Engineering risk management? 200, Engineering Risk Management?

1. Common types and identification of risks in construction.

1.Operational risk.

1) Risks brought by the construction unit.

The smooth implementation of the project is inseparable from close cooperation with the owner from beginning to end. Some owners are weaker; Although some owners have a strength, they have a poor reputation; Some owners have poor coordination ability, resulting in requisition, demolition, traffic diversion, construction procedures, etc., and cannot ......be carried out normallyFor example, Tianjin Metro project, our group won the bid and signed a construction contract in 2004, but due to the unfavorable local demolition work, several of our projects could not be started, and many large equipment such as shield tunneling machinery were idle. Therefore, the risk brought by the owner is an important risk in the operation and production of construction enterprises.

2) Risks posed by the project.

Bidding competition depends to a large extent on the competition of **. In the increasingly fierce competition, enterprises in the bidding, easy to the cost, the lack of scientific analysis and profits, regardless of the amount of project investment, size, construction difficulty and other factors, in order to win the bid, compete to lower the report.

3) Risks arising from the contract.

Some owners, taking advantage of the urgency of the enterprise to get the task, in the process of signing the contract, often attach some unequal payments, such as the standard of project quality, the method and time of project settlement, the inaccurate bill of quantities, etc., resulting in the construction enterprise in the early stage of undertaking the project, it is in a very disadvantageous position, and even falls into the contract.

2.Manage risk.

1) Project manager appointment risk.

The management and innovation ability of the project manager directly affects and determines the quality, safety, efficiency and cost of the project. If the project manager lacks basic management quality, it will inevitably bring the risk of project construction loss: changing the project manager too frequently is also a disadvantage that causes the construction cost to be uncontrollable.

For example, in a highway tunnel, the project manager under construction has been replaced by 5 times, and the outgoing audit work is not in place, resulting in unfavorable connection, back and forth, uncontrollable costs, and a large shortage of funds in the later stage of the project.

2) Project construction management risks.

Sometimes, due to the large scale, technical difficulty, and professional division of labor of the general contracting project, it is inevitable to take care of one or the other in management, and once a quality or safety accident occurs, it not only brings direct or indirect economic losses to the project, but also fines and criticism, and cessation of market activities, qualification downgrade or even revocation, which is also directly related to the life and death of the enterprise.

3.Economic risk.

Factor markets, including labor markets, material markets, equipment markets, etc., which directly affect the cost of the project; The financial market, including interest rate changes, currency depreciation and other factors, all affect the economic benefits of construction enterprises, especially the projects using BT and BOT are more sensitive; The impact is mainly manifested in the employer's funds, materials, equipment, or unqualified quality, or untimely; National policies, such as the adjustment of wages, taxes, tax rates, etc., will bring certain economic risks to the project.

4.Technical Risks.

1) Geological foundation conditions.

Geological information and foundation conditions provided by the project employer, sometimes.

The content of engineering risk management is very important, and understanding the content can better formulate future plans and do the best according to the actual situation. Zhongda Consulting will share with you the content of engineering risk management.

Characteristics and classification of risks, objectives and processes of risk management, definitions, processes and methods of risk identification, risk assessment, objectives and principles of risk control, types and control methods of risk control, implementation and monitoring of risk management.

1) Method. Determine the various methods used in the implementation of project risk management, the calculation software and the risk assessment benchmark.

2) Job responsibilities. Identify specific leaders, supporters and action team members in the risk management process, and clarify their respective job responsibilities.

3) Risk investigation and risk classification. Risk classification can take advantage of typical risk classifications from past projects and then adjust them to the actual situation.

4) Definition of risk probability and impact.

In order to ensure the quality and credibility of the qualitative risk analysis process, various levels of risk probability and impact need to be specified. In the process of risk management planning, the general provisions made about the risk probability level and the impact level should be adjusted according to the specific circumstances of the individual project for use in the qualitative risk analysis process.

You can use a relative size scale to represent probability values from "very unlikely" to "almost certain", or you can specify a numerical probability (e.g., .).9）。Another way to measure risk probability is to describe the state of the project (e.g., how well the project design is complete) in relation to the risk under consideration.

The impact level reflects the degree to which a risk will affect each project objective when it occurs. The impact level is specific to the objectives that may be affected, the size and type of project, the organization's strategy and financial situation, and the organization's sensitivity to specific impacts. The relative scale of impact is simply a sort of description of "very low", "low", "medium", "high", and "very high", showing the level of impact specified by the organization.

Another approach is to assign numerical grades to these effects, which can be linear values (e.g. .).9) or a nonlinear value (e.g. . .8）。

Nonlinear hierarchies can reflect an organization's desire to avoid high-impact hazards or take advantage of high-impact opportunities, even if their probabilities are low. When using non-linear hierarchies, it is important to understand what their values mean, how they relate to each other, and how they affect the various objectives of the project.

At present, the most prominent problem at present is that people's awareness of risk management in the field of construction is not strong enough, so that the risk management system that adapts to it does not meet the standards at all, and some enterprises and units related to construction projects lack innovative spirit in management concepts and models. Only by building and continuously improving the risk management system of construction projects, so as to prevent and control various risks in a timely and effective manner, can the fundamental interests of construction enterprises be protected.

2. The current situation of risk management of construction projects in Chinese enterprises.

At present, most of the construction units in China have certain deviations and misunderstandings in the risk management of construction projects, the most obvious problem is that most of the risk management knowledge accumulated by relevant enterprises and brigade units is also in the initial stage, such as the management method is too simple, the construction enterprise is not strong when encountering risks, and the management process and technology are not standardized enough. According to the accumulation of experience and continuous construction project risks, it can be divided into two types: uncertain risks and uncertain risks. In the process of construction engineering, the relevant construction personnel cannot predict whether the risk will occur, and the results and impacts caused by the risk will occur.

Therefore, every construction enterprise and unit must pay attention to the risk management of construction projects, because only in this way can the economic benefits of construction enterprises and units be thoroughly guaranteed.

It is very important to manage the risk of engineering projects, and it is the key to understand the details of all aspects of the risk in detail and formulate a reasonable management plan for the details. Zhongda Consulting will explain to you the risks of project management.

Project risk management refers to the risk identification, risk analysis, and risk evaluation, to understand the risk of the project, and on this basis, the reasonable use of various risk response measures, management methods, technologies and means to effectively control the risk of the project, properly deal with the adverse consequences caused by risk events, and ensure the realization of the overall goal of the project at the least cost.

At risk. 1. Whether the contract can be completed on time and whether the relevant quality can meet the requirements.

2. Tax risk projects mainly include business tax, urban construction and maintenance tax, education surcharge, stamp duty, individual income tax, etc.

3. Whether the capital chain of the capital risk project can meet the needs of production, and how to maintain the capital chain.

4. How to minimize the cost of cost risk within the controllable range.

5. The impact of the legal norms used in the political risk project and the policies at the time on the cost.