Contingency Project Risk Project Success Risk Management Instruments Risk Strategy Fan, Yang verfasserin aut Enthalten in International journal of risk and contingency management Hershey, Pa : IGI Global, 2012 2(2013), 2, Seite 27-41 Online-Ressource (DE-627)NLEJ244419434 (DE-600)2703665-0 2160-9632 nnns volume:2 year:2013 number:2 pages:27-41 http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102 X:IGIG Verlag Deutschlandweit zugänglich http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102&buylink=true Abstract ZDB-1-GIS GBV_NL_ARTICLE AR 2 2013 2 27-41 |
| allfieldsGer |
10.4018/ijrcm.2013040102 doi (DE-627)NLEJ25182649X (VZGNL)10.4018/ijrcm.2013040102 DE-627 ger DE-627 rakwb eng Anantatmula, Vittal verfasserin aut Risk Management Instruments, Strategies and Their Impact on Project Success 2013 1 Online-Ressource Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Risk is an inseparable event or occurrence to any project and it is a consequence of uncertainties and unknowns associated with the project and its execution. Past research studies generally focused on types of risks and risk management processes. This research effort, using a survey questionnaire, is an attempt to understand types of specific risk mitigation approaches that are commonly employed and their dependency with the type of an organization. This research effort also addressed relation between risk mitigation strategy of an organization and individual project manageŕs propensity to risk. Research results show that project risk management plan and it development is likely to be influenced by cost and time aspects of a project but not on the project scope. Further, results revealed that many organizations depend on contingency budget rather than a formalized risk management plan Contingency Project Risk Project Success Risk Management Instruments Risk Strategy Fan, Yang verfasserin aut Enthalten in International journal of risk and contingency management Hershey, Pa : IGI Global, 2012 2(2013), 2, Seite 27-41 Online-Ressource (DE-627)NLEJ244419434 (DE-600)2703665-0 2160-9632 nnns volume:2 year:2013 number:2 pages:27-41 http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102 X:IGIG Verlag Deutschlandweit zugänglich http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102&buylink=true Abstract ZDB-1-GIS GBV_NL_ARTICLE AR 2 2013 2 27-41 |
| allfieldsSound |
10.4018/ijrcm.2013040102 doi (DE-627)NLEJ25182649X (VZGNL)10.4018/ijrcm.2013040102 DE-627 ger DE-627 rakwb eng Anantatmula, Vittal verfasserin aut Risk Management Instruments, Strategies and Their Impact on Project Success 2013 1 Online-Ressource Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Risk is an inseparable event or occurrence to any project and it is a consequence of uncertainties and unknowns associated with the project and its execution. Past research studies generally focused on types of risks and risk management processes. This research effort, using a survey questionnaire, is an attempt to understand types of specific risk mitigation approaches that are commonly employed and their dependency with the type of an organization. This research effort also addressed relation between risk mitigation strategy of an organization and individual project manageŕs propensity to risk. Research results show that project risk management plan and it development is likely to be influenced by cost and time aspects of a project but not on the project scope. Further, results revealed that many organizations depend on contingency budget rather than a formalized risk management plan Contingency Project Risk Project Success Risk Management Instruments Risk Strategy Fan, Yang verfasserin aut Enthalten in International journal of risk and contingency management Hershey, Pa : IGI Global, 2012 2(2013), 2, Seite 27-41 Online-Ressource (DE-627)NLEJ244419434 (DE-600)2703665-0 2160-9632 nnns volume:2 year:2013 number:2 pages:27-41 http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102 X:IGIG Verlag Deutschlandweit zugänglich http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102&buylink=true Abstract ZDB-1-GIS GBV_NL_ARTICLE AR 2 2013 2 27-41 |
| language |
English |
| source |
Enthalten in International journal of risk and contingency management 2(2013), 2, Seite 27-41 volume:2 year:2013 number:2 pages:27-41 |
| sourceStr |
Enthalten in International journal of risk and contingency management 2(2013), 2, Seite 27-41 volume:2 year:2013 number:2 pages:27-41 |
| format_phy_str_mv |
Article |
| institution |
findex.gbv.de |
| topic_facet |
Contingency Project Risk Project Success Risk Management Instruments Risk Strategy |
| isfreeaccess_bool |
false |
| container_title |
International journal of risk and contingency management |
| authorswithroles_txt_mv |
Anantatmula, Vittal @@aut@@ Fan, Yang @@aut@@ |
| publishDateDaySort_date |
2013-01-01T00:00:00Z |
| hierarchy_top_id |
NLEJ244419434 |
| id |
NLEJ25182649X |
| language_de |
englisch |
| fullrecord |
