Measuring the performance of project risk management: a preliminary model

Serpell Alfredo Federico (), Ferrada Ximena and Rubio Larissa
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Serpell Alfredo Federico: Facultad de Ingeniería, Universidad del Desarrollo, Santiago, Chile
Ferrada Ximena: Facultad de Ingeniería, Universidad del Desarrollo
Rubio Larissa: Depto. Ingeniería y Gestión de la Construcción, Pontificia Universidad Católica de Chile

Organization, Technology and Management in Construction, 2019, vol. 11, issue 1, 1984-1991

Abstract: The function of project risk management (PRM) is to understand the uncertainty that surrounds a project and to identify the potential threats than can affect it as well as to know how to handle these risks in an appropriate way. Then, the measurement of the performance of PRM becomes an important concern, an issue that has not yet been addressed in the research literature. It is necessary to know how successful the application of the PRM process is and how capable is the process within the organization. Regarding construction projects, it is essential to know whether the selected responses to mitigate or eliminate identified risks were suitable and well implemented after the execution of the project. This paper presents a critical analysis of the relevance of measuring the performance of PRM and the benefits of doing so. Additionally, it presents a preliminary and pioneering methodology to measure the performance of PRM through the evaluation of the adequacy of responses applied to mitigate risks as well as to evaluate the resulting impacts as indicators of the effectiveness of these actions at the end of the project. This knowledge will allow construction companies to incorporate good practices, generate lessons learned, and thereby to promote a continuous improvement of the whole PRM process.

Keywords: performance; measurement; risk management; projects; key performance indicators (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:vrs:otamic:v:11:y:2019:i:1:p:1984-1991:n:10

DOI: 10.2478/otmcj-2019-0005

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