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Engineering,
Strategies for improving project Construction and
Architectural
risk management via Management

communication and integration:

the case of Jordan
Muhammad T. Hatamleh Received 1 May 2024
Revised 23 June 2024
Department of Civil Engineering, The University of Jordan, Amman, Jordan Accepted 12 July 2024
Ammar Alzarrad
Department of Civil Engineering, Marshall University, Huntington,
West Virginia, USA
Abdullah Alghossoon
Department of Civil Engineering, The Hashemite University, Zarqa, Jordan
Mohammad Alhusban
Department of Civil Engineering, Middle East University, Amman, Jordan, and
Olugbenro Ogunrinde
Department of Engineering Technology, Tarleton State University, Stephenville,
Texas, USA

Abstract
Purpose – Project information is widely and thoroughly exchanged within construction projects. However, the
risk management process exhibits deficiencies in coordination and visibility, particularly in developing countries.
Practitioners in developing countries often engage in Project Risk Management (PRiM) using practices that
inadvertently hinder project success, frequently resulting in suboptimal outcomes. Therefore, this research explores
practices within Project Integration Management (PIM) and Project Communication Management (PCmM) that
could enhance PRiM and improve managerial proficiency to achieve project success in developing countries.
Design/methodology/approach – The PIM, PCmM and PRiM processes were explored from the literature;
the data was gathered initially by close-ended interviews conducted with a panel of twelve experts followed by
a well-structured questionnaire. Structural Equation Modeling (SEM) was employed via AMOS to analyze the
data and construct a model representing the intricate relationships between the processes. Additionally, the
validity and reliability of the method were inspected.
Findings – The data analysis confirmed that PIM and PCmM were correlated according to contractors and
consultants in the Jordanian construction industry. Furthermore, both have a positive influence on the PRiM.
In addition, a 13-step process was developed to apply extra processes and practices to ensure better
implementation of the PRiM in developing countries.
Originality/value – The literature highlights that integration and communication management influence
project performance. However, there is a lack of research utilizing practices from these knowledge areas to achieve
better project risk management implementation. This research highlights two of the most underrated knowledge
areas in project management. Therefore, a framework was devised, comprising processes that practitioners should
take into account during the planning phase leading to efficient PRiM to enhance their managerial proficiency.
Keywords Knowledge management, Construction planning, Project integration management,
Project communication management, Project risk management
Paper type Research paper

1. Introduction
The United Nations still regards Jordan as a developing country (WorldData.info, 2024). This Engineering, Construction and
Architectural Management
suggests that the quality of the products or services that Jordan offers is not as high as in a © Emerald Publishing Limited
0969-9988
developed country, and one of the reasons for that is a shortage of specialists in each specific DOI 10.1108/ECAM-05-2024-0536
ECAM industry, especially the construction industry (Hatamleh et al., 2018; The World Bank in
Jordan, 2024). To address some of the difficulties in the developing country, a need to explore
practices that can improve the project management process has arisen and the practitioners
of that country should apply it to enhance project outcomes.
Although the construction industry plays a key role in developing countries, It does not
fully meet the expectations and demands set by governments, customers, and society
(Sayyed et al., 2021). According to Nawaz et al. (2021), the most critical issue the project
managers face in developing countries is faulty planning. Recent research suggests that in
developing countries project risk management has extra challenges and a lack of
coordination and perceptibility (Power, 2004; Enshassi et al., 2013; Kumara, 2017;
Hiyassat et al., 2022; Hatamleh et al., 2023). Hence, construction projects usually evolve in
a dynamic environment instead of a static one, implying that the Project Risk Management
(PRiM) is also progressing in the same environment, making the project risks harder to
predict and control (Demirkesen and Ozorhon, 2017; Wu et al., 2017; Hatamleh et al., 2018;
Sayyed et al., 2021). Furthermore, Project Communication Management (PCmM) and Project
Integration Management (PIM) processes are some of the main sources of many risks
connected with construction projects, which suggests a lack of use of these processes for
effective planning in the construction industry (Hiyassat et al., 2022; Ekai, 2023; Hatamleh
et al., 2023; Abu Kwaik et al., 2023). Therefore, enhancing project management proficiency by
improving the used project risk management process would lead to more successful projects
(Hatamleh et al., 2023).
Effective communication is essential for any project that involves humans. Hence, project
information is extensively and comprehensively shared in the construction industry; the
average project managers devote almost 90% of their time to communicating project
information with project participants (Taleb et al., 2017). On the other hand, integration
management is vital in the construction industry; effective project management commences
by integrating processes and people within a construction project (Project Management
Institute (PMI), 2021). Project integration warrants the proper coordination among project
activities while mitigating the associated risks. Hence, previous research documented that
effective communication and integration management demonstrate a critical role in project
management that leads to project success (Demirkesen and Ozorhon, 2017). This research
explores the practices that would provide practitioners in developing countries with an
arsenal that can help achieve a proper risk management plan for a construction project.
Using PIM and PCmM well-researched practices can help improve the project planning
process in general and PRiM in specific. To further explain, PIM and PCmM have processes
that involve managing the communication and integration of various aspects of a project,
such as scope, schedule, cost, quality, resources, and risks to ensure project success (Javed
et al., 2015; Javed and Liu, 2017). This research examines how these practices can improve the
PRiM process, particularly, in developing countries.
This study aims to construct a framework that can help practitioners improve the PRiM
process by examining the existing practices within the PIM and PCmM that can be
implemented in developing countries to improve PRiM and enhance project management
proficiency. Hence, the aim of the study can be realized by achieving the following objectives:
(1) Explore the practices and processes used in implementing a successful PCmM in the
developing countries;
(2) Explore the practices and processes used in implementing a successful PIM in the
developing countries;
(3) Explore the practices and processes used in implementing PRiM in the developing
countries
 (4) Examine the interrelationship between PIM and PCmM, and assess the impact of Engineering,
combining practices from both areas to the PRiM implementation. Construction and
Architectural
This research was structured into the following sections: Introduction; Literature Review, Management
Methodology, Data Analysis and Discussion; Conclusion; Limitation and Future Research;
and finally References section.

