Organization and implementation of risk-management in building enterprise Текст научной статьи по специальности «Экономика и бизнес»

ТЕХНОЛОГИЯ СТРОИТЕЛЬНЫХ ПРОЦЕССОВ. ЭКОНОМИКА, УПРАВЛЕНИЕ И ОРГАНИЗАЦИЯ

СТРОИТЕЛЬСТВА

УДК 005:69 DOI: 10.22227/1997-0935.2018.12.1482-1490

Organization and implementation of risk-management

in building enterprise

Reza Barkhi1, Victoria G. Borkovskaya2

1Virginia Polytechnic Institute and State University (Virginia Tech), Pamplin Hall, Suite 3007, Blacksburg, VA 24061, USA; 2Moscow State University of Civil Engineering (National Research University) (MGSU), 26 Yaroslavskoe shosse, Moscow, 129337, Russian Federation

ABSTRACT

Introduction. Consider the system of organization and implementation of risk management in the building enterprise. The introduction and management of risks in an industrial enterprise is an actual problem due to the occurrence of the following list of factors: incomplete information, elements of randomness, unpredictability of actions of a partner or competitor, among others. Risk management is a process that must begin at the development stage of a industrial company's strategy, and necessarily with the participation of its owners, since it is the owners who, when developing a strategy, should determine the maximum level of total risk that the industry company will be ready to accept in the course of its activities. Risk management in industrial enterprises should be implemented within the framework of the system and process approaches, taking into account the specifics of the industry using modern effective management methods and production organizations, as well as * * using risk management tools.

Materials and methods. The methodology of the continuous risk management process was used to study the industry organization and implementation of risk management, and systems analysis, modeling and synthesis methods were used. Results. It was determined that the creation of a risk management department is appropriate for effective risk management at the industry enterprise. The main responsibilities of this unit, including for staff and other users (including employees, consultants and contractors), in order to successfully implement the management strategy, require unconditional implementation to minimize risks and eliminate costs in implementing risk management. It was revealed that as a result of introducing risk £2 Ф management in industry enterprises of various industries, a set of measures should be developed to evaluate the operational

g Л risks of an enterprise, integral risk, quantitative assessment of which is based on a comprehensive analysis of financial and

accounting reports, and conducting an integrated risk assessment based on all levels of responsibility within the industrial > enterprise.

^ Conclusions. Risk management at industrial enterprises should be carried out within the framework of the system and

.E process approaches, taking into account the specifics of the industry using modern effective management methods and

<ü production industrial organizations, as well as using risk management tools.

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KEYWORDS: risk management process in construction, risk identification, strategic planning, project management in construction, risk management in construction, integral risk, system analysis, costs, risk reduction

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Организация и внедрение риск-менеджмента на строительном предприятии

Реза Бархи1, В.Г. Борковская2

1 Вирджинский политехнический институт и государственный университет, ^ Блаксбург, VA 24061, США, Памплин Холл, ком. 3007;

$ :§ 2 Национальный исследовательский Московский государственный университет (НИУ МГСУ),

ф 129337, г. Москва, Ярославское шоссе, д. 26

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^ АННОТАЦИЯ

у Э Введение. Рассмотрена система организации и внедрения риск-менеджмента на строительных предприятиях.

I- Внедрение и управление рисками на строительном предприятии является актуальной проблемой в связи с воз-

никновением следующих факторов: неполная информация, элементы случайности, непредсказуемость действий ^ партнера или конкурента и т.д. По сути, риск является обратной стороной свободы производственной деятельности

X Ё в строительстве, при возникновении риска необходимо самостоятельно принять решение в условии неопределен-

О да ности. На практике невозможно предугадать без конкретных и определенных знаний будущие последствия принятого

решения. Управление рисками в строительстве — процесс, который необходимо начинать уже на стадии разработки

1482

© Reza Barkhi, Victoria G. Borkovskaya, 2018

стратегии строительной компании, причем обязательно с участием ее владельцев, поскольку именно владельцы при разработке стратегии должны определить максимальный уровень суммарного риска, на который будет готова идти промышленная компания в процессе своей деятельности. Управление рисками на строительных предприятиях необходимо осуществлять в рамках системного и процессного подходов, с учетом специфики отрасли с использованием современных эффективных методов управления и организации производства, а также с использованием инструментов риск-менеджмента.

Материалы и методы. Для исследования строительных организаций и внедрения риск-менеджмента использовалась методология непрерывного процесса управления рисками, также были использованы методы системного анализа, моделирования и синтеза.

