Construction Risk Management Decision Making: Understanding Current Practices

ISBN-13: 9781119693000 / Angielski / Twarda / 2021 / 432 str.

Alex C. Arthur

Spis treści

Title PagePrefaceDedicationAcknowledgementTable of ContentChapter 1: Introduction - A risk management approach to construction project delivery1.1 Risk perception categorisation1.1.1 Differences in personality traits1.1.2 Prospect theory1.1.3 Differences between external stakeholders and project team members1.1.4 Cultural theory1.2 Construction risk data presentation formatsPart 1: ConceptsChapter 2: Systems Analysis of the construction industry and project delivery2.1 Introduction2.2 The construction industry2.3 The construction industry system2.3.1 Open and closed systems2.3.2 Construction system objective2.3.3 Construction system's components and decomposition2.4 Construction delivery system2.5 Construction project management system; differentiation and risk2.5.1 Systems differentiation2.5.1.1 Evolution of specialist construction disciplines2.5.1.2 Isolated training programmes for the different specialist disciplines2.5.1.3 Project team members from different organisations and internal subgroups2.5.1.4 Differences in personal objectives of project team members2.5.1.5 Environmental changes2.5.2 The link between differentiation and risk2.5.2.1 Consolidated differentiated specialist groupings2.5.2.2 Failure to integrate objectives of additional differentiated specialist roles2.5.2.3 Sudden and prolonged environmental changes2.6 Construction system's environment and risk2.6.1 Political functional subsystem2.6.2 Economic functional subsystem2.6.3 Social- cultural functional subsystem2.6.4 Technological functional subsystem2.6.5 Ecological functional subsystem2.6.6 Legal functional subsystem2.7 Summary of Chapter 2Chapter 3: The concept of risk3.1 Introduction3.2 Risk conceptualisation3.3 Risk etymology3.4 Risk conceptual interpretations3.4.1 Realist interpretation3.4.2 Psychometric viewpoint3.4.3 Sociological interpretation3.4.4 Real and socially constructed viewpoint3.4.5 Edgework viewpoint3.5 Psychometric and sociological risk perspectives application in this book3.6 Summary of chapter 3Chapter 4: Construction risk management4.1 Introduction4.2 Changing perspectives on organisational risk management strategies4.3 The construction risk management process4.3.1 Risk identification subsystem4.3.2: Risk analysis subsystem4.3.3: Risk response subsystem4.3.4: Risk review subsystem4.4: Construction risk management approaches4.5: Summary of chapter 4Chapter 5: Construction risk management decision making5.1 Introduction5.2 The two systems of thinking and decision making5.2.1: Quick decision making5.2.2: Gradual decision making5.3: The psychology of perception5.3.1: Risk perception5.3.2: Formation of risk perceptions5.3.3: Impact of affective heuristics on cognitive reasoning5.3.4: Construction risk data presentation formats and affective heuristics5.4: Risk management decision making under intuition5.5: Differentiated risk perceptions and intuitive construction risk management practices5.6: Summary of chapter 5Summary of the part 1Overview of the part 2Chapter 6: Research proposal, methodology and design6.1 Introduction6.2 Research proposal6.3 Research philosophical traditions, axioms, and methodology6.4 Summary of chapter 6Chapter 7: Data Presentation7.1 Introduction7.2 Case Study Project 17.2.1 Case study 1 participants7.2.2 Case study 1 findings7.2.2.1 Case 1 - Research proposition 1: findings7.2.2.2 Case 1 - Research proposition 2: findings7.2.2.3 Case 1 - Research proposition 3: findings7.2.2.4 Summary of case 1 findings7.3 Case Study Project 27.3.1 Case study 2 participants7.3.2 Case study 2 findings7.4 Case Study Project 37.4.1 Case study 3 participants7.4.2 Case study 3 findings7.5 Case Study Project 47.5.1 Case study 4 participants7.5.2 Case study 4 findings7.6 Summary of Chapter 7Chapter 8: Application8.1 Introduction8.2 Research proposition 1: discussions8.2.1 Risk perception categorisation on the typical construction project risk events at the different project delivery phases8.2.2 Risk perception categorisation on the typical construction project risk events under different project settings8.3 Research proposition 2: discussions8.3.1 Intuitive risk management decision processing from grounded heuristics8.3.2 Susceptibility of intuitive decision processing to manipulation8.3.3 Psychological difficulties in intuitive risk identification of events outside the scope of a specialist role8.4 Research proposition 3: findings8.4.1 Two strands of intuitive construction risk management systems8.4.2 Theoretically incompatible risk management practices8.4.3 Intuitive processing of statistical and probability data8.4.4 Comparative analysis of intuitive processing of quantitative risk assessment versus qualitative risk assessment8.4.5 Intuitive processing of probability predictions of emotive events8.5 Summary of chapter 8Chapter 9: Conclusions9.1 Summary9.1.1 Research proposition 19.1.2 Research proposition 29.1.3 Research proposition 39.2 Rethinking construction risk management practicesReferencesAppendicesAppendix 1 - Research Design- Theory, Methodology and Field QuestionsAppendix 2 - Case 2 Data PresentationAppendix 3 - Case 3 Data PresentationAppendix 4 - Case 4 Data Presentation

O autorze

Dr Alex C. Arthur BSc MSc PhD FRICS MAPM is a chartered project management surveyor with more than 14 years' experience working in multi-disciplinary practices. He is a Fellow of the Royal Institution of Chartered Surveyors (RICS) and an examiner of their Assessment of Professional Competency (APC) programme. He is also a member of the Association of Project Managers. Dr Arthur is a certified professional teacher and post-doctoral researcher who possesses extensive research and industrial expertise within the UK and other international construction industries. He has published a number of articles, journals and contributions to books on systems thinking and analysis, intuitive decision making, intuitive construction risk management systems, construction risk management decision making systems, partnering procurement, development control and planning systems.