2. Literature review
At first glance, Project Management practices, processes, and methods seem universally
applicable to construction projects. However, the lack of a systematic approach and
standardized processes are key factors influencing improper risk management techniques
(Sadeh et al., 2021). Hence, due to the distinctiveness of each project and the specific
challenges posed by different regions, adjustments to these practices become necessary
(PMI, 2021). To tackle these practices, PMI introduced knowledge areas, practices, and
process groups that practitioners shall utilize to enhance their project management process.
Several practices exist and are documented to facilitate the project risk management
process. However, these practices usually do not take into account either a comprehensive set
of the unique characteristics of a project and its surrounding environment or the attitude of
an organization toward risk (Cagliano et al., 2015). The management of risk is greatly
influenced by the uniqueness of the construction industry in a specific country and trying to
eliminate all risks in construction projects is impossible. Therefore, a formal more specific
risk management process to manage all types of risks is needed (El-Sayegh, 2008; Hiyassat
et al., 2022).
The risk management process can be implemented by performing the following
processes: Plan Risk Management, Identify Risks, Perform Risk Analysis (Both Quantitative
and Qualitative Analysis), Plan Risk Response, and Monitor and Control Risks (PMI, 2021).
Also, the risk management framework of ISO 3100–2009 is based on five main components:
establishment of context, risk assessment, risk treatment, communication and consultation,
and monitoring and review (Abuyassin et al., 2018). However, Nawaz et al. (2019), argued that
there is no core system of risk management in the construction industries of developing
countries even though the industry is an extremely risk-seeking industry lacking a good
reputation for handling risk (specifically in Pakistan as one of the developing countries).
Lately, risk management has gradually been considered more important in developing
countries as a result of increased competition and construction activities (Nawaz et al., 2019).
Hosseini et al. (2016) explored the perspectives of construction professionals regarding the
critical success factors for implementing Project Risk Management (PRiM) in developing
countries. Their findings highlighted a divergence among practitioners in these countries
regarding the perceived importance of success factors for efficient PRiM implementation.
Hence, the most critical factors were: support from managers, the inclusion of risk
management in construction education and training courses for construction practitioners,
attempting to deliver projects systematically, and awareness and knowledge of the process
for implementing risk management.
In addition to developing countries, the construction industry in China is characterized by
its distinct economics, government structure, cultural context, and political environment.
Consequently, the risk factors in the Chinese construction industry appear to differ from
those in other countries which should influence the current practices in implementing project
risk management (Wu et al., 2017). Successfully achieving project objectives requires
leveraging practices from project management to facilitate adapting them to the specific
regional context of project management implementation. Hence, one consistent theme
emerged from different countries: “knowledge management” which plays a pivotal role in
ECAM successfully implementing the risk management process. Therefore, construction
practitioners should advocate actively promoting effective knowledge management as a
foundational step toward achieving robust risk management practices on construction
projects, especially in developing countries and where needed (Hosseini et al., 2016).
Project Integration Management and Project Communication Management are two
important aspects of project management (PMI, 2021). Project Integration Management
encompasses the processes and activities aimed at identifying, defining, combining,
unifying, and coordinating the various processes and project management activities within
the Project Management Process Group. On the other hand, project communication
management involves sharing information and coordinating activities between
stakeholders. Hence, by effectively managing these two knowledge areas, project risk
management could be improved which can be reflected in the overall performance of a
construction project (Ndlela, 2019).
For the sake of this study, the following knowledge areas were explored: Project
Integration Management (PIM); Project Communication Management (PCmM); and Project
Risk Management (PRiM). Moreover, various researchers have outlined the processes that
should be addressed within each knowledge area. These processes are extracted from the
PMBOK along with existing literature while incorporating adjustments to account for
project complexity, stakeholder challenges, and the unique geographic and cultural contexts
of individual projects (Yimam, 2011; Malik et al., 2018; Hatamleh et al., 2020; PMI, 2021;
Hatamleh et al., 2018).
To align the communication approach and integrate communications with overall project
management a series of practices are established in the literature to set project
communication goals and define the communications strategy for the project (Greenberg
et al., 2011). During the risk assessment process, project management gains valuable insights
into potential project risks, devises strategies to mitigate risks, and establishes protocols for
effective communication regarding these risks (Greenberg et al., 2011; PMI, 2021). Moreover,
a common approach to construction risk management is to evaluate the risks in terms of
probability. As the number of risk elements increases and project complexity grows, the
workload and assessment difficulty will escalate exponentially. Consequently, the need for
diverse approaches becomes essential (Ji et al., 2022).
The engineering and technical requirements for processes, procedures, and methods are
defined by technical standards specific to each region. These standards play a crucial role in
acquiring the knowledge necessary for achieving project success. These standards can be
noticeably different considering the regional perspective and correspond to the local
environmental, technical, legal, cultural, and beneficial features (Lei et al., 2017). Integrating
the project plan while communicating these standards throughout the project planning,
especially, during project risk management plan development can make a huge difference in
identifying and mitigating some risks. Hence, the literature section offers valuable insights
into understanding and enhancing the implementation of project risk management in
developing countries through an exploration of PCmM and PIM and their associated
practices.

