IEC 62198:2013 provides principles and generic guidelines on managing risk and uncertainty in projects. In particular it describes a systematic approach to managing risk in projects based on ISO 31000, Risk management – Principles and guidelines. Guidance is provided on the principles for managing risk in projects, the framework and organizational requirements for implementing risk management and the process for conducting effective risk management. This standard is not intended for the purpose of certification. This second edition cancels and replaces the first edition, published in 2001, and constitutes a technical revision. This edition includes the following significant technical changes with respect to the previous edition: – major restructure and rewrite of the first version; – now aligned with ISO 31000, Risk management – Principles and guidelines. Key words: managing risk and uncertainty, ISO 31000<\/p>\n
| PDF Pages<\/th>\n | PDF Title<\/th>\n<\/tr>\n | ||||||
|---|---|---|---|---|---|---|---|
| 6<\/td>\n | English CONTENTS <\/td>\n<\/tr>\n | ||||||
| 8<\/td>\n | INTRODUCTION <\/td>\n<\/tr>\n | ||||||
| 9<\/td>\n | 1 Scope 2 Normative references 3 Terms and definitions <\/td>\n<\/tr>\n | ||||||
| 11<\/td>\n | 4 Managing risks in projects <\/td>\n<\/tr>\n | ||||||
| 12<\/td>\n | Tables Table 1 \u2013 Typical phases in a project <\/td>\n<\/tr>\n | ||||||
| 13<\/td>\n | 5 Principles Figures Figure 1 \u2013 Principal stakeholders in a project <\/td>\n<\/tr>\n | ||||||
| 14<\/td>\n | 6 Project risk management framework 6.1 General <\/td>\n<\/tr>\n | ||||||
| 15<\/td>\n | 6.2 Mandate and commitment Figure 2 \u2013 Relationship between the components of the frameworkfor managing risk, adapted from ISO 31000 <\/td>\n<\/tr>\n | ||||||
| 16<\/td>\n | 6.3 Design of the framework for managing project risk 6.3.1 Understanding the project and its context 6.3.2 Establishing the project risk management policy <\/td>\n<\/tr>\n | ||||||
| 17<\/td>\n | 6.3.3 Accountability <\/td>\n<\/tr>\n | ||||||
| 18<\/td>\n | 6.3.4 Integration into project management processes 6.3.5 Resources 6.3.6 Establishing internal project communication and reporting mechanisms <\/td>\n<\/tr>\n | ||||||
| 19<\/td>\n | 6.3.7 Establishing external project communication and reporting mechanisms 6.4 Implementing project risk management 6.4.1 Implementing the framework for managing project risk 6.4.2 Implementing the project risk management process 6.5 Monitoring and review of the project risk management framework <\/td>\n<\/tr>\n | ||||||
| 20<\/td>\n | 6.6 Continual improvement of the project risk management framework 7 Project risk management process 7.1 General <\/td>\n<\/tr>\n | ||||||
| 21<\/td>\n | 7.2 Communication and consultation Figure 3 \u2013 Project risk management process, adapted from ISO 31000 <\/td>\n<\/tr>\n | ||||||
| 22<\/td>\n | 7.3 Establishing the context 7.3.1 General 7.3.2 Establishing the external context <\/td>\n<\/tr>\n | ||||||
| 23<\/td>\n | 7.3.3 Establishing the internal context 7.3.4 Establishing the context of the project risk management process <\/td>\n<\/tr>\n | ||||||
| 24<\/td>\n | 7.3.5 Defining risk criteria 7.3.6 Key elements <\/td>\n<\/tr>\n | ||||||
| 25<\/td>\n | 7.4 Risk assessment 7.4.1 General 7.4.2 Risk identification <\/td>\n<\/tr>\n | ||||||
| 26<\/td>\n | 7.4.3 Risk analysis <\/td>\n<\/tr>\n | ||||||
| 27<\/td>\n | 7.4.4 Risk evaluation 7.5 Risk treatment 7.5.1 General 7.5.2 Selection of risk treatment options <\/td>\n<\/tr>\n | ||||||
| 28<\/td>\n | 7.5.3 Risk treatment plans 7.6 Monitoring and review <\/td>\n<\/tr>\n | ||||||
| 29<\/td>\n | 7.7 Recording and reporting the project risk management process 7.7.1 Reporting <\/td>\n<\/tr>\n | ||||||
| 30<\/td>\n | 7.7.2 The project risk management plan 7.7.3 Documentation 7.7.4 The project risk register <\/td>\n<\/tr>\n | ||||||
| 32<\/td>\n | Annex A (informative) Examples A.1 General A.2 Project risk management process A.2.1 Stakeholder analysis (see 7.2) Table A.1 \u2013 Stakeholders for a government project <\/td>\n<\/tr>\n | ||||||
| 33<\/td>\n | A.2.2 External and internal context (see 7.3.4) Table A.2 \u2013 Stakeholders and objectives for a ship upgrade Table A.3 \u2013 Stakeholders and communication needs for a civil engineering project <\/td>\n<\/tr>\n | ||||||
| 34<\/td>\n | Table A.4 \u2013 External context for an energy project <\/td>\n<\/tr>\n | ||||||
| 35<\/td>\n | A.2.3 Risk management context (see 7.3.4) A.2.4 Risk management context for a power enhancement project Table A.5 \u2013 Internal context for a private sector infrastructure project <\/td>\n<\/tr>\n | ||||||
| 36<\/td>\n | A.2.5 Risk criteria (see 7.3.5) A.2.6 Key elements (see 7.3.6) Figure A.1 \u2013 Risk management scope for an open pit mine project Table A.6 \u2013 Criteria for a high-technology project <\/td>\n<\/tr>\n | ||||||
| 37<\/td>\n | Table A.7 \u2013 Key elements for a communications system project <\/td>\n<\/tr>\n | ||||||
| 38<\/td>\n | A.2.7 Risk analysis (see 7.4.3) Table A.8 \u2013 Key elements and workshop planning guide for a defence project Table A.9 \u2013 Key elements for establishing a new health service organization <\/td>\n<\/tr>\n | ||||||
| 39<\/td>\n | Table A.10 \u2013 Example consequence scale <\/td>\n<\/tr>\n | ||||||
| 40<\/td>\n | Table A.11 \u2013 Example likelihood scale Table A.12 \u2013 Example of a matrix for determining the level of risk <\/td>\n<\/tr>\n | ||||||
| 42<\/td>\n | A.2.8 Risk evaluation (see 7.4.4) A.2.9 Risk treatment (see 7.5) Figure A.2 \u2013 Distribution of costs using simulation Table A.13 \u2013 Example of priorities for attention <\/td>\n<\/tr>\n | ||||||
| 43<\/td>\n | A.2.10 Risk register (see 7.4.2 and 7.7.4) Table A.14 \u2013 Example of a treatment options worksheet Table A.15 \u2013 Simple risk register structure <\/td>\n<\/tr>\n | ||||||
| 44<\/td>\n | Bibliography <\/td>\n<\/tr>\n<\/table>\n","protected":false},"excerpt":{"rendered":" Managing risk in projects. Application guidelines<\/b><\/p>\n |