<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">NLEJ25182649X</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20231205144000.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">231128s2013 xx |||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.4018/ijrcm.2013040102</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)NLEJ25182649X</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(VZGNL)10.4018/ijrcm.2013040102</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Anantatmula, Vittal</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Risk Management Instruments, Strategies and Their Impact on Project Success</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2013</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Risk is an inseparable event or occurrence to any project and it is a consequence of uncertainties and unknowns associated with the project and its execution. Past research studies generally focused on types of risks and risk management processes. This research effort, using a survey questionnaire, is an attempt to understand types of specific risk mitigation approaches that are commonly employed and their dependency with the type of an organization. This research effort also addressed relation between risk mitigation strategy of an organization and individual project manageŕs propensity to risk. Research results show that project risk management plan and it development is likely to be influenced by cost and time aspects of a project but not on the project scope. Further, results revealed that many organizations depend on contingency budget rather than a formalized risk management plan</subfield></datafield><datafield tag="653" ind1=" " ind2=" "><subfield code="a">Contingency</subfield><subfield code="a">Project Risk</subfield><subfield code="a">Project Success</subfield><subfield code="a">Risk Management Instruments</subfield><subfield code="a">Risk Strategy</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Fan, Yang</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">Enthalten in</subfield><subfield code="t">International journal of risk and contingency management</subfield><subfield code="d">Hershey, Pa : IGI Global, 2012</subfield><subfield code="g">2(2013), 2, Seite 27-41</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ244419434</subfield><subfield code="w">(DE-600)2703665-0</subfield><subfield code="x">2160-9632</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:2</subfield><subfield code="g">year:2013</subfield><subfield code="g">number:2</subfield><subfield code="g">pages:27-41</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102</subfield><subfield code="m">X:IGIG</subfield><subfield code="x">Verlag</subfield><subfield code="z">Deutschlandweit zugänglich</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="u">http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102&buylink=true</subfield><subfield code="3">Abstract</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-GIS</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">2</subfield><subfield code="j">2013</subfield><subfield code="e">2</subfield><subfield code="h">27-41</subfield></datafield></record></collection>
|
| author |
Anantatmula, Vittal |
| spellingShingle |
Anantatmula, Vittal misc Contingency Risk Management Instruments, Strategies and Their Impact on Project Success |
| authorStr |
Anantatmula, Vittal |
| ppnlink_with_tag_str_mv |
@@773@@(DE-627)NLEJ244419434 |
| format |
electronic Article |
| delete_txt_mv |
keep |
| author_role |
aut aut |
| collection |
NL |
| remote_str |
true |
| illustrated |
Not Illustrated |
| issn |
2160-9632 |
| topic_title |
Risk Management Instruments, Strategies and Their Impact on Project Success |
| topic |
misc Contingency |
| topic_unstemmed |
misc Contingency |
| topic_browse |
misc Contingency |
| format_facet |
Elektronische Aufsätze Aufsätze Elektronische Ressource |
| format_main_str_mv |
Text Zeitschrift/Artikel |
| carriertype_str_mv |
cr |
| hierarchy_parent_title |
International journal of risk and contingency management |
| hierarchy_parent_id |
NLEJ244419434 |
| hierarchy_top_title |
International journal of risk and contingency management |
| isfreeaccess_txt |
false |
| familylinks_str_mv |
(DE-627)NLEJ244419434 (DE-600)2703665-0 |
| title |
Risk Management Instruments, Strategies and Their Impact on Project Success |
| ctrlnum |
(DE-627)NLEJ25182649X (VZGNL)10.4018/ijrcm.2013040102 |
| title_full |
Risk Management Instruments, Strategies and Their Impact on Project Success |
| author_sort |
Anantatmula, Vittal |
| journal |
International journal of risk and contingency management |
| journalStr |
International journal of risk and contingency management |
| lang_code |
eng |
| isOA_bool |
false |
| recordtype |
marc |
| publishDateSort |
2013 |
| contenttype_str_mv |
txt |
| container_start_page |
27 |
| author_browse |
Anantatmula, Vittal Fan, Yang |
| container_volume |
2 |
| physical |
1 Online-Ressource |
| format_se |
Elektronische Aufsätze |
| author-letter |
Anantatmula, Vittal |
| doi_str_mv |
10.4018/ijrcm.2013040102 |
| author2-role |
verfasserin |
| title_sort |
risk management instruments, strategies and their impact on project success |
| title_auth |
Risk Management Instruments, Strategies and Their Impact on Project Success |
| abstract |
Risk is an inseparable event or occurrence to any project and it is a consequence of uncertainties and unknowns associated with the project and its execution. Past research studies generally focused on types of risks and risk management processes. This research effort, using a survey questionnaire, is an attempt to understand types of specific risk mitigation approaches that are commonly employed and their dependency with the type of an organization. This research effort also addressed relation between risk mitigation strategy of an organization and individual project manageŕs propensity to risk. Research results show that project risk management plan and it development is likely to be influenced by cost and time aspects of a project but not on the project scope. Further, results revealed that many organizations depend on contingency budget rather than a formalized risk management plan |
| abstractGer |