2.1 Project communication management (PCmM)

According to the Project Management Institute’s Guide to the Project Management Body of
Knowledge (PMBOK) 7th edition, “Effective communication is a critical element in the
successful completion of any project”. When working on a construction project, several
people from various professions come together to form a temporary organization. Therefore,
effective communication encourages collaboration among team members on the construction
site (Yap et al., 2017).
 The ultimate objective of any project is to efficiently and effectively communicate with the Engineering,
appropriate stakeholders, promptly, and in the optimal format, thereby achieving the Construction and
project’s objectives (Khanyile et al., 2019). The significance of this has been highlighted by Architectural
numerous studies focusing on the effect of communication management on project outcomes. Management
Also, Priyadharshini and Kumar (2015) suggested that a vain communication process could
result in a demotivated workforce, design errors, a slowdown of the entire project, and
production delays.
Even though PCmM has been included in the early editions of the PMBOK, during the
Coronavirus (COVID-19) pandemic it was highlighted by several researchers as a necessity
in the construction industry to maintain the industry’s momentum with all of the changes
imposed by the pandemic (Al-Mhdawi et al., 2022). Moreover, Pamidimukkala and
Kermanshachi (2021) indicate that the most important COVID-19 challenges include
developing new methods of managing communications and overcoming technical obstacles
to improving communication when project managers and laborers are not available
regularly. Also, Al-Mhdawi et al. (2022) concluded that common contractual-related
discrepancies during the pandemic are the result of inadequate negotiation processes caused
by ineffective communication mechanisms. It is almost certain that the pandemic has
significantly altered the functional approach; therefore, prioritizing improved
communication management and socialization patterns, particularly in terms of adopting
safer measures, is critical and can have a great impact on the project risk management
process (Subramaniam et al., 2022).
Furthermore, Tipili et al. (2014) researched the impacts of communication on
construction project delivery in developing countries, the study found that project delays,
cost overruns, and project abandonment were a result of lack of communication. Hence, the
effectiveness of professionals in the construction industry is strongly influenced by project
communications and communication management. Effective communication practices play
a pivotal role in ensuring successful project outcomes and fostering collaboration among
stakeholders.
Moreover, Khanyile et al. (2019) examined the correlations between the project outcomes
and practices within communication management in Swaziland to determine which practices
are associated with project success. These practices can help explore the organization’s risk
management process by enhancing the risk identification, mitigation, and response
processes. Hence, nine practices were identified as essential to a successful project:
“teamwork, clear channels within the organizational structure, information technology,
communication technology, communication skills and competence, communication
management plans, project brief requirement management, project brief risk requirement
management, and environment context”.
On the other hand, according to Kumara (2017), Project management challenges in
developing countries encompass a range of issues, including but not limited to:
(1) Unspecified project objectives: Lack of clear goals can hinder project success.
(2) Communication issues: Effective communication with all stakeholders is essential for
successful project completion.
(3) Poor risk management strategy: Inadequate risk management can lead to unexpected
setbacks.
(4) Risk tolerance: Balancing risk tolerance is crucial for project resilience.
(5) Lack of stakeholder engagement: Engaging stakeholders is vital for project alignment
and support.
ECAM These challenges underscore the interconnectedness between Project Communication
Management (PCmM), Project Integration Management (PIM), and Project Risk
Management (PRiM). Successfully achieving project objectives requires leveraging
practices from these knowledge areas while adapting them to the specific regional context
of project implementation.
Implementing a communication strategy reduces the exposure of both staff and the
project to risk (Greenberg et al., 2011). This enables project staff to concentrate on their tasks,
while the communications team handles the communication within the project. If a crisis
occurs, the decision-makers and project management team can devote their attention to
technical issues, trusting that the communications response is integrated within the project
and the team is ready to handle it (Dahmas et al., 2019).

2.2 Project integration management (PIM)

Project integration management significantly impacts project risk management (Ekai, 2023).
Integration allows for a comprehensive assessment of risks and their potential consequences,
as well as the development of strategies for mitigation. Integration also enables the
monitoring of progress against risk management plans, helping to ensure that risk
management is a continuous process. Furthermore, integration facilitates the identification
of interdependencies between different risks and provides the necessary information to
develop mitigation strategies (Ekai, 2023).
PIM involves the coordination of the different components and systems, as well as a plan
development to ensure that the integration is successful. This includes the development of a
timeline for the integration, the identification of resources needed for the integration, a
budget development, and managing of risks associated with the integration (Yan et al., 2021).
Integration project management also involves the communication of the project objectives,
identifying stakeholders, and managing expectations (Yan et al., 2021).
Construction industry organizations that operate on a project basis should incorporate
knowledge and processes that are tailored to suit local environments. Berteaux and
Javernick-Will (2015) discussed that projects characterized by high integration employ
techniques that facilitate more robust information exchange, in contrast to projects with low
integration which helps to adapt to the local environment and enhance the risk identification
process.
Demirkesen and Ozorhon (2017) investigated the impact of different components of
integration management on construction project management performance. Additionally,
quantified the relationship between these components with integration management. These
components of integration management were “the development of a project charter;
knowledge, process, and staff integration; supply chain integration; and integration of
changes”. Hence, the key aspects of the management team’s performance encompass
timeliness, cost efficiency, quality, safety, and client satisfaction.
The literature highlights that integration management significantly influences project
performance. It suggests various tools and strategies to facilitate effective integration throughout
the project life cycle. Integrated risk management of the construction project process mainly
refers to the integration of the risk management process and project management process as well
as integration between project risk management and project lifecycle (Zhu and Gao, 2016).
Therefore, by enhancing information exchange, integration management helps mitigate project
risks and ensures successful outcomes (Berteaux and Javernick-Will, 2015).
Carvalho and Rabechini (2015) and Hatamleh (2020) discussed the influence of risk
management on project success. Notably, they categorized the risk management process into
soft and hard approaches. Hence, the soft approaches are the alternative ways of managing
risk that include context, strategy, communication, attitude, assignment, stakeholder
relations, and crisis management. Therefore, PCmM can improve project risk management Engineering,
by emphasizing the soft aspects of management. Construction and
On the other hand, the hard approaches follow the standard risk management process: Architectural
identify, analyze, assess, respond, and monitor. These processes have an impact on project Management
performance and help to achieve project success, but they are not enough for all construction
projects depending on the region of a project. PIM can improve the overall project risk
management by overcoming this shortcoming. Hence, the project success and the
performance of the hard approaches would be improved if the hard approaches were
integrated into the project plan with the soft approaches (Carvalho and Rabechini, 2015;
Hatamleh et al., 2020).
The risk assessment process enabled project staff and management to understand the
consequences of ineffective communication and take proactive measures to minimize the
related risks by creating a communication plan, educating communicators, and organizing
the communication team (Suleiman, 2022). Many project stakeholders understand the
importance of conducting a risk assessment process to identify and reduce potential risks
impacting the project design and management. Therefore, enhancing and integrating
communication among the project team and stakeholders can be a key factor in improving
project risk assessment which can lead to an improvement in the overall project management
(Greenberg et al., 2011).
Additionally, using simple and clear language helps to communicate effectively and
avoid confusion and misunderstanding among different stakeholders, who have different
levels of knowledge (Greenberg et al., 2011). To harmonize communication strategies and
seamlessly integrate them with project management, ensuring a cohesive approach a series
of practices are established in the literature that creates procedures for communicating about
potential risks.
The literature provided a comprehensive list of practices and processes for each of the
knowledge areas examined in this research (PIM, PCmM, and PRiM). These practices were
extracted from four main sources and within them, they reviewed previous studies that relate
to this topic. Table 1 highlights the number of practices and processes and shows the sources
used to collect them.

2.3 Significant gap

Communicating a risk management plan can pose extra communication challenges
(Hiyassat et al., 2022). Risk assessments consider various levels that are not always
discussed when talking about risks in non-technical situations. Especially in electronic
communications that make it easier for risk assessment results to be misinterpreted and
manipulated to convey false or misleading results. Integrating communications planning,
risk management, and project management ensures that consistent, factual information is
developed and incorporated into project planning (Greenberg et al., 2011; Carvalho and
Rabechini, 2015; Kumara, 2017; Pamidimukkala and Kermanshachi, 2021; Yan et al., 2021;
Suleiman, 2022; Ekai, 2023).