Результаты. Определено, что для эффективного риск-менеджмента в строительной организации целесообразным является создание отдела управления рисками. Основные обязанности данной структурной единицы, в том числе для персонала и других пользователей (включая сотрудников, консультантов и подрядчиков), в целях успешной реализации стратегии управления требуют безоговорочного выполнения для минимизации рисков и исключения издержек при внедрении риск-менеджмента. Выявлено, что в результате внедрения риск-менеджмента на строительных предприятиях различных отраслей должен быть разработан комплекс мероприятий, позволяющих оценить операционные риски предприятия, интегральный риск, количественная оценка которого основана на комплексном анализе финансовой и бухгалтерской отчетности, и проведение оценки интегрального риска на основе всех уровней ответственности строительного предприятия.

Выводы. Управление рисками в строительных организациях необходимо осуществлять в рамках системного и процессного подходов, с учетом специфики отрасли с использованием современных эффективных методов управления и организации производства, а также с использованием инструментов риск-менеджмента.

КЛЮЧЕВЫЕ СЛОВА: процесс управления рисками в строительстве, идентификация рисков, стратегическое планирование, управление проектами в строительстве, риск-менеджмент в строительстве, интегральный риск, системный анализ, издержки снижения рисков

ДЛЯ ЦИТИРОВАНИЯ: Бархи Р., Борковская В.Г. Organization and implementation of risk-management in building e J enterprise // Вестник МГСУ. 2018. Т. 13. Вып. 12. С. 1482-1490. DOI: 10.22227/1997-0935.2018.12.1482-1490 t О

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INTRODUCTION

In an era of economic and financial crisis, risk management is the most pressing problem facing Russian construction companies. The processes of globalization are becoming another source of economic risks, so using the basics of risk management will help achieve the goals and objectives of chemical companies, although, of course, it does not reduce the probability of occurrence of various kinds of risks to zero [1, 2].

The introduction of a risk management system at industrial enterprises enables:

• identification of possible risks at all stages of activity;

• forecasting, comparing, and analyzing emerging risks;

• developing the necessary management strategy and decisions for minimizing and eliminating risks;

• creating the conditions necessary for the implementation of the developed activities;

• monitoring the performance of the risk management system;

• analyzing and monitoring the results obtained [3].

The following are specific features of risk management: the need for leading industrial companies to anticipate thinking, intuition and foresight of the situation; the possibility of formalizing the risk management system; the ability to react quickly and identify ways to

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nizations of various industries are examined superficially, without developing methodologies and principles for the effective management of industrial enterprises. Therefore, in this work, a methodology of continuous risk management has been applied to provide conditions for active decision making, continuous risk assessment, determining the degree of significance and the level of influence of risks on management decisions, and implementing a strategy to combat them.

MATERIALS AND METHODS

In order to facilitate risk management activities, the industrial enterprise needs to develop a methodology (program) for continuous risk management (MCRM) (Fig. 1). The MCRM is a theoretically significant program aimed at developing project management mechanisms with best practice of industrial enterprise risk management processes, methods and tools. It provides the conditions for active decision-making, continuous risk assessment, determining the significance and level of risk impact on management decisions, and implementing a strategy to combat them. In addition, progress can also be made in the scope of the project, the budget of the industrial enterprise, the timing of its implementation, among others. Figure 1 illustrates the methodology of the continuous process of risk management.

The process of performance management serves as an auxiliary tool for obtaining information necessary for the developed risk management mechanism. Adverse trends should be analyzed and an assessment of their impact on this mechanism should be given. The

corresponding actions of the management mechanism should be taken for those areas of activity that are defined as basic in the business processes of the industrial enterprise. Corrective actions may include the reallocation of resources (funds, personnel, and rescheduling) or the activation of a planned risk mitigation strategy. Severe cases, adverse trends and key indicators can also be taken into account when using this mechanism.

It is important that this mechanism emphasizes the need to reassess the identified risks that systematically affect the activities of the enterprise. As the system goes through the development life cycle, in this case most of the information will become available for risk assessment. If the magnitude of risk changes significantly, approaches to its processing should be adjusted.

In general, such a progressive risk management approach is crucial to a comprehensive management process and ensures that risk indicators are processed efficiently and at the appropriate level.

Based on the foregoing, it can be concluded that risk management to ensure the viability and efficiency of the industrial enterprise is a cyclical and continuous process that coordinates and directs the main activities. It is expedient to implement this by identifying, controlling and reducing the impact of all types of risks, including monitoring, contacts and consultations aimed at meeting the needs of the population, without compromising the ability of future generations to meet their own needs. Risk assessment leads to the stability of the industrial enterprise, contributing to its sustainable development. Risk management in industry — a contribution to sustainable development, is an essential factor

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in maintaining and enhancing the stable operation of the enterprise. Active risk management in industry is crucial for the management process, in the direction of confirming that the risks are handled at the appropriate level [14, 15].

Planning and implementation of risk management includes the following stages:

• risk assessment;

• risk identification and their impact on business processes;

• application of qualitative and quantitative risk analysis;

• development and implementation of risk response plans and their implementation;

• monitoring of risks and management processes;

• establishing relationship between risk management and performance;

• evaluation of the overall risk management process.