Risk is an inseparable event or occurrence to any project and it is a consequence of uncertainties and unknowns associated with the project and its execution. Past research studies generally focused on types of risks and risk management processes. This research effort, using a survey questionnaire, is an attempt to understand types of specific risk mitigation approaches that are commonly employed and their dependency with the type of an organization. This research effort also addressed relation between risk mitigation strategy of an organization and individual project manageŕs propensity to risk. Research results show that project risk management plan and it development is likely to be influenced by cost and time aspects of a project but not on the project scope. Further, results revealed that many organizations depend on contingency budget rather than a formalized risk management plan |
| abstract_unstemmed |
Risk is an inseparable event or occurrence to any project and it is a consequence of uncertainties and unknowns associated with the project and its execution. Past research studies generally focused on types of risks and risk management processes. This research effort, using a survey questionnaire, is an attempt to understand types of specific risk mitigation approaches that are commonly employed and their dependency with the type of an organization. This research effort also addressed relation between risk mitigation strategy of an organization and individual project manageŕs propensity to risk. Research results show that project risk management plan and it development is likely to be influenced by cost and time aspects of a project but not on the project scope. Further, results revealed that many organizations depend on contingency budget rather than a formalized risk management plan |
| collection_details |
ZDB-1-GIS GBV_NL_ARTICLE |
| container_issue |
2 |
| title_short |
Risk Management Instruments, Strategies and Their Impact on Project Success |
| url |
http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102 http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102&buylink=true |
| remote_bool |
true |
| author2 |
Fan, Yang |
| author2Str |
Fan, Yang |
| ppnlink |
NLEJ244419434 |
| mediatype_str_mv |
c |
| isOA_txt |
false |
| hochschulschrift_bool |
false |
| doi_str |
10.4018/ijrcm.2013040102 |
| up_date |
2024-07-06T11:42:46.274Z |
| _version_ |
1803829815569022976 |
| fullrecord_marcxml |
<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">NLEJ25182649X</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20231205144000.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">231128s2013 xx |||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.4018/ijrcm.2013040102</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)NLEJ25182649X</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(VZGNL)10.4018/ijrcm.2013040102</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Anantatmula, Vittal</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Risk Management Instruments, Strategies and Their Impact on Project Success</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2013</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Risk is an inseparable event or occurrence to any project and it is a consequence of uncertainties and unknowns associated with the project and its execution. Past research studies generally focused on types of risks and risk management processes. This research effort, using a survey questionnaire, is an attempt to understand types of specific risk mitigation approaches that are commonly employed and their dependency with the type of an organization. This research effort also addressed relation between risk mitigation strategy of an organization and individual project manageŕs propensity to risk. Research results show that project risk management plan and it development is likely to be influenced by cost and time aspects of a project but not on the project scope. Further, results revealed that many organizations depend on contingency budget rather than a formalized risk management plan</subfield></datafield><datafield tag="653" ind1=" " ind2=" "><subfield code="a">Contingency</subfield><subfield code="a">Project Risk</subfield><subfield code="a">Project Success</subfield><subfield code="a">Risk Management Instruments</subfield><subfield code="a">Risk Strategy</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Fan, Yang</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">Enthalten in</subfield><subfield code="t">International journal of risk and contingency management</subfield><subfield code="d">Hershey, Pa : IGI Global, 2012</subfield><subfield code="g">2(2013), 2, Seite 27-41</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ244419434</subfield><subfield code="w">(DE-600)2703665-0</subfield><subfield code="x">2160-9632</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:2</subfield><subfield code="g">year:2013</subfield><subfield code="g">number:2</subfield><subfield code="g">pages:27-41</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102</subfield><subfield code="m">X:IGIG</subfield><subfield code="x">Verlag</subfield><subfield code="z">Deutschlandweit zugänglich</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="u">http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/ijrcm.2013040102&buylink=true</subfield><subfield code="3">Abstract</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-GIS</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">2</subfield><subfield code="j">2013</subfield><subfield code="e">2</subfield><subfield code="h">27-41</subfield></datafield></record></collection>
|
| score |
7.401597 |