Number of practices and processes

Knowledge Grant and Pennypacker Yimam Malik et al. Project Management
area (2006) (2011) (2018) Institute (2021)
Table 1.
PIM 5 7 6 7 Number of the
PCmM 4 16 3 3 practices and
PRiM 5 18 6 7 processes within each
Source(s): Author’s own work knowledge area
ECAM Serpell et al. (2015) observed that construction companies in developing countries use a set
of practices for risk management that often lead to poor results and limit the project’s
success. The main obstacles that prevent construction companies from achieving and
implementing an effective risk management system are the absence of an official systematic
procedure and the lack of communication and collaboration on the risks among the project
participants (Choudhry and Iqbal, 2012; Hiyassat et al., 2022). Despite prior research in the
field of risk management, it seems that practitioners, particularly in developing countries,
have not fully acknowledged its significance. Furthermore, there exists a substantial
disparity between the established theory and the practical implementation of risk
management within the construction industry of developing nations; especially Jordan
(Hatamleh et al., 2023).
While prior research has explored Integrated Risk Management, and others researched
the PCmM, this study takes a distinct approach. Instead of concentrating on integrated risk
management for project success, this research investigates the existing practices within PIM
and PCmM that can be effectively implemented in developing countries to enhance PRiM and
elevate project management proficiency. Consequently, there is a gap in the literature
regarding the interplay of these three knowledge areas collectively and the correlations
between them.
Furthermore, a well-integrated project has all parts working together and aligned
towards a common goal, which lowers the chances of errors and mistakes. However, a poorly
integrated project has a higher risk of delays, budget overruns, and other problems that can
jeopardize the project’s success (Del Cano and De la Cruz, 2002; Ekai, 2023). Also, previous
studies investigated the significant effect of communication management on project
outcomes (Priyadharshini and Kumar 2015; Khanyile et al., 2019) as seen in this section.
Hence, most previous studies have explored the relationship between PCmM and PIM and
their impact on project success separately. However, in this research, PCmM and PIM could
offer processes and practices along with the existing PRiM practices that would help to
achieve a balance between the soft and the hard approaches of the risk management process
in the Jordanian construction industry which would help practitioners to improve the project
risk management implementation and can be applied to the industry worldwide to enhance
the project management process which can be directly reflected to the project’s success. The
literature section helped with achieving objectives 1,2, and 3 of this study resulting in
Table 1, and further explorations were conducted in the methodology and data analyses
sections.

3. Methodology
This section presents the research design involving both Qualitative and Quantitative
methods to overcome the limitation of the single design (Nawaz et al., 2020). In this study, the
collected practices and processes required for the effective implementation of PIM, PCmM,
and PRiM were drawn from the literature. These practices and processes then underwent two
rounds of close-ended interviews with a panel of experts (Qualitative method). The insights
gleaned from these interviews informed the creation of a well-structured questionnaire
(Quantitative method), as depicted in Figure 1. Subsequently, the collected data was
meticulously analyzed to achieve the research objectives.
During the first round of interviews, participants discussed the application of various
practices and processes across the three knowledge areas. The goal was to ascertain
consistency and identify practices and processes suitable for the construction industry in
developing countries. The interviews encompassed all practices from Table 1. Subsequently,
experts reached a consensus: PIM could be effectively implemented by emphasizing 6
practices and processes, PCmM yielded 6, and PRiM involved 14.
 Identify the problem
Engineering,
Construction and
Architectural
Establish the research objectives Management

Literature Review

Design the Interview questions

Conduct the 1st round of interviews Conduct the 2nd round of interviews

Design the Questionnaire

Identify the population and the sample size Distribution of the Questionnaire

Collect the responses

Data analysis Figure 1.

Research methodology
structure
Source(s): Authors’ own work

Interviews were conducted with twelve experts across two rounds. The number of experts
participating in both rounds was determined by their willingness to engage. There was a one-
week gap between the rounds, allowing sufficient time for data analysis from the first round
and facilitating the second round. Although invitations were sent to 20 experts, only 12
expressed interest in participating in both interview rounds. Frequencies and percentages
are shown in Table 2 to describe the profile information of the experts.
The second round of interviews served two primary purposes: first, to validate initial
impressions and second, to explore the practices and processes and eliminate any
misunderstanding and inconsistency in preparing for the questionnaire design. During this
round, experts assess any changes in their initial opinions and determine the most effective
way to describe the practices and processes identified in the first round. This process was
instrumental in developing the questionnaire so it will remain relevant over time for the
developing countries’ construction industry.
As a result of the interview, PIM had 6 processes, four processes were rewritten and two
were kept as they were (resulting in 6 practices and processes to describe the PIM). PCmM
had 6 processes; five were merged to get two processes, and one was rewritten (resulting in 3
practices and processes to describe the PCmM). Finally, PRiM had 14 processes, eight of the
processes were merged to get three processes and five processes were rewritten (resulting in
8 practices and processes to describe the PRiM). Hence, these practices and processes are the
ones that were carried out to the questionnaire (check Appendix 1). The interview resulted in
the following practices and process as shown in Tables 3 and 4.
During the questionnaire, participants had to choose an answer on a 5-point Likert scale to
enable the analysis part of this study (Awang et al., 2016). The questionnaire consisted of 4
ECAM Percent
Respondents’ information Frequency (%)

Type of your participation in construction project implementation

Consultant: 5 41.67
Contractor: 7 58.33
Current position
Project manager 2 16.67
Construction manager or superintendent 3 25.00
Assistant project manager (e.g. schedule, material, quality, safety, subcontractor 6 50.00
control)
Regional manager/project manager/IM manager and coordinator 1 8.33
Type of projects
Residential buildings 5 41.67
Commercial buildings 6 50.00
Mixed/PPP/WASH/Energy 1 8.33
Working experience in the construction industry
Table 2. <10 years 3 25.00
Demographic 10–15 years 4 33.33
description of the >15 years 5 41.67
interview Source(s): Author’s own work

Grant and Malik Project This research

Pennypacker Yimam et al. Management
Knowledge area (2006) (2011) (2018) Institute (2021) Interview Questionnaire

