Project risk management is regarded as a necessary dimension of
effective project delivery. Current practices tend to focus on
tangible issues such as late delivery of equipment or the
implications of technology. This book introduces a framework to
identify emergent behavior-centric intangible risks and the
conditions that initiate them. Decision Making in Risk Management:
Quantifying Intangible Risk Factors in Projects identifies the
quantitative measures to assess behavior-induced risks by
presenting a framework that limits the interpersonal tension of
addressing behavioral risks. Included in the book is an
illustrative case study from the oil and gas sector that
demonstrates the use of the framework. The missing dimension of
behavior-centric intangible risk factors in current risk
identification is explored. The book goes on to cover management
processes, providing a systematic analytical approach to mitigate
subjectivity when addressing behavioral risks in projects. This
book is useful to those working in the fields of Project
Management, Systems Engineering, Risk Management, and Behavioral
Science.
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