1 Basic concept of risk in construction projects. Different types of projects have different types of risks. The risk factors of engineering projects are complicated, which can be classified from different aspects such as project environment, project structure and project subject. In order to facilitate risk analysis and risk prevention, risks can be classified from the perspective of whether engineering risks can be measured. From the nature analysis, measurable risks are technical risks, which are routine and inevitable risks, including risks caused by geological foundation conditions, material supply, equipment supply, engineering changes, technical specifications, design and construction, etc. Non-metric risks belong to non-technical risks, with a small probability of occurrence, and are unconventional risks, including economic risks, political risks, force majeure risks, organization and coordination risks, etc. The characteristics of project risk are: ① objectivity. All kinds of sudden changes in nature and contradictions in social life in the process of project implementation are objective and independent of human will. ② Uncertainty. Refers to the occurrence and consequences of risk activities or events in engineering projects are uncertain. ③ Variability. The variability of engineering projects is mainly manifested in the changes of risk nature and consequences, and new risks or risk factors have been eliminated. ④ Relativity. Relativity of risk subject and risk size of engineering project. ⑤ Stages. The risk stages of engineering projects, including risk stage, risk occurrence stage and consequence stage, have obvious time characteristics. 2. The main problems existing in the risk management of construction projects 2. 1 is the lack of awareness of the importance and necessity of establishing engineering guarantee and engineering insurance in construction enterprises and financial industry. There is no requirement for commercial banks to insure the projects invested by policy loans. Although the ownership structure of the investors has changed, the awareness of project risk is still not strong, and it is impossible to reduce and transfer the risk conditions from the perspective of project risk management. 2.2 In the early stage of project design, because the design information provided by the developer is too simple, there are deviations in the selection of technical standards, the selection of calculation models and the determination of safety factors in the preliminary design stage, which leads to risks. It may also be due to the tight design time, the design unit and the developer did not communicate carefully and repeatedly on the design task, and the designers were not skilled in their business, resulting in insufficient design depth of the construction drawing, resulting in design changes in the construction process, which will not only affect the project progress but also affect the project cost and cause economic losses. 2.3 Domestic contracting enterprises lack the ability to sign high-quality contracts, use contracts for risk prevention and risk transfer, and lack of awareness, knowledge, ability and conditions for engineering claims, which are the important reasons leading to economic risks. 3. Countermeasures to improve the risk management of construction projects 3. 1 Strengthen the training of talents. All the management work of enterprises, from the development of enterprises to the implementation of project management standards, must ultimately be completed by people. Without talent, it can only be an armchair strategist. At present, a prominent problem is the shortage of talents. The use of talents, especially young people, should not only dare to bear the burden and use it boldly, but also correctly treat the problems arising in the process of growth, without exaggerating or shrinking, and evaluate objectively and fairly, so that talents can grow. 3.2 Adopting the System Comprehensive Evaluation Method The system comprehensive evaluation method is a qualitative index described by referring to the quantitative indicators of economic calculation and combining with various "non-economic factors". An evaluation method that integrates the experience and wisdom of experts and appraisers to comprehensively analyze the risk management process of engineering projects. It can objectively reflect the characteristics of long risk management cycle, complex risk treatment countermeasures and far-reaching consequences of engineering projects. Compared with simply taking economic indicators as the evaluation basis, it is a breakthrough from the perspective of methods. It is based on fuzzy mathematics, grey system theory and interval analysis theory. It has the characteristics of complementary theory and experience, combination of quantitative analysis and qualitative analysis, and strong operability. 3.3 Risk Transfer Risk transfer refers to the fact that some operators or units consciously transfer risks to others in order to protect and mitigate their own risks. There are three forms of risk transfer: controlled non-insurance transfer, financial non-insurance transfer and insurance transfer. Controlled non-insurance transfer transfers the legal liability for losses, and eliminates or reduces the transferor's liability for losses to the transferee and the third party through contracts or agreements. Financial non-insurance transfer means that the transferor seeks external funds to compensate losses through special institutions according to relevant laws. Insurance transfer transfers risks to insurance companies by obtaining compensation from insurance companies. 4. Strengthen risk measures of construction projects 4. 1 Strengthen risk management in the process of prediction and decision-making. In the process of bidding decision-making, each contractor should conduct risk investigation and prediction in the face of possible risks, mainly including analyzing and studying relevant documents, investigating and understanding local hydrology, climate, topography, local raw materials, local folk customs and regulations, relevant policy documents and materials, and then summarizing relevant risk factors in different categories. Find out the risk factors with great influence, high probability of occurrence and great loss, formulate corresponding preventive measures for each type of risk, put forward countermeasures to prevent risks, and formulate emergency measures to reduce losses when risks occur. 4.2 Strengthen the internal management of enterprises to minimize risks. In the process of project management, most risks can be prevented and resolved, which requires each contractor to select different project managers and managers for different projects. For projects with complex projects and high risks, project managers with rich experience and high knowledge level should be selected, and the feasibility of construction organization design (construction scheme) should be fully demonstrated, the management and support of various functional departments for the project should be strengthened, and resources should be rationally allocated and used to minimize various risks caused by the contractor's own reasons. 4.3 Treat risks with a scientific attitude and avoid risks by legal means. Although risks exist objectively, their emergence and elimination are also regular. As long as any risk is effectively prevented, it can generally be resolved or avoided, and even if it occurs, it can minimize the loss. When eliminating and avoiding some risks, preventive measures should be implemented by legal means to protect their own interests and reduce losses. (4) There are a lot of risks in the project management of dispersing and transferring risks in a reasonable way, but some risks can be dispersed, transferred or even eliminated before they occur. The key is to have the right method, the right strategy and the right skills. Smart contractors have been using skills to transfer risks before the project is implemented, such as joint contracting, subcontracting some single projects, project insurance and so on. (5) Strengthening communication and coordination in all aspects will help reduce the risks caused by human factors. In the construction of engineering projects. People involved in the work come from all aspects, and everyone is working for their own interests, which objectively causes the contractor to deal with many uncertain risk factors. At the same time, project management is also human management to some extent. Therefore, strengthen contact and coordination in all aspects. Helps reduce the risks caused by human factors. Avoid many unnecessary troubles. So as to facilitate the progress of the project. In addition, the composition of the risk management team also plays an important role in risk control. The ideal risk management team consists of risk management leaders and project managers at different levels, and the team should include external experts. The personal attitudes and experiences of different project participants can lead to different understandings of project objectives. This will inevitably affect how they identify, evaluate and manage potential risks. 5 Conclusion In a word, the risk of construction project management exists objectively. We can only analyze the factors that may cause risks in construction project management in time and take targeted control measures according to the characteristics of construction projects and the implementation of enterprises themselves. Doing a good job in a series of perfect and systematic risk management, such as risk identification, risk analysis, risk evaluation, risk countermeasures and risk control, is of great significance for promoting enterprise development, reducing social costs and practicing economy.
Inquire more about the winning performance, integrity information and qualification conditions of construction enterprises, and immediately query the results with one click and download the Jianjiantong app.
For more information about engineering/service/procurement bidding, and improve the winning rate, you can click on the bottom of official website Customer Service for free consultation:/#/? source=bdzd