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Cited by 22Software Engineering Techniques and PracticesConstruction Project Management and PerformanceCapital Investment and Risk Analysis

The DOI matches its Crossref record; 32 of the 32 references it cites were found in a registry or an index; 2 of the 27 sources its claims cite were checked for support.

Analysis of 105 IT Project Risks

Open access
Nikolaenko, Valentin, Sidorov, Anatoly·2023·Journal of Risk and Financial Management
DOI 10.3390/jrfm16010033
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Abstract

The article is aimed at increasing the probability of successful IT project completion by identifying the sources of 105 universal risks as well as establishing cause-and-effect relationships between these risks. The article presents the results of an analysis of 105 risks relevant to IT projects; five of them are commercial risks, 45 are compliance risks and 55 are project risks. Risk analysis was carried out using the 5Why, SWIFT and Harrington coefficients. Based on the results of the analysis, the root causes initiating the onset of risks were identified, such as the user, customer, project manager, project team, subcontractor and competitor. Moreover, it was found that the share of the users in the total number of risk sources is 2%, 15% for the customer, 43% for the project manager, 36% for the project team, 2% for the subcontractor and 2% for the competitor. The article also shows models of cause-and-effect relationships of compliance and project risks, presents the results of assessing the risks occurrence probability and their possible impact in cases of materialization, and establishes the most likely and dangerous scenarios in IT projects. The results obtained allowed the development of a criterion to assess the management maturity of a contractor (executor, supplier) planning to develop an computer program as part of an IT project.

Overview

AI snapshot

Written from the paper’s full text.

TL;DR

The paper analyzes 105 universal IT project risks—5 commercial, 45 compliance, and 55 project risks—using 5Why, SWIFT, and Harrington coefficients to identify their sources and cause-and-effect relationships. It finds the project manager (43%) and project team (36%) are the largest risk sources and proposes a contractor management maturity criterion based on preventive elimination of these risks.

Key findings

  • Of the 105 risks, 5 are commercial, 45 are compliance, and 55 are project risks. Risk sources are distributed as: user 2%, customer 15%, project manager 43%, project team 36%, subcontractor 2%, and competitor 2%; combining project manager, project team, and subcontractor as the contractor gives 76%.
  • Compliance risk analysis found initiating risks associated with the customer; the risk that work performed will not meet the customer’s expectations is the most dangerous position in the scenario. Negative-scenario outcomes include a fine for violating current legislation, a lawsuit from the customer/contractor, and a lawsuit from a subcontractor.
  • Project risk analysis found initiating risks associated with the project manager and project team, with low professional training of team members as the main reason. “Project duration risk” and “project cost risk” are the most dangerous project risk events.
  • Prior data cited: analysis of 447 IT organizations found 363 compliance risks caused more than $4 million in cumulative damage, averaging $12,000 per compliance risk; The Standish Group’s 50,000 IT projects showed average material damage of $1,000 per negative risk, while one preventive measure would cost no more than $1.

Methods

  • The 105 risks were analyzed using the 5Why method to identify risk sources, SWIFT to develop cause-and-effect scenarios, and Harrington coefficients to assess probability of materialization and possible impact.
  • Expert evaluation used 10 respondents, all with professional education and at least 4 years of IT experience. Each expert gave optimistic, most probable, and pessimistic estimates for each risk; formulas combined these with weights of 1, 4, and 1 and then averaged across experts.
  • Risks were grouped into commercial, compliance, and project categories, and the paper compares its list with prior risk lists: Addison and Vallabh (14 risks), Stevens and Fowell (11 risks), and Sumner (16 risks).

Limitations

  • The paper states that the 105 risks are universal and that special risks—those occurring only in private IT projects—are not included in the list under study.
  • The paper states that subsequent work is needed to develop and present the concept of the contractor maturity model.
  • Evident from the text: the expert panel is small (10 respondents), and some respondents did not use a risk register during IT project implementation; probability and impact estimates rely on qualitative Harrington coefficients and are not validated against actual project outcomes.

Model-written summary. Check it against the paper before relying on it.