RESULTS

Consider a risk management policy in industry that should be applied in the enterprise. The developed mechanism (program) should be aimed at effective and continuous risk management. Thus, early, accurate and continuous identification and risk assessment is encouraged, and the creation of informationally transparent risk reporting, planning measures to reduce and prevent changes in external and internal conditions will have a positive impact on the program [16-25].

This mechanism, including relations with contractors, should perform the function of identifying and monitoring risks. To implement it, it is necessary to have a plan in the form of a set of guidance documents developed for specific areas of activity. This plan establishes guidelines for the implementation of the multidimensional scientific information system in a certain time interval. It does not affect the implementation of other activities of the entire industrial enterprise, but rather can provide guidance to leadership in the field of risk management.

The risk management process in industry must meet a number of requirements: it must be flexible, proactive, and must also work towards ensuring the conditions for effective decision making. Risk management in industry will affect risk by:

• encouraging the identification of risks;

• decriminalization;

• identifying active risks (continuous assessment of what might go wrong);

• identifying opportunities (constantly assessing the likelihood of favorable or timely cases);

• assessing the likelihood and severity of exposure to each identified risk;

• identifying appropriate areas of action to reduce the potential significant impact of risks on the enterprise;

• developing action plans or steps to offset the impact of any risk that requires mitigation;

• conducting continuous observation of the occurrence of risks with a small degree of influence at present, which may change over time;

• production and dissemination of reliable and timely information;

• facilitating communication among all program stakeholders.

The risk management process will be carried out in a flexible manner, taking into account the circumstances of each risk. The main risk management strategy is designed to identify critical areas of risk events, both technical and non-technical, and take the necessary steps to cope with them before they have a significant impact on the enterprise, causing serious costs, reducing product quality or productivity.

Let us consider in more detail the functional elements that are components of the risk management process: identification (detection), analysis, planning and response, as well as monitoring and management. Each functional element will be considered below.

Identification:

• review of data (i.e., utilized volume, critical path analysis, compilation of a complex schedule, Monte Carlo analysis, budgeting, defect analysis and trend analysis, etc.);

• consideration of submitted forms of risk identification;

• conduct and assess risk using brainstorming, individual or group peer review;

• conduct an independent assessment of identified risks;

• enter risk in risk register.

2. Risk identification/analysis of the tools and methods that will be used include:

• interview methods for determining risk;

• fault tree analysis;

• historical data;

• lessons Learned;

• risk accounting — checklist;

• Individual or group judgment of experts;

• Detailed analysis of the structure of work decomposition, the study of resources and scheduling.

3. Analysis:

• carrying out a probability assessment — each risk will be assigned a high, medium or low level of probability;

• creation of risk categories — identified risks should be associated with one or more of the following risk categories (eg, costs, time, technical, program, process, etc.);

• assess the impact of risks — assess the impact of each risk depending on the identified risk categories;

• determining the severity of risk — assign probabilities and effects on the rating in each of the risk categories;

• determine when the risk event is likely to occur.

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4. Planning and Response: risk Priorities; risk analysis;

designate a person responsible for the risk; define an appropriate risk management strategy;

• develop an appropriate risk response plan;

• make a review of priorities and determine its level in reporting.

5. Observation and management:

• define reporting formats;

Table 1. Risk management division roles and responsibilities

Roles Assigned duties

Program Director (DP) • risk management oversight activities; • monitoring risks and risk response plans; • approval of a decision on funding risk response plans; • monitoring of management decisions; • recommendations on how to monitor decisions

Project Manager • assisting in controlling risk management activities; • assist in creating organizational authority for all risk management activities; • timely response to the risk of financing

Employee • facilitating risk management (the employee is not responsible for identifying risks, or the success of individual risk response plans); • the need to encourage an active decision-making position in determining appropriate risk responses for risk owners and department managers; • administering and maintaining the commitment of stakeholders, the risk management process; • ensuring regular coordination and sharing of risk information among all stakeholders; • management of risks in the registered risk register (database); • recommendations (training plan) of risk management; • development of staff and contractors knowledge in risk management activities

Secretary the functions of the secretary are performed by the employee of the risk department or they alternate between all employees. Functions include: • planning and coordinating meetings; • preparing the meeting agenda, risk assessment packages, and meeting minutes; • receiving and tracking the status of the proposed types of risk; • performing an initial assessment of the proposed types of risk to determine the most important; • expert of the subject of risk analysis at the request of the Chairman of the Board of Directors; • facilitating analysis by members of the Board of Directors who will decide whether risk mitigation is necessary; • regular coordination and communication of risk sharing information with all interested parties

