A New Classification of Risk-Reduction Options to Improve the Risk-Reduction Readiness of the Railway Industry
Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 33122
A New Classification of Risk-Reduction Options to Improve the Risk-Reduction Readiness of the Railway Industry

Authors: Eberechi Weli, Michael Todinov

Abstract:

The gap between the selection of risk-reduction options in the railway industry and the task of their effective implementation results in compromised safety and substantial losses. An effective risk management must necessarily integrate the evaluation phases with the implementation phase. This paper proposes an essential categorisation of risk reduction measures that best addresses a standard railway industry portfolio. By categorising the risk reduction options into design, operational, procedural and technical options, it is guaranteed that the efforts of the implementation facilitators (people, processes and supporting systems) are systematically harmonised. The classification is based on an integration of fundamental principles of risk reduction in the railway industry with the systems engineering approach.

This paper argues that the use of a similar classification approach is an attribute of organisations possessing a superior level of risk-reduction readiness. The integration of the proposed rational classification structure provides a solid ground for effective risk reduction.

Keywords: Cost effectiveness, organisational readiness, risk reduction, railway, system engineering.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1087966

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1806

References:


[1] Van Der Merwe, A.P. (2002). Project Management and business development: integrating strategy, structure processes and projects. International Journal of Project Management 20, pp. 401-411. Elsevier Science Ltd.
[2] Van Der Merwe, A.P. (2002). Multi-project management -- organizational structure and control. International Journal of Project Management Vol. 15, No. 4, pp. 223-233.
[3] Hobbs, B.; Andersen, B. (2001) .Different alliance relationships for project design and execution. International Journal of Project Management 19, pp. 465-469. Elsevier Science Ltd.
[4] Neil, M., Fenton, N. (2005). Tailor M. Using Bayesian networks to model expected and unexpected operational losses. Risk Analysis, 25, pp. 963–72.
[5] Williams, T.; Eden, C.; Ackermann, F.; Tait, A.; (1995). The effects of design changes and delays on project costs. Journal of the Operational Research Society, pp. 809–18.
[6] Millera, R., Lessard, D. (2001). Understanding and managing risks in large engineering projects. International Journal of Project Management 19, pp. 437–443. Elsevier Science Ltd.
[7] Love, P.E.D.; Lopez, R.; GOH, Y.M.; TAM, C.M. (2011). What goes up shouldn’t come down: Learning from construction and engineering failures. The 12th East Asia-Pacific Conference on Structural Engineering and Construction. Procedia Engineering 14, pp. 844-850. Elsevier Ltd.
[8] Holzmann, V.; Spiegler, I. (2011). Developing risk breakdown structure for information technology organizations. International Journal of Project Management 29, pp. 537–546.
[9] Gokpinar, B.; Hopp, W.J.; Iravani, S.M.R (2010). The Impact of Misalignment of Organisational Structure and Product Architecture on Quality in Complex Product Development. Management Science Vol. 56, No. 3 pp. 468-484.
[10] Hansen, M. T. (2002). Knowledge networks: Explaining effective knowledge sharing in multi-unit companies. Organ. Sci. 13(3), pp. 232 – 248.
[11] Carlile, P. R. (2002). A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organ. Sci. 13(4), pp. 442 – 455.
[12] Contractor, N. S.; Monge, P. R. (2002). Managing knowledge networks. Management Comm. Quart. 16(2) 249–258.
[13] Nonaka, I.; Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation.Oxford University Press, New York.
[14] Fang, C.; Marle, F.; Zio, E.; Bocquet, J. (2012). Network theory-based analysis of risk interactions in large engineering projects. Reliability Engineering and System Safety 106, pp. 1–10
[15] Corbett, L.M.; Brockelsby, J.; Campbell-Hunt, C. (2002). Tackling industrial complexity. Cambridge: Institute for Manufacturing.