Integrity signals

Registry

Crossref · 10.3390/jrfm16010033

Cites

32 of 32 references verified0 citation errors · 0 not checkable

Statistics

Nothing to recompute.

Verification

Claims the paper makes

2 of 27 cited sources checked · 0 supported · 0 flagged · accuracy not yet measured

  • Findingreasoning

    The occurrence of any project risk affects the duration and cost of an IT project.

    “since the occurrence of any project risk affects the duration and cost of an IT project.”
    Quote in the paperSubstantial claim
  • Findingown data

    The share of the customer in the total number of risk sources is 15%.

    “15% for the customer”
    Quote in the paperNot a substantial claim
  • Findingreasoning

    Compliance risks of the external environment (changing norms, violating norms, fines) are not included in the general causal relationship of the model.

    “Compliance risks of the external environment, such as «the risk of changing the norms of the current legislation»; «the risk of violating the norms of the current legislation»; and «the risk of fines for violating the current legislation» are not included in the general causal relationship of the model.”
    Quote in the paperNot a substantial claim
  • Findingown data

    The end user is the source of three risks.

    “The analysis of universal risks showed that the end user is the source for three risks.”
    Quote in the paperNot a substantial claim
  • Findingown data

    The Sumner M. risk list contains no group of compliance risks.

    “Analysis of the Sumner M. risk list shows that among the presented probable events, as well as in other cases, there is no group of compliance risks.”
    Quote in the paperNot a substantial claim
  • Probably not a substantial claim. 37
  • It may state two separate claims as one. 19

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation

    Reliable contractors have a high level of maturity in terms of risk management.

    “come to the conclusion that reliable contractors have a high level of maturity in terms of risk management (Hochstetter et al. 2021).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Hochstetter et al. 2021 source

      The model-development section (VII; page unavailable) defines maturity in terms of transparency in government software procurement, not contractors’ risk management. The accountability section discusses obligations between agencies and suppliers, but does not link contractor reliability to risk-management maturity. Searches for “risk management” and “reliable contractors” found no passage addressing that conclusion. (LLM, conf=0.74)

      Experimental — accuracy not yet measured

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Premisecitation

    The higher the level of maturity of risk management, the more reliable the contractor, since, as a rule, there are no unforeseen circumstances in the process of fulfilling an IT order.

    “Scientists argue that the higher the level of maturity of risk management, the more reliable the contractor, since, as a rule, there are no unforeseen circumstances in the process of fulfilling an IT order.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Hochstetter et al. 2021 source

      Section VII describes a maturity model for transparency in government software tenders, not for contractors’ risk management. Searches for risk management, contractor reliability, and unforeseen circumstances found no passage linking maturity to contractor reliability or claiming that IT orders generally proceed without unforeseen circumstances. The indexed passages provide no page numbers. (LLM, conf=0.76)

      Experimental — accuracy not yet measured

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.

    Findingnone given

    The project manager is the source of 81 risks.

    “The project manager is the source of 81 risks.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingnone given

    The competitor is the source of three risks.

    “The competitor is the source of three risks.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper may give no reason why it holds.

    Findingnone given

    Initiating risks, whose materialization leads to subsequent risk occurrence, are risk events associated with the customer.

    “Initiating risks, whose materialization leads to subsequent risk occurrence, are risk events associated with the customer.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Findingnone given

    For IT projects, in negative scenario development, three outcomes are relevant: receiving a fine for violating current legislation; lawsuit from the customer (contractor); lawsuit from a subcontractor.

    “For IT projects, in the negative scenario development, three outcomes are relevant: receiving a fine for violating the current legislation; lawsuit from the customer (contractor); lawsuit from a subcontractor.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.

    Findingnone given

    Commercial risks most often occur when the program creation is in the last phases of the project life cycle.

    “commercial risks most often occur when the program creation is in the last phases of the project life cycle.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Findingreasoning

    Unlike their predecessors, the authors conducted a study for 45 compliance risks relevant to IT projects, assessed their probabilities and impacts, identified the sources of these risks, and established causal relationships between them.

