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首页> 外文期刊>International Journal of Risk and Contingency Management >Integration Stages of Project Risk Management (PRM) into Enterprise Risk Management (ERM)
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Integration Stages of Project Risk Management (PRM) into Enterprise Risk Management (ERM)

机译：项目风险管理（PRM）到企业风险管理（ERM）的集成阶段

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摘要

Enterprise risk management (ERM) is a relatively new concept for a project-based organization than for a functional organization. A project-based organization, in general, faces several difficulties in the implementation of ERM due to the diversity of risk associated with several projects. From a system thinking perspective, a project-based organization needs an integrated approach to interrelate the isolated processes of diverse projects. The issues are related to fuzzy picture of integration, such as, the difference between ERM and PRM processes, how to integrate the two concepts, what happens if integration process goes wrong, as well as issues with risk technologies and change in risk culture. The article provides informal and formal approaches to integration of ERM and PRM. Successful integration requires not only an understanding the value of integration, improvement in risk culture, but needs a learning-based approach to improve risk expertise, interaction, team building, and decision making.
机译：对于基于项目的组织而言，相对于职能组织而言，企业风险管理（ERM）是一个相对较新的概念。通常，基于项目的组织由于与多个项目相关的风险的多样性，在实施企业风险管理方面面临若干困难。从系统思考的角度来看，基于项目的组织需要一种集成的方法来相互关联各个项目的隔离过程。这些问题与集成的模糊情况有关，例如，ERM和PRM流程之间的差异，如何集成这两个概念，如果集成流程出错会发生什么以及风险技术和风险文化的变化。本文提供了用于ERM和PRM集成的非正式和正式方法。成功的整合不仅需要理解整合的价值，改善风险文化，还需要基于学习的方法来提高风险专业知识，互动，团队建设和决策能力。

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