[16] Schlindwein, S.L.; Ison, R. (2004). Human knowing and perceived complexity: implications for systems practice. Emergence: Complexity and Organization 6, pp. 27–32.
[17] Baccarini, D. (1996). The concept of project complexity - a review. International Journal of Project Management 14, pp. 201–4.
[18] Vidal, L.A.; Marle, F.; Bocquet, J.C. (2011). Using a Delphi process and the analytic hierarchy process (AHP) to evaluate the complexity of projects. Expert Systems with Applications, 38 (5), pp. 388 –405.
[19] Wong, V.; Shaw, V.; Sher, P. J. H. (1998). Effective Organization and Management of Technology Assimilation - The Case of Taiwanese Information Technology Firms. Industrial Marketing Management 27, pp. 213–227. Elsevier Science Inc.
[20] Ahonena, J.J.; Savolainena, P. (2010). Software engineering projects may fail before they are started: Post-mortem analysis of five cancelled projects. The Journal of Systems and Software 83, pp. 2175–2187. Elsevier Inc.
[21] McFarlan, F.W. (1992). ‘Multinational CIO challenges for the 199Os’, in Palvia, S., Palvia, P. and Zigli, R.M. eds., The Global Issues of Information Technology Management, Idea Group Publishing, Harrisburg, PA.
[22] Zaltman, G.; Dunca, R.; Holbeck, .J. (1973). Innovations and Organizations. Wiley, New York, 1973.
[23] Baker, N.R.; Sweeney, D.J. (1978). Toward a conceptual framework of the process of organized innovation technological within the firm. Research Policy 7, pp. 150-174.
[24] Remenyi, D.; Heafield, A. (1996). Business process re-engineering: some aspects of how to evaluate and manage the risk exposure. International Journal of Project Management Vol. 14, No. 6, pp. 349- 357. Elsevier Science Ltd.
[25] Willcocks, .L.;Margetts, H. (1994). Informatisation in Public and Private Sector Settings: Distinctive or Common Risks? Informatisation and the Public Sector.
[26] Bessant, J. (1991). Managing Advanced Manufacturing Technology: The Challenge of the Fifth Wave, NCC- Blackwell, Manchester.
[27] Patanakul, P.; Milosevic, D. (2009). The effectiveness in managing a group of multiple projects: Factors of influence and measurement criteria. International Journal of Project Management 27, pp. 216–233, Elsevier Ltd.
[28] Seider, R. (2006). Optimizing project portfolios. Research Technology Management 2006, pp. 49:43.
[29] Hendriks, M.; Voeten, B.; Kroep, L. (1999). Human resource allocation in a multi-project R&D environment: resource capacity allocation and project portfolio planning in practice. International Journal Project Management, 17, pp. 181–8.
[30] Nobeoka, K.;Cusumano, M.A. (1995). Multi-project strategy, design transfer, and project performance: a survey of automobile development projects in the US and Japan. IEEE Trans Eng Manage (42), pp. 397– 409.
[31] Taleb, N.N. (2007). The black swan, the impact of the highly improbable, Penguin books.
[32] Whitty, S.J.; Maylor, H., (2009). And then came complex project management. International Journal of Project Management 27, pp. 304– 310.
[33] Koppenjana, J.; Veenemanb, W.; Van der Voortb, H.; ten Heuvelhofb, E.; Leijten, M. (2011). Competing management approaches in large engineering projects: The Dutch RandstadRail project. International Journal of Project Management 29, pp. 740–750. Elsevier Ltd.
[34] Todinov M.T.; Weli E. (2013). Optimal risk reduction in the railway industry by using dynamic programming. International Conference on Reliability, Safety and Security Engineering, London, UK. World Academy of Science Engineering and Technology, 79, pp. 220-224.
[35] Marshal, C. (2001). Measuring and Managing Operational Risk in Financial Institutions. John Wiley & Sons. pp. 3 – 44. ISBN 978- 0471845959.
[36] Bessis, J. (2002). Risk Management in Banking. John Wiley & Sons; 2nd Edition, pp. 51 – 67. ISBN 978-0471499770.
[37] Railways and Other Guided Transport Systems (Safety) Regulations (ROGS). http://www.rail-reg.gov.uk/server/show/nav.1511. Accessed 29-10-13.
[38] Weli, E.; Todinov, M.T. (2013). A new approach to risk reduction in the railway industry. Institution of Engineering and Technology Special Interest Publication - Infrastructure Risk & Resilience: Transportation. pp. 47 – 52. ISBN 978-1-84919-696-3.