    “the authors of this article, unlike their predecessors, conducted a study for 45 compliance risks relevant to IT projects, assessed their probabilities and impacts, identified the sources of these risks, and also established causal relationships between them.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.

    Findingnone given

    The risk that the work performed (service rendered) will not meet the customer's expectations is the most dangerous position in the scenario.

    “The risk that the work performed (service rendered) will not meet the customer's expectations is the most dangerous position in the scenario.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim.

    Findingnone given

    The subcontractor is the source of four risks.

    “The subcontractor is the source of four risks.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingnone given

    The project team is the source of 69 risks.

    “The project team is the source of 69 risks.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingnone given

    Actions of competitors, piracy, and/or presence of substitute goods on the IT market can adversely affect the commercial potential of computer programs developed within the IT project framework.

    “For example, the actions of competitors, piracy and/or the presence of substitute goods on the IT market can adversely affect the commercial potential of computer programs developed within the IT project framework (Table 5).”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Findingnone given

    Project risks become relevant due to the actions (or inactions) of project managers and members of project teams, as well as the equipment, technologies and equipment used.

    “These risks become relevant due to the actions (or inactions) of project managers and members of project teams, as well as the equipment, technologies and equipment used (Table 7).”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. It may state two separate claims as one.

    Findingreasoning

    Special risks are not included in the list of 105 risks because they are unique and occur in private IT projects.

    “Special risks are not included in this list because they are unique and occur in private IT projects.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Study design and conductcitation

    The number of respondents (10) is due to two factors: verification of expert assessments and the possibility of obtaining more reliable estimates.

    “It should be noted that this number is due to two factors: first, the verification of expert assessments; and second, the possibility of obtaining more reliable estimates (Nikolaenko 2016).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Nikolaenko 2016

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Premisecitation

    The emergence of compliance risks is a rather rare occurrence; however, the materialization of such a risk is a sufficient condition for causing significant material damage.

    “T. Merna and F. Al-Thani in their writings note that the emergence of compliance risks is a rather rare occurrence; however, the materialization of such a risk is a sufficient condition for causing significant material damage (Merna and Al-Thani 2008).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Merna and Al-Thani 2008

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. It may state two separate claims as one.

    Study design and conductnone given

    10 respondents were chosen for expert evaluation of probability and impact, and all respondents had a professional education and at least 4 years' experience in the field of information technology.

    “10 respondents were chosen for expert evaluation of probability and impact.All respondents had a professional education and at least 4 years' experience in the field of information technology.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation

    The material damage resulting from the occurrence of one negative risk is estimated at an average of $1000.

    “studies conducted by The Standish Group in 50,000 IT projects have shown that the material damage resulting from the occurrence of one negative risk is estimated at an average of $1000 (The Standish Group 2014).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites The Standish Group 2014

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation

    IT projects may materialize about 14 project risks directly related to the management of IT projects and the creation of software code.

    “IT projects may materialize about 14 project risks directly related to the management of IT projects and the creation of software code (Addison and Vallabh 2002).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Addison and Vallabh 2002 source

  • It may state two separate claims as one.

    Interpretationreasoning

    Leveling the risks presented in Table 8 cannot guarantee the successful achievement of project objectives since the list does not contain such dangerous risks as the risk of changing the norms of the current legislation, the risk of violating the norms of the current legislation and others, the materialization of which can completely shut down the work in the IT project.

    “the authors of the article believe that leveling the risks presented in Table 8 cannot guarantee the successful achievement of project objectives since the list does not contain such dangerous risks as”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper may give no reason why it holds.

    Interpretationreasoning

    If a contract is signed with a contractor who does not carry out preventive actions on 105 risks, the likelihood of material damage during the program's development increases significantly.

    “if a contract is signed with a contractor who does not carry out preventive actions on 105 risks, then the likelihood of material damage during the program's development increases significantly.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim.

    Interpretationreasoning

    One commercial risk materialization can offset all the resources expended and the project team's efforts, causing catastrophic material damage.

