Viabilidad de riesgo
Risk feasibility
Abstract (en)
A risk in a project is an event or uncertain condition that when it occurs, has a positive or negative effect on some project objective and it must be taken into account that both the size and the complexity of the project increase the risks and that it is frequent that behave like icebergs. The presence of risk is inevitable in all projects, however, the important thing in Risk Management (it represents the potential impact, whether negative or positive that can affect the scope of the project), is to identify them, assess them and give the most appropriate response. convenient in the shortest possible time to each one of them; This process involves the identification of activities, according to their nature The results of a project are the product of many factors, including those that are not predictable and over which project managers have little control as indicated by Hillson “The presence of risk creates surprises throughout the project life cycle, which affects everything from technical feasibility to costs, market timing, financial performance, and strategic objectives (Hillson, 1999; Loch, Solt, & Bailey, 2008; Thieme, Song, and Shin, 2003) ”.
Abstract (es)
Un riesgo en un proyecto es un suceso o condición incierta que cuando ocurre, tiene un efecto positivo o negativo sobre algún objetivo del proyecto y se debe tener en cuenta que tanto el tamaño como la complejidad del proyecto incrementan los riesgos y que es frecuente que se comporten como los icebergs. La presencia de riesgo es algo inevitable en todos los proyectos, sin embargo, lo importante en la Gerencia de Riesgo (representa el impacto potencial ya sea negativo o positivo que pueden afectar el alcance del proyecto), es identificarlos, valorarlos y darle la respuesta más conveniente en el menor tiempo posible a cada uno de ellos; este proceso envuelve la identificación de actividades, según su naturaLos resultados de un proyecto son producto de muchos factores, incluyendo aquellos que no son predecibles y sobre los cuales los gerentes de proyecto tienen poco control como indica Hillson “La presencia de riesgo crea sorpresas durante todo el ciclo de vida del proyecto, que afecta a todo, desde la viabilidad técnica a los costos, la sincronización del mercado, el rendimiento financiero y los objetivos estratégicos (Hillson, 1999; Loch, Solt, y Bailey, 2008; Thieme, Song, y Shin, 2003)”.
References
CONPES. (2011). Del riesgo previsible en el marco de la politica de contratacion publica. En c. N. Social, CONPES 3714 (pág. 13 a 22). Bogotá: DNP.
Project Management Institute. (2013). Project management body of knowledge. Pensilvania: PMI.
Teller, J. (2013). Portfolio Risk Manage¬ment and Its Contribution to Project Portafolio Succes: An Investigation of Organization, Procces and Culture. Project Management Journal, 36-51.
Thamhain, H. (2013). Managing Risks in Complex Projects. Project Management Journal, 21.
Visitas
Downloads
How to Cite
License
The authors sign a transfer of rights so that Universidad Santo Tomás can publish the articles under the conditions described below. The authors, readers and other users are free to share, copy, distribute, perform and publicly communicate the work under the following conditions:
-
Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
-
NonCommercial — You may not use the material for commercial purposes.
-
ShareAlike — If you remix, transform, or build upon the material, you must distribute your contributions under the same license as the original.
No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
CITAS is licensed under Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International (CC BY-NC-SA 4.0).
Until 2019 the documents published in the magazine were under the Creative Commons Attribution-ShareAlike license (CC BY-SA), however, in order to guarantee the open and free distribution of the content published in the magazine, it was decided to change the type Commons Attribution-NonCommercial-ShareAlike 4.0 International license (CC BY-NC-SA 4.0)