Department Director (DD) • appointing risk owners in their area of responsibility and/or competence; • active encouragement of employees; • tracking the integration of risk management efforts in their areas of responsibility; • selection and approval of a risk response strategy. This includes approving resources (for example, owner risk) for further risk analysis and/or drawing up a more detailed risk response plan if necessary. Approval of all tasks; • assignment of resources for risk management responses contained in the detailed plan

Individual Member of the Office of Management Program (IMO) • identification of risks; • access to risk management data; • identification of possible risks from the data using the standard identification form, if necessary; • drawing up and implementing a risk response plan; • determining the time and all costs associated with the implementation of the risk response plan

Risk Owner / Person Responsible • attendance at risk management meetings; • review and/or provide relevant data, such as critical path analysis, project/data management support tools, defect analysis, auditing, and the possibility of adverse trends; • recommendation risk response strategy; • participation in the development of response plans; • report on risk status and effectiveness of risk response plans; • work to identify means of responding to risks by any additional or residual risk

Integrated team (KB) • identification and provision of information on the risks that may arise from the activities of the CB; • participation in the planning of any risk in accordance with this program. Such planning requires coordination with the risk management department, which, acting as a guide, can facilitate the acquisition of resources to respond to risks; • report on the progress and results of risk response

Quality control • monitoring and reviewing the RCM when updating or modifying a plan; • duty to maintain quality documentation practice and risk management processes

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• determine the form of the review and the frequency of occurrence for all classes of risk;

• report on risks based on triggers and categories;

• conduct risk assessment;

• submission of monthly risk reports.

For effective risk management in the enterprise, we consider it expedient to create a risk management department. The main responsibilities of this unit, including for staff and other users (including employees, consultants and contractors), in order to successfully implement the risk management strategy and processes are given in Table 1.

The risk management functions are to organize interaction with existing divisions of the organizational structure. CPIs are formed for functional areas that are crucial for the successful implementation of the tasks. All functional departments or business processes that are not covered by the CB are evaluated and reviewed by the PD, PM, and employees to ensure adequate behavior regarding the appearance of risk. Risk identification is the process of determining which events may affect an enterprise's operations and documenting their characteristics [14, 15].

It is important to note that risk identification is an iterative process. The first iteration is a preliminary assessment and verification of the team's risks, as appropriate, with a risk identifier. The second iteration includes a presentation, view and discussion. The risk management process includes three separate stages of risk characterization: identification, assessment and adjustment, and confirmation.

A graphic representation of the risk identification process is shown in Fig. 2.

As a result, of its implementation, a set of measures can be developed to evaluate the operational risks of an enterprise, integral risk, the quantitative assessment of which is based on a comprehensive analysis of financial and accounting statements, and an assessment of the integral risk based on all levels of enterprise responsibility.

CONCLUSIONS

Risk management at industrial enterprises should be carried out within the framework of the system and process approaches, taking into account the specifics of

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the industry using modern effective management methods and production organizations, as well as using risk management tools. The system of risk management of the activities of an industrial enterprise must necessarily take into account the security requirements established by state authorities and ensure the safety and health of personnel associated with a hazardous technological facility. In order to effectively manage an enterprise, an

integrated risk management system is needed, which consists of an integrated approach to assessing the maximum number of risk factors of an enterprise's activities in a dynamic economic environment. The authors believe that the development of the above-described set of measures will accompany the improvement of the level of management and risk assessment in industrial organizations.

REFERENCES

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Received October 8, 2018

Adopted in a revised form on November 3, 2018

Approved for publication November 28, 2018

About the authors: Reza Barkhi — KPMG Professor, Dr., Professor of Pamplin college of business accounting and information systems, Virginia Polytechnic Institute and State University (Virginia Tech), Pamplin Hall, Suite 3007 West Campus Drive, Blacksburg, VA 24061, USA, Reza@vt.edu;

Victoria G. Borkovskaya — PhD in Economic Science, Associated Professor of Department Housing & Communal Service, Moscow State University of Civil Engineering (National Research University) (MGSU), 26 Yaroslavskoe shosse, Moscow, 129337, Russian Federation, BorkovskayaVG@mgsu.ru.

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Поступила в редакцию 8 октября 2018 г. Принята в доработанном виде 3 ноября 2018 г. Одобрена для публикации 28 ноября 2018 г.

Об авторах: Бархи Реза — профессор, доктор, профессор Памплинского колледжа бухгалтерского учета и информационных систем, Вирджинский политехнический институт и государственный университет, Блаксбург, VA 24061, США, Памплин Холл, ком. 3007, Reza@vt.edu;

Борковская Виктория Геннадиевна — кандидат экономических наук, доцент, международный экономист, доцент кафедры жилищно-коммунального хозяйства, Национальный исследовательский Московский государственный университет (НИУ МГСУ), 129337, г. Москва, Ярославское шоссе, д. 26, BorkovskayaVG@mgsu.ru.