Project 5 7 6 7 6 6
Integration
Management
Project 4 16 3 3 6 3
Table 3.
Number of the Communication
practices and Management
processes within each Project Risk 5 18 6 7 14 8
knowledge area for this Management
research Source(s): Author’s own work

sections: first, the demographic description; second, the practices associated with the PIM;
third, the practices associated with PCmM, and fourth, the practices associated with PRiM.
The data that support the findings of this study are available on request from the
corresponding author. Also, the data are not publicly available due to restrictions where they
contain information that could compromise the privacy of participants. An IRB approval
number 20–11–408 was obtained from the University of Alabama’s Institutional
Review Board.
For this research, the population included all civil engineers employed in the Jordanian
construction industry. Given that risk management within the Jordanian construction sector
is a specialized civil engineering responsibility, the study targets this professional group.
According to the Jordan Engineers Association (JEA) data for 2022, there are currently 34,753
registered civil engineers actively working within the Kingdom. The relative sample size
required for the study was determined using established Sample Size Determination Tables
 Engineering,
PIM PIM final processes Construction and
PIM1 1. Provides support for the project charter development
PIM2 2. Provides Project Management training for each management team
Architectural
PIM3 3. Uses value engineering in developing the project plan and scope (an executing process that has Management
the potential to lower the cost and shorten the duration)
PIM4 4. Assure your organization’s project managers have a solid knowledge base of Project
Management
PIM5 5. Performs integrated change control; changes are approved in writing but executed in the project
information system
PIM6 6. Perform project closure procedures of the Project Management plan
PCmM PCmM final processes
PCmM1 1. Performs project communication management, and has a plan to identify communication needs
PCmM2 2. Performs project communication requirement analysis
PCmM3 3. There is an effort to perform a standard process to track and manage project issues and progress
reports
PRiM PRiM final processes
PRiM1 1. Performs risk management formally in the projects as an organization
PRiM2 2. There is an effort to identify and document risks using the risk breakdown structure and
checklist analysis
PRiM3 3. Prioritizes the risks based on specific criteria and evaluates and quantifies each identified risk in
the project
PRiM4 4. Develop a risk response strategy for the prioritized risks
PRiM5 5. Continuously update the risk response strategy with the project’s progress
PRiM6 6. Performs risk control and uses the risk register for monitoring
PRiM7 7. Examine and document the effectiveness of the risk response strategy and the risk management Table 4.
process PIM, PCmM, and PRiM
PRiM8 8. Performs hazard analysis for activities on the projects final practices/
Source(s): Author’s own work processes

commonly referenced by scholars in the literature such as: Israel (1992), Bartlett et al. (2001),
Singh and Masuku (2014), Hatamleh et al. (2018), Hiyassat et al. (2022) as the following: For an
alpha of 0.05 with t 5 1.96 and variability of 0.5 (p 5 0.5) using a precision of ±10% and a
population size of more than 20,000 the returned sample size needed is approximately 100.
For this research, a number of 210 questionnaires were distributed using Google Forms
link via emails, LinkedIn, Facebook, and WhatsApp. A sample of 140 responses were
submitted and a final sample of 122 responses were used for the data analysis after omitting
the ones that had empty cells or the answers were all 1 or 5 for all of the questionnaire
questions.
The demographic description of the questionnaire participants was summarized in
Figure 2 where they were asked about their Type of participation in construction project
implementation; their current position; the type of projects that they worked on; and their
working experience in the Jordanian construction industry.

4. Data analysis and discussion

To assess the agreement between the responses of contractors and consultants across
different sections of the questionnaire, a non-parametric test was performed. Specifically, the
Mann-Whitney test (U) was utilized. This test serves as a non-parametric alternative to the
unpaired t-test (Minitab LLC, 2021). At this stage of analysis, the null hypothesis (H01) posits
that the distribution of questionnaire variables remains consistent across different
respondent categories involved in the implementation of construction projects. If the p-
value is less than or equal to the significance level, the decision is to reject the null hypothesis
ECAM

Figure 2.
Demographic
description of the
questionnaire

(Minitab LLC, 2021). Table 5 shows that the p-values, which are all greater than 0.05, suggest
that there is agreement between the contractors’ and consultants’ responses within the
Jordanian construction industry.
Furthermore, Structural Equation Modeling (SEM) was used to analyze the obtained data
from the questionnaire and to construct the study model as shown in Figure 3. SEM is a
powerful tool that can be viewed as a mix of factor analysis, regression analysis, and path
analysis (Hox and Bechger, 1998; Bowen and Guo, 2011; Awang et al., 2016).
Path analysis within Structural Equation Modeling (SEM) serves two main purposes:
first, it estimates the path coefficients (often denoted as β) for the model; second, it assesses
the overall model fit. The overarching objective of path analysis, and SEM in general, is to
evaluate how well the model represents a set of specified relationships, both causal and
non-causal, among variables, while also interpreting the observed associations among these
variables. The observed relationships are usually covariance, summarized in the sample
covariance matrix (Savalei and Bentler, 2010; Awang et al., 2016).
Exploratory Factor Analysis (EFA) was utilized to establish a model for a set of processes.
This model aims to best represent the observed variables under maximum likelihood
conditions, using the principal components analysis method. The goal is to identify latent
factors that account for both the variance and error variance in a correlation matrix (Laher,
2010). By applying factor analysis techniques, the processes were reorganized to achieve a

Null hypothesis Sig.

1 The distribution of PIM is the same 0.972

2 The distribution of PCmM is the same 0.862
3 The distribution of PRiM is the same 0.665
Table 5. Note(s): Asymptotic significances are displayed. The significance level is 0.050
Mann-Whitney U test Source(s): Author’s own work
 Engineering,
Construction and
Architectural
Management