    “one commercial risk materialization can offset all the resources expended and the project team's efforts, causing catastrophic material damage.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Premisecitation

    The cumulative material damage from the occurrence of 363 compliance risks amounted to more than $4 million, where the damage of one compliance risk occurrence averaged $12,000.

    “while analyzing 447 IT organizations, it was established that the cumulative material damage from the occurrence of 363 compliance risks amounted to more than $4 million, where the damage of one compliance risk occurrence averaged $12,000.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Nikolaenko 2022

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim.

    Premisecitation

    One preventive measure would not cost more than $1.

    “The Standish Group experts note in their studies that one preventive measure would not cost more than $1.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites The Standish Group 2014

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation

    Stevens K. J. and Fowell S. identify 11 current risks for IT projects.

    “Stevens K. J. and Fowell S. identify 11 current risks for IT projects (Stevens and Fowell 2003).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Stevens and Fowell 2003

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • It may state two separate claims as one.

    Premisecitation

    The analysis of 105 risks relevant to IT projects identified five commercial risks, 45 compliance risks, and 55 project risks.

    “The article presents the results of an analysis of 105 risks relevant to IT projects; five of them are commercial risks, 45 are compliance risks and 55 are project risks.”
    • Also stated in: § 1. Introduction · plain
      “any IT project, regardless of its size, complexity, duration, type and management methods, is exposed to 105 risks: five of them are commercial risks, 45 are compliance risks and 55 are project risks.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Nikolaenko 2022

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation

    About 35% of projects are terminated before their goals are achieved.

    “about 35% of projects are terminated before their goals are achieved (Ewusi-Mensah and Przasnyski 1991).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Ewusi-Mensah and Przasnyski 1991

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • It may state two separate claims as one.

    Interpretationreasoning

    The list developed by Addison T. and Vallabh S. contains 14 risks, which is insufficient.

    “The list developed by Addison T. and Vallabh S. contains 14 risks, which, according to the authors of this article, is insufficient.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. It may be too vague to check against evidence.

    Interpretationreasoning

    The presence of a mechanism for identifying, evaluating and impacting special risks on the side of the contractor (executor, supplier) may be an additional criterion to assess its managerial maturity.

    “the presence of a mechanism for identifying, evaluating and impacting special risks on the side of the contractor (executor, supplier) may be an additional criterion to assess its managerial maturity.”
    Quote in the paperNot a substantial claim

  • It may state two separate claims as one.

    Interpretationown data

    The absence of commercial or compliance risks in the Addison T. and Vallabh S. risk lists is a significant omission, since the material damage of one compliance risk occurrence is on average $12,000.

    “According to the authors of this article, this is a significant omission, since the material damage of one compliance risk occurrence is on average $12,000.”
    Quote in the paperSubstantial claim

  • It may state two separate claims as one.

    Interpretationreasoning

    Violations of the requirement for systematic accreditation of project participants adversely affect the project objectives and reduce the likelihood of their successful achievement.

    “Violations of this requirement adversely affect the project objectives and reduce the likelihood of their successful achievement.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. It may state two separate claims as one.

    Interpretationreasoning

    The Nikolaenko V.S. risk list is of greater practical interest than the Addison T. and Vallabh S. risk list, as it captures not only dangerous risks for IT projects but also evaluates them, groups them, and establishes a causal relationship between them.

    “However, the Nikolaenko V.S. risk list is of greater practical interest, as it captures not only dangerous risks for IT projects but also evaluates them, groups them, and establishes a causal relationship between them.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. It may be too vague to check against evidence.

    Interpretationreasoning

    Using this criterion allows contracting with a more mature contractor who can guarantee the successful achievement of project objectives.

    “Using this criterion allows contracting with a more mature contractor who can guarantee the successful achievement of project objectives.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation

    Sumner M. highlights 16 universal risks that can materialize during the implementation of the IT project.

    “Sumner M. highlights 16 universal risks that can materialize during the implementation of the IT project (Sumner 2000).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Sumner 2000 source

  • It may state two separate claims as one.

