Shaar Project & Bid Management Ltd
Chief Executive Officer
Practical and Implementable Tools for Risk Management in Mega-Projects
Risk management is a “sexy” term that has gained momentum over the past few years.
Quite often, implementation of risk management practices is prescribed in either contractual requirements [by the employer], in organizational procedures [by management], or in bylaws and regulations [by the relevant regulator].
In many of these cases, most parties lack sufficiently deep understanding of what this really means, and what is the real purpose and benefit of the required effort.
There is need for more clarity in regard to the objectives and advantages of risk management, as well as in regard to the difference between Project Risk Management and Operational/Organizational Risk Management.
The preface will describe best practices of risk management in civil infrastructure mega-projects, focusing on the implementation in a complex organizational environment comprising prime-contractors and sub-contractors, project management companies and an Employer/ Owner.
The first part of the lecture will focus on risk analysis and assessment; firstly, the most widely accepted methods will be presented and discussed – the familiar Quantitative Model with its advantages and limitations, and the less common Quantitative Model that raises, many times, fear and rejection due to its complexity.
Following, an Integrative Model for risk assessment shall be presented, which combines both models and allows “having the best of both worlds”. The good news are that the Integrative Model hardly requires any further effort beyond what is anyway invested in the familiar Qualitative Model.
The second part of the lecture will present the Bow Tie Model, which is aimed at achieving a focused and exact definition of risks, in a manner that will later enable a much more precise analysis and assessment of the risk likelihood and impact, and will allow for better planning of risk prevention or mitigation.The lecture will be accompanied by real examples from current mega-projects performed in Israel, as derived from PMI’s PMBoK and from ISO31000.
Uriel is founder and CEO of Shaar Project & Bid Management Ltd. He has over 25 years of experience in project management, project risk management, industrial engineering and O&M [Organization & Methods].
For eight years in the 90’s, Uriel served as a senior project manager at Eshed Engineers & Consultants. Subsequently, he set up and managed a Project Management Office for Taro Pharmaceuticals R&D institute in Haifa, Israel. In 2002, Uriel set up an O&M department at Migdal Insurance Group and managed it for over two years, after-which he was hired as a senior project manager at Orantech Management Systems in Tel Aviv, Israel. Uriel served as Director for Hi-Tech, SW & Infrastructure, responsible for a team of over 25 engineers and PMOs.
Since 2007, Uriel provides professional services in the field of project planning and control, project risk management, tender management and proposal preparation. Uriel established SHAAR in early 2010, and has been managing the company ever since.Uriel serves as VP and member of the Board at PMI-Israel.