Figure 3.
Flow chart for
constructing the
research model

well-fitting model for the study. Also, having a full-factor model allows the strength of the
relationship between the latent variables (PRiM) and the observed variables (PIM and
PCmM) to vary with different loading.
The EFA technique was used to identify and regroup the factors to achieve a good fit for
the study model as shown in Table 6. The load values for each variable were represented in
the pattern matrix. According to the literature for newly developed items, the factor loading
for every item should exceed 0.5 and for established items, the factor loading for every item
should be 0.6 or higher (Awang et al., 2016).
Moss (2016) advocates that all items in a factor model should have commonalities of over
0.60 or an average communality of 0.7 to justify performing a factor analysis with small
sample sizes. For this study, a cut-off of 0.6 was followed. As a result, the variables in the
model were regrouped and some indicators were eliminated to enhance the model’s goodness
of fit (the rotation converged in 14 iterations).
The EFA resulted in having four groups of variables: PRiM with 8 practices/processes,
PIM with 3 practices/processes, PCmM with 2 practices/processes, and a new variable named
PIM# with 1 practice. In addition, to test the reliability of the measures used in the study, a
Cronbach’s alpha test was used. Hair et al. (2010) suggested that the minimum acceptable
level of Cronbach’s alpha should be greater than or equal to 0.70 for each group. Also, Taber
(2018) recommends a 0.7 value for each group and greater than 0.80 for the overall alpha
value. The Cronbach’s alpha value for the PRiM group (with 8 items) was 0.728, and for the
three variables: PIM, PCmM, and PIM# (with 6 items) was 0.845, and an overall value for the
2 groups of 0.810. Therefore, all indicators have values of more than 0.70 individually and an
overall greater than 0.80 which suggests the reliability of the study instruments indicating a
satisfactory level of internal consistency (Taber, 2018).
ECAM Pattern matrix
Component
1 2 3 4

PRiM4 1.03
PRiM5 1.00 �0.13
PRiM8 0.94 0.11
PRiM3 0.93 0.17
PRiM6 0.92 �0.12
PRiM2 0.87 0.16 �0.11
PRiM7 0.81 0.15
PRiM1 0.68 0.17
PIM5 0.59 �0.26 0.18
PIM3 0.37 0.10 0.30
PIM1 0.87 0.11 �0.12
PIM2 0.33 0.81
PIM4 0.72
PIM6 0.61
PCmM3 0.28 �0.19 0.75
PCmM1 0.28 0.10 0.70
PCmM2 0.33 �0.25 0.23 0.43
Note(s): Extraction method: principal component analysis. Rotation method: Promax with Kaiser
Table 6. normalization
Pattern matrix Source(s): Author’s own work

The primary method for determining discriminant validity within the EFA is that the
variables should load significantly only on one factor (no cross-loading). Therefore, Table 6
suggests that the data are valid since there is no cross-loading in the pattern matrix
(Thompson, 2004; Awang et al., 2016),
Additionally, structural equation modeling begins by assessing the model’s acceptability
based on fit indices (Moss, 2016). These indices can be summarized using the following
criteria:
(1) Discrepancy functions, including the chi-square test and the relative chi-square, play
a crucial role in assessing model fit. In AMOS, the chi-square value is denoted as
CMIN. Additionally, this index is less influenced by sample size variations.
Researchers’ acceptance criteria for model fit range from values less than 2 to less
than 5 (Moss, 2016; Shi et al., 2019).
(2) Tests that compare the target and null models, such as the comparative fit index (CFI)
also known as the Bentler Comparative Fit Index. The CFI represents the extent to
which the model of interest is better than the independence model; values that
approach 1 indicate an acceptable fit to a value of 0.90 (Shi et al., 2019).
(3) Root mean square residual, such as the root mean square error of approximation
(RMSEA). RMSEA represents the square root of the average or means of the
covariance residuals. Hence, zero represents a perfect fit and the maximum is
unlimited (Moss, 2016).
In modeling, it is crucial to comprehend the characteristics of each variable. Additionally,
covariance, which quantifies how two variables change together when there is a correlation
(represented by a two-way arrow in the model), is introduced to improve the model’s
goodness of fit (Moss, 2016; Shi et al., 2019).
 Figure 4 and Table 7 display the standardized estimates and the p-values for the Engineering,
relationships between variables, based on the regression weights along each path. For this Construction and
study, Figure 4 was treated as the final model after 3 iterations. In detail, the influence path Architectural
between the latent and observed variables along with introducing errors to the measurement Management
instrument (processes and practices for each variable) was used as the mechanism of the
model design that was reflected in the number of iterations needed to construct the model.
The first iteration included using the outcome of the pattern matrix (Table 6) as the initial
model with no errors (the goodness of fit of the model needed to be improved). Therefore, in the
second iteration, measurement errors e1 through e13 were introduced to each item along with r1
which is a measurement error for the latent variable PRiM; adding these measurement errors
enhanced the goodness of fit for the model but it was not sufficient to accept the model. Finally, the
third iteration was conducted by adding the correlation paths between the observable variables
(PIM, PCmM, and PIM#) which enhanced the final goodness of fit for the proposed model.
As mentioned earlier in this section, this model’s goodness of fit test result should be
compared with specific fit indices to accept the proposed model (Moss, 2016). After the third
iteration, the fit indices for the proposed model were: 2.56 for CMIN, 0.914 for CFI, and finally
RMSEA of 0.114. Certainly, the model fit can be improved but it would necessitate the

Figure 4.
Final model for this
study via AMOS
ECAM removal of certain observed variables that currently exhibit significant relationships within
the model. However, since the model fit indices are within the acceptable thresholds based on
the literature, Figure 4 represents the final model that the discussion and conclusion for this
research were based on.
Table 7 suggests that the variables (PIM and PCmM) have a significant relationship with
project risk management (PRiM) with estimated regression weight values of 0.389 and 0.749
respectively and accepting the relationship in the path. However, Variable PIM# has no
significant relationship with the direct path toward project risk management with an
estimated regression weight value of 0.161.
The study results validate that PIM significantly impacts the successful implementation
of PRiM. This positive relationship is evident in Table 7 as a result of the path analysis.
Previous research has explored the beneficial effects of adopting PRiM practices as it is on
project success (Smith et al., 2014; Urban �sk et al., 2019; PMI, 2021). Moreover, PIM has
consistently positively influenced project success, as demonstrated by studies conducted by
Berteaux and Javernick-Will (2015), Demirkesen and Ozorhon (2017), Yan et al. (2021), and
Ekai (2023). Therefore, practitioners who incorporate project integration management
practices can enhance project performance and achieve project objectives through improved
risk management processes.
In addition, Table 8 shows that all values have a positive regression weight which
suggests positive relationships between all the variables in the study. Group PIM# has only
one practice within it (which affected the goodness of fit for the model). This study
emphasizes that the Jordanian construction industry has not fully harnessed the capabilities
of project integration management in implementing project risk management processes.
This is evident from the weak to negligible relationship observed between PIM# and PRiM.
PIM# comprises a single indicator, specifically PIM1 (Provides support for the project
charter development). Notably, PIM1 was treated as its own observed variable based on the
results from the factor analysis process within the structural equation modeling (SEM)
procedure.