    Interpretationreasoning

    Violations of the requirement for systematic accreditation of project participants adversely affect project objectives and reduce the likelihood of their successful achievement.

    “Viola tions of this requirement adversely affect the project objectives and reduce the likelihood of their successful achievement.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds. It may state two separate claims as one.

    Interpretationnone given

    In a negative scenario where the duration and/or cost of an IT project does not meet the customer's expectations, the customer's refusal to accept and pay for the work performed may follow, initiating compliance risks.

    “It is important to emphasize that in the case of a negative scenario, when the duration and/or cost of an IT project does not meet the customer's expectations, his refusal to accept and pay for the work performed (service rendered) may follow, initiating the onset of compliance risks.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Premisecitation

    Risk assessment and prevention lower the likelihood of large-scale disruptions during the development of software and reduce the duration of IT projects that create software for computers.

    “risk assessment and prevention lower the likelihood of large-scale disruptions during the development of software and also reduce the duration of IT projects that create software for computers (Heemstra and Kusters 1996).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Heemstra and Kusters 1996 source

  • It may state two separate claims as one.

    Premisecitation

    Project managers and project teams do not fully understand the problems they may encounter in the process of project implementation and how these problems need to be dealt with.

    “project managers and project teams do not fully understand the problems they may encounter in the process of project implementation and how these problems need to be dealt with.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Ewusi-Mensah and Przasnyski 1991

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation

    Risk management is a key factor that ensures project success.

    “risk management is a key factor that ensures project success (Vujovic et al. 2020).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Vujovic et al. 2020 source

  • Probably not a substantial claim.

    Premisecitation

    Failure to achieve project goals is a result of the fact that project managers and project teams do not take the necessary measures to influence risks.

    “failure to achieve project goals is a result of the fact that project managers and project teams do not take the necessary measures to influence risks (Cule et al. 2000).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Cule et al. 2000 source

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation

    According to PMBOK, a project must be considered a unique work process with a fixed start date and end date.

    “According to the general rule of the international set of best practices for project management outlined in the PMBOK Guide ® , a project must be considered a unique work process with a fixed start date and end date (PMBOK Guide ® 2017).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites PMBOK Guide ® 2017

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation

    Inefficient use or absence of risk management in IT projects is accompanied by constant fire fighting, stress, uncertainty, repeated breakdowns of schedules and their revisions, as well as frequent lawsuits.

    “Inefficient use or absence of risk management in IT projects is accompanied by constant «fire fighting», stress, uncertainty, repeated breakdowns of schedules and their revisions, as well as frequent lawsuits (Phelps 1996).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Phelps 1996 source

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation

    IT projects can arise both technical and managerial problems.

    “IT projects can arise, both technical and managerial problems (Phan et al. 1998).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Phan et al. 1998

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.

    Premisecitation

    Use of special methods for determining maturity in IT projects, such as CMMI or PMMM, can identify strengths and weaknesses of management and increase the loyalty of potential customers.

    “the use of special methods for determining maturity in IT projects, such as CMMI or PMMM, can not only identify strengths and weaknesses of management, but also increase the loyalty of potential customers who seek to conclude contracts with reliable contractors (contractors, suppliers) (Odeh et al. 2021;Hutabarat et al. 2021).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Odeh et al. 2021 source
    • cites Hutabarat et al. 2021 source

  • Probably not a substantial claim. The paper’s conclusions may not depend on it.

    Premisecitation

    Constant improvement of processes and risk management methods can significantly reduce the number and impact of problems occurring in projects.

    “the constant improvement of processes and risk management methods can significantly reduce the number and impact of problems occurring in projects (Perez-Apaza et al. 2021).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Perez-Apaza et al. 2021

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

45 of 45

  • The authors state this as an assumption.

    A systematic audit of the professional knowledge and skills of the project manager and project team members can be a preventive measure that eliminates the problem of low professional training.

