Review Report Summary of Articles

First article
Mihret Abeselom Teklemariam (2017) Software Project Risk Management Practice In Ethiopia
software projects may face several challenges. Risk is one of the factors that challenges project
performance and even causes failure.
It also investigates the level of adoption of formal risk management models and which steps are
included in the ad-hoc risk management exercise
the relationship between risk management practice and project are failure
very low rate of application of formal risk management models was observed.

Methodologies and Techniques Using such as:

 Data Collection
This research uses survey methodology with non-probabilistic purposive
sampling to gather data. Survey was fundamentally chosen for its
convenience in allowing anonymity of respondents.
 Data Analysis
Data collected through Google Forms was exported to Microsoft Excel and
then transferred to SPSS version 20.0 for analysis. Microsoft Excel was very
helpful in analysing collected data and providing summaries using pivot
tables and charts
 Demographic Profile Organisation Type
Forty per cent (18) of the respondents in this study were from banks, another
40% from UN agencies and the remaining 20% from insurances. 53.3% of
the organisations

The Findings of this article is:

 Risk Management Practice: Risk management is identified as the
least practiced component of project management. Many organisations
leave out risk management from their software development projects
 Project Success: Time, cost and meeting specification are the first
three criteria looked at in evaluating project success. They are also
referred to as the iron triangle and are considered the basic criteria in
measuring project success
  Relationship between Risk Management Practice and Project
Success: One of the factors that affect project success is risk and risk
management is pointed as an important crucial basis that contributes
to project success

CONCLUSION
Risk management is an important component of software project
management. However, much has not been said on risk management
practice in the DC; to the best of the authors’ knowledge, none in the
Ethiopian context. This paper tries to contribute to filling this gap. A very low
adoption of formal risk management models was observed in this study.

Second article:
Petr Rehacek and Blanka Bazsova (2018) Published date: (22 May 2018) Risk Management
Methods in Projects
The risks cause cost and time overruns in all types of projects and the risk management methods
should be implemented in all types of projects
the size and complexity of reality and surrounding are increasing which adds to the risks.
risks can be identified and evaluated by using the Pareto analysis,
We can not assess uncertain events or conditions which have a positive or negative effect on at
least one construction project objective
Methodologies and Techniques Using
 The Risk Identification can be done by brainstorming, Delphi Technigue, interview, past
experience, checklist and questionnaire.
 Quantitative methods Sensitivity Analysis: This is carried out to identify the uncertainty
and Scenario Analysis.
 Decision Trees : Decision trees are very helpful to both formulate the problem and
evaluate options. In this analysis there are graphical models used to represent the project

The Findings of this article is:

 Risk Transfer: Transferring risk involves finding some other party who
is willing to accept responsibility for its management,
 Risk Mitigation / Reduction: Risk mitigation reduces the probability
and/or impact of an adverse risk event to an acceptable threshold
 Risk Exploit: This strategy seeks to eliminate the uncertainty
associated with a particular upside
CONCLUSION
Risks are being managed every day in every industry, but not in such a
structured way as the literature describes. How ever information provided in
those sources is rather messy. Some theories provided by risk management
literature are not at all applicable to specific industry. As also other
researchers confirmed, the knowledge of risk management is close to zero,
even though the concept of risk management is becoming more popular in
the construction sector.

Article Third:
Roque Rabechini Junior1, Marly Monteiro de Carvalho (February 11, 2013)
Understanding the Impact of Project Risk Management on Project
Performance

The goal of this study is to comprehend the impact of risk management on

project performance
limitations are the methodological choice of non probability sampling and a
questionnaire based on respondent perception
demanding attention of project managers and risk managers.
They also show a positive impact from the presence of a risk manager on
project success.
The results demonstrate the impact of risk management practices on project
success
It demonstrated the importance of soft skill in risk management.

Methodologies and Techniques Using:

 Data collection
Data collection tools and a structured questionnaire were used to survey
information. Eisenhardt (1989) says that re- searchers generally combine
multiple data collection tech- niques to construct a theory.
The questionnaire was structured in three blocks (i) data from the
interviewee and local company where it is planned to collect information on
experience, sex and position of the interviewee as well as revenue from the
activity sector of the company
 Sample
The sample was defined by convenience, therefore, the sam- ple units
(projects) and the participants were chosen by ease of access and their
availability to respond to the study
 Data analysis
The analysis of the results of the study will be based on the model of
logistical regression, a multivariate statistical technique used to predict or
explain the relationships that influence a categorical dependent variable.
The Findings of this article is:
 Descriptive analysis – characterization of the sample :
The data were obtained from a study but incorporate new technologies such
as improvements and implementing new functions in already existing
products

 Risk Management in studied companies

The Figure 2 exhibits the results of project risk management variables It can
be observed that the risk management processes, tools and techniques were
poorly used, because the degree of discordance is high in almost all
questions
 Factorial analysis: risk management drives:
For better understanding and greater consistency in the presentation of
these results, a factorial analysis by principal components was performed for
the 15 project risk man- agement variables that appear on the
questionnaires

CONCLUSION:
Through verification of two of the four hypotheses estab- lished for this
article and supported in theory it was pos- sible to understand which factors
condition project risk management and the perception of success,
considering the study sample.

This research showed the limitations inherent to the methodological choices

adopted for the field research. First, it adopts a non-probability sample and
based on the respondents’ perception of project success,
Article Four
Stefancel Mare University of Suceava (2017) Risk Management And Evaluation And Qualitative
Method With in The Projects
Every project is unique, having unique goals and purpose risks to its significant elements, they
no longer experienced previously. This applies in particular if the conditions and events
uncertain if they occur, will generate project risks that may affect project objectivesAnd It Is
difficult to be considered as a fundamental component of project management on the other hand
Risk impact can be considered constant if the risk event occurs

Methodologies and Techniques Using such as

Risk assessments are qualitative, semi-quantitative and quantitative.
Qualitative assessment results are usually descriptive and do not imply an
exact quantification of risk. The qualitative assessment often provides
support for further investigation of quantitative, but can also provide
information needed for risk management.

The Findings of this article is:

from data collection. Therefore, a risk profile achieved by qualitative
methods can easily be improved further by a quantitative assessment given
that it is interesting and useful to decision makers. That does not mean that
the results of qualitative investigations do not provide enough information.
Conversely, assessment of qualitative risk can capture perspectives
previously unidentified.

CONCLUSION
In the process of risk management is made an overview of the steps through
which it is achieved mainly emphasizing the importance of identifying risk.
Risk is assessed by qualitative and quantitative methods. To obtain
information relative safety in a descriptive lighter way on risk, managers turn
to qualitative methods of evaluation that are agreed and that can be easier
explained to others. The article concludes with a practical example of the use
of probability-impact matrix or risk the matrix as it is known in the literature