Estimate S.E. C.R. p Label

PRiM ← PIM 0.389 0.175 2.217 0.027 Accept

Table 7. PRiM ← PIM# 0.161 0.121 1.330 0.184 Reject
Final model regression PRiM ← PCmM 0.749 0.151 4.968 *** Accept
weights Source(s): Author’s own work

Measurement Variable Measurement Variable

instrument groups Estimate instrument groups Estimate

PRiM ← PIM 0.160 PRiM1 ← PRiM 0.827

PRiM ← PIM# 0.126 PRiM2 ← PRiM 0.848
PRiM ← PCmM 0.583 PRiM3 ← PRiM 0.933
PIM2 ← PIM 0.787 PRiM4 ← PRiM 0.855
PIM4 ← PIM 0.853 PRiM5 ← PRiM 0.861
PIM6 ← PIM 0.760 PRiM6 ← PRiM 0.934
Table 8. PIM1 ← PIM# 0.887 PRiM7 ← PRiM 0.931
Final model PCmM1 ← PCmM 0.807 PRiM8 ← PRiM 0.928
standardized PCmM3 ← PCmM 0.892
regression weights Source(s): Author’s own work
Wrike, Inc. (2024) emphasized that a project charter serves as a formal document outlining a Engineering,
project’s purpose, scope, stakeholders, objectives, and comprehensive plan. Essentially, it Construction and
acts as a roadmap for the project. The project charter plays a crucial role in guiding all Architectural
subsequent decisions and actions throughout a construction project. However, this research Management
reveals that in developing countries (i.e. Jordan) this important practice/process is often
overlooked or receives minimal attention, leading to a negligible relationship with the
implementation of PRiM.
Based on this study’s proposed model, PCmM and PIM have a positive influence on the
PRiM suggesting that if practitioners in the construction industry paid more attention to the
practices within these observed variables it could lead to enhancements in the PRiM
implementation which according to Smith et al. (2014) and Urban �sk et al. (2019) would lead to
more successful projects. This research study specifically examines the implementation of
practices and processes within each knowledge area by practitioners in the Jordanian
construction industry. The primary objective is to enhance overall project risk management
and provide insights for practitioners seeking to achieve project objectives while managing
risks effectively.
The practices and processes that positively impact project risk management in
developing countries were analyzed and the most can be achieved by implementing the
following steps to enhance the PRiM implementation:
(1) Step 1: Offering Project Management training tailored for each management team.
As part of the PIM having a knowledgeable management team can provide the
required support for the team members throughout the project planning and
execution, especially, during the ongoing process of identifying and monitoring
risks (Yan et al., 2021)
(2) Step 2: Ensure that your organization’s project managers possess a strong
foundation in Project Management. The project manager is the backbone of the
construction project and needs skills to ensure a proactive decision-making process
during the project risk management planning. Effective communication consistently
ranks high on any list of essential project management skills. This encompasses
both written and verbal communication. Hence, project managers play a crucial role
in ensuring that team members and stakeholders are well-informed about project
plans, timelines, budgets, and the latest project developments. Moreover, clear
communication is vital for managing identified risks successfully (PMI, 2021; Yan
et al., 2021).
(3) Step 3: Execute the project closure procedures outlined in the Project Management
Plan in previous and current projects. Prior to project closure, a comprehensive
review of project performance and outcomes is typically conducted, and by
identifying any gaps, deviations, or changes that occurred during the project; the
review findings and recommendations would be documented and used for future
project risk management plans.
(4) Step 4: Initiate project communication management and formulate a comprehensive
plan to identify the communication requirements. In construction projects,
particularly concerning risk, project managers should effectively communicate
both preventive measures to mitigate risks and strategies to minimize the impact
and effects when unforeseen events occur.
(5) Step 5: Implement a standardized process for tracking and managing project issues
and progress reports. Progress reports play a crucial role in monitoring and
identifying risks as the project progresses.
ECAM (6) Step 6: Incorporate formal risk management practices within the organization’s
projects as a methodology of planning.
(7) Step 7: Systematically identify and document risks by employing the risk
breakdown structure and conducting checklist analyses.
(8) Step 8: Conducts hazard analysis for project activities
(9) Step 9: Assesses and prioritizes risks based on specific criteria, followed by a
thorough evaluation and quantification of each identified risk within the project.
(10) Step 10: Formulate a risk response strategy tailored to address the prioritized risks
(11) Step 11: Regularly revise and adapt the risk response strategy in alignment with the
project’s ongoing progress
(12) Step 12: Executes risk control and utilizes the risk register for monitoring
(13) Step 13: Evaluate and document the effectiveness of the risk response strategy and
the risk management process.
Table 9 displays the covariance to assess the statistically significant correlation between the
variables. All p-values are less than 0.05, indicating the existence of a specific correlation
among these variables. This correlation significantly contributes to the overall accuracy of
the model. Furthermore, it reveals the correlation values between the associated variables.
All these correlations exhibit positive values, implying a positive relationship among the
variables in the model.
Figure 4, Tables 7–9 highlighted the relationship between the practices and processes
studied in this research and were utilized to provide a conceptual framework consisting of
processes that should be taken into consideration by practitioners during the project risk
management process in the developing countries construction industry as shown in Figure 5.
The practices in Figure 5 show practitioners in developing countries, such as Jordan, how
to customize the practices for their situation and leverage project management to boost their
abilities in handling project risks.

5. Conclusion
The construction industry today continues to be unique, specialized, and complex. The
issues that arise from project conformance in line with the project risk management
processes should be armed with new approaches and a better understanding of the various
practices and processes within the overall project management planning. Certainly,
enhancing the comprehension of the interrelationships and correlations among these
practices could significantly boost project management competencies, ultimately resulting in
more successful project outcomes.
Risk Management should be perceived as a positive and creative process within the
project team. It serves to establish realistic expectations and enhance project control. In this

Estimate S.E. C.R. p Label Correlations estimate

PIM ↔ PIM# 0.532 0.101 5.262 *** Accept 0.532

Table 9. PIM# ↔ PCmM 0.450 0.103 4.364 *** Accept 0.450
Covariances and PIM ↔ PCmM 0.696 0.063 11.038 *** Accept 0.696
correlations estimate Source(s): Author’s own work
 Performs risk management formally in Engineering,
the projects as an organization Construction and
Architectural
There is an effort to identify and Management
document risks using the risk
breakdown structure and checklist
analysis