    “In this regard, it is logical to assume that a systematic audit of the professional knowledge and skills of the project manager and project team members can be a preventive measure that eliminates this problem.”
1 of 1

Citations

Cites

Flagged first, then by citations

Research works printed but not linked: 12

  1. Brandas, 2012, Study on risk approaches in software development project, Informatica Economica, 16, 148
  2. Merna, Tony, and Al-Thani, Faisal F. (2008). Corporate Risk Management, John Wiley & Sons, Ltd.
  3. Nikolaenko, 2016, Implementation of Risk Management in IT projects. Public Administration, E-Journal, 54, 63
  4. Nikolaenko, 2018a, Negative and Positive Risks in IT projects. Moscow University Bulletin. Series 21, Public Administration, 3, 91
  5. Nikolaenko, 2018b, Risk, risk management and uncertainty: Clarifying concepts. Public Administration, E-Journal, 81, 91
  6. Nikolaenko, 2022, With the hope of taking a risk. A new approach to project management is proposed, Search, 30–31, 4
  7. 2018, The Way Forward: A Strategy for Harmonizing Agile and CMMI. CrossTalk, The Journal of Defense Software Engineering, 29, 4
  8. Perez-Apaza, Fernando, Ramírez-Valenzuela, Andre, and Perez-Apaza, Juan D. (, January July). The Toyota Kata methodology for managing the maturity level pf Last Planner® System. Paper presented at 29th Annual Conference of the International Group for Lean Construction (IGLC29), Lima, Perú.
  9. Phan, 1998, The Search for Perfect Project Management, Computerworld, 22, 95
  10. Sahu, Rekhraj, Choudhuri, Bhuneshwar, and Yadav, Shravan Usages of six sigma in library services. Paper presented at Conference: Library as a Medium of Communication, Available online: https://www.researchgate.net/publication/364011786_Usages_of_six_sigma_in_library_services.
  11. Stevens, Kenneth, and Fowell, Sue (, January July). Perspective on E-Business Software Project Risk. Paper presented at 7th Pacific Asia Conference on Information Systems, Adelaide, Australia.
  12. Wiegers, Karl, and Beatty, Joy (2013). Software Requirements, Microsoft Press.

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Metadata

Authors
Nikolaenko, V., & Sidorov, A.
Affiliations
  • Department of Data Processing Automation, Tomsk State University of Control Systems and Radioelectronics, 634050 Tomsk, Russia
  • Tomsk State University of Control Systems and Radio-Electronics (RU)
Corresponding author
Sidorov, Anatoly
ORCID
Venue
Journal of Risk and Financial Management
Publisher
MDPI AG
Published
2023-01-05
Volume
16
Issue
1
Pages
33
ISSN
  • 1911-8066 (ISSN-L)
  • 1911-8074
DOI
10.3390/jrfm16010033
OpenAlex
W4313573246
Semantic Scholar
85e2db85d67998da173f89a3951658a729dab7a9
Cited by
22
References
30
Citations by year
2026: 4 · 2025: 8 · 2024: 4 · 2023: 6
FWCI
4.04
Type
journal article
Language
en
Open access
Licence
Locations
  • Journal of risk and financial management (publishedVersion, cc-by)
  • Econstor (Econstor) (submittedVersion, cc-by)
  • RePEc: Research Papers in Economics (submittedVersion)
Funders
Ministry of Science and Higher Education (FEWM-2023-0013)
Topics
  • Physical Sciences › Computer Science › Information Systems › Software Engineering Techniques and Practices
  • Social Sciences › Decision Sciences › Management Science and Operations Research › Construction Project Management and Performance
  • Social Sciences › Economics, Econometrics and Finance › Finance › Capital Investment and Risk Analysis
Keywords
IT project risk, risk sources, compliance risk, business risk, causal relationship, Swift, risk impact assessment, project managers, project teams, subcontractors, software development projects

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

A language model drew the claims from the paper on 2026-11-07, under version 3 of the claim definition (model deepseek-v4.1-flash, prompt extract-v3).

A second model labelled each claim on 2026-11-07 (model jev-1.13-20260917, definition revision gold-guideline-v0.2).

Cited sources are checked with a language model’s help (gpt-6-sol).

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

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