Prioritizes the risks based on specific

criteria and evaluates and quantifies
each identified risk in the project

Develops a risk response strategy for

Project risk the prioritized risks
management

Continuously updates the risk response

strategy with the project’s progress

Performs risk control and uses the risk

register for monitoring

Examines and documents the

effectiveness of the risk response
strategy and the risk management

Figure 5.
Performs hazard analysis for activities
Conceptual framework
on the projects
for the development of
the project risk
management plan
Source(s): Authors’ own work

research, 12 experts participated in two rounds of interviews to evaluate the practices and
processes required for implementing PIM, PCmM, and PRiM. Subsequently, the insights
gathered from these interviews informed the creation of a structured questionnaire.
The questionnaire was then distributed to 210 civil engineers currently working in Jordan.
The response rate was 66.7%, resulting in 140 responses. However, due to biases and
incomplete responses, 122 of these were ultimately used to derive the study’s findings.
In this study, the importance of two often overlooked knowledge areas in the construction
industry: Project Integration Management (PIM) and Project Communication Management
(PCmM) were explored and emphasized to generate 13 steps that positively impact the
project risk management process. Furthermore, their impact on project risk management,
specifically in Jordan, holds far-reaching implications for other developing countries and can
lead to better implementation of the risk management plan. This study provides a pathway
for Jordanian policymakers to embrace the suggested 13 steps. These steps aim to enhance
control, allow monitoring of risk management implementation, and regulate construction
work effectively, ultimately contributing to project success.
The data analysis revealed that these areas (PIM and PCmM) are positively correlated, as
perceived by both contractors and consultants in the construction industry in Jordan.
In addition, the empirical findings in this study provide an understanding that communication
continues to significantly affect all aspects of project integration management, specifically, the
practice of providing support for the project charter development which plays a crucial role in
the PIM. However, the model in this study indicates that in developing countries, practitioners
tend to underestimate its impact on Project Risk Management (PRiM).
Finally, the framework proposed in this study enables organizations to leverage Project
Integration Management (PIM) and Project Communication Management (PCmM) to
ECAM enhance Project Risk Management (PRiM). By doing so, organizations can elevate their
project management proficiency, ultimately achieving more successful project outcomes.
Furthermore, professionals can draw insights from this study, envisioning specific practices
and processes that contribute to efficient project risk management, both in developing
countries and worldwide.

6. Limitations and future research

The scope of this study is limited to the construction industry in Jordan; which may restrict
the applicability of the results to other areas or regions with distinct operational dynamics
and regulatory contexts. Moreover, the provided sample size may not comprehensively
include all relevant players within the construction industry; future research endeavors may
consider including a more diverse array of individuals to augment the study’s
representativeness. In addition, future research can test the proposed framework to
explore the benefits of PRiM further and how it influences the project’s success while
considering the three variables tested in this study as observable variables and the project
success as latent variable.

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Appendix
Dear Mr., Mrs., or Miss.
The following questionnaire was created to collect information as part of a research study aiming to
construct a framework that can help practitioners improve the Project Risk Management (PRiM)
process by examining the existing practices within the Project Integration Management (PIM) and
Project Communication Management (PCmM) that can be implemented in developing countries to
strengthen PRiM and enhance project management proficiency.
Your participation in completing this questionnaire would be highly appreciated. There are two
sections in this questionnaire: Section A has four questions, and Section B has one major question. The
questionnaire does not take more than 7–12 min.
 The information provided will be used for research purposes and will be kept strictly confidential Engineering,
between the researcher and the university. None of the information will be misused and all information Construction and
will be kept confidential. Thank you for considering the participation in this research project. In return, I Architectural
will share with you a summary of the results of all questionnaires returned and if you are interested, a Management
copy of the entire research document. Also, feel free to forward this questionnaire to those in your
organization who have the needed knowledge and willingness to participate in this study.
Thanks,
Muhammad T Hatamleh.
Assistant Professor in Civil Engineering.
Construction Engineering and Management.
Department of Civil, The University of Jordan.
Email: [email protected].

Section A: general information

Type of your participation in construction project implementation?
(1) Consultant: (Planner, Designer, Environmental, or HR).
(2) Contractor: (Prime contractor or Subcontractor).
Current position?
(1) Project Manager.
(2) Construction Manager or Superintendent.
(3) Assistant Project Manager (e.g. schedule, material, quality, safety, subcontractor control)
(4) Office Engineer.
(5) Site Engineer.
(6) Other.
Type of projects?
(1) Residential buildings.
(2) Commercial buildings.
(3) Other.
Working experience in the construction industry?
(1) < 5 years.
(2) 5–10 years.
(3) 10–15 years.
(4) > 15 years.

Section B: measurement instruments

To what extent are the following items applied by managers in your organization. Please consider the
following scale:
(1) Not at all
(2) Very little
(3) Neutral
(4) Somewhat
(5) Table A1To great extent
ECAM Measurement instruments/processes and practices 1 2 3 4 5

Project integration management

1. Provides support for the project charter development
2. Provides project management training for each management team
3. Uses value engineering in developing the project plan and scope (an executing process
that has potential to lower the cost and shorten the duration)
4. Assure project managers of your organization have a solid knowledge base of project
management
5. Performs integrated change control, and changes are approved in writing but
executed in the project information system
6. Perform project closure procedures of the project management plan
4. Prepares budget and executes time phasing of the project budget (by indicating the
budgeted amount on monthly/weekly etc. basis)
5. The project cost is tracked against the baseline on a regular update cycle
6. Uses earned value management and budget forecasts in monitoring and controlling
cost
Project communication management
1. Performs project communication management, and has a plan to identify
communication needs
2. Performs project communication requirement analysis
3. There is an effort to perform a standard process to track and manage projects issues
and progress reports
Project risk management
1. Performs risk management formally in the projects as an organization
2. There is an effort to identify and document risks, by using the risk breakdown
structure and checklist analysis
3. Prioritizes the risks based on specific criteria and evaluate and quantify each
identified risk in the project
4. Develops a risk response strategy for the prioritized risks
Table A1. 5. Continuously updates the risk response strategy with the project progress
The Measurement 6. Performs risk control and uses the risk register for monitoring
Instruments for PIM, 7. Examines and documents the effectiveness of the risk response strategy, and the risk
PCmM, and PRiM used management process
in the Questionnaire 8. Performs hazard analysis for activities on the projects

Corresponding author
Muhammad T. Hatamleh can be contacted at: [email protected]

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