Risk Determination, Prioritization, and Classifying in Construction Project Case Study: Gharb Tehran Commercial-Administrative Complex

Table 4

All project risks categorization gathered from literature review.

Environmental and social	Legal factors	Economic factors
(i) Brutality; (ii) Assaults; (iii) Neglect; (iv) Seasonal work; (v) Unstable security situation; (vi) Environmental pollution; (vii) Incorrect or incomplete; environmental analysis	(i) Disputes; () Delays in the analysis of disputes; () Legal disputes between the stakeholders involved in the construction project; () Lack of mediators to accelerate solving of dispute; (ii) Contracts; () Delays in payment; () Ambiguities in the contract	(i) Inflation; (ii) Investment; (iii) Changing currency value; (iv) Economic instability; (v) Changing rules and standards; (vi) Contractor financial failure; (vii) Unmanaged cash flow; (viii) Consulting cost; (ix) Political interruptions; (x) Market situation; (xi) Work law ambiguities
Political	Design	Execution
(i) New government legislation or new rules; (ii) Exchange rate fluctuations; (iii) Monopoly of raw materials due to the unexpected political conditions; (iv) Internal and external politics; (v) War; (vi) The influence of pressure groups and lobbying by interest groups; (vii) Sanction	(i) Nonqualified designer; (ii) Incorrect choice of raw materials; (iii) The need for design based on exceptions; (iv) Errors in estimating/scheduling; (v) Out-of-date documents for design; (vi) Complexity of design phase of project; (vii) Duplication; (viii) Design changes; (ix) Inconsistency between registry of values, design, and specifications; (x) Hurry in design; (xi) Changes in process of works	(i) Delays in executive plan confirmation; (ii) Available resources; (iii) Events; (iv) Bad design; (v) Deviations between spec. and implementation; (vi) Incorrect size and values; (vii) The complexity of the project implementation; (viii) Difficulty in accessing the project yard; (ix) The difference between the actual values with the values in the contract; (x) Poor weather conditions; (xi) Installation of equipment; (xii) Permits and licenses; (xiii) Surface and subsurface water condition; (xiv) Implementation method; (xv) Events during execution; (xvi) Delayed, incomplete, and incorrect reviews; (xvii) Contradiction of cost, time, scope, and qualitative objectives
Unexpected and nonpreventable events	Project management	Contract
(i) Flood; (ii) Fire; (iii) Earthquake; (iv) Lightning	(i) Losing experienced staffs; (ii) Change in managerial methods; (iii) Not to assign tasks to experienced staff; (iv) Many projects to manage; (v) Inappropriate project team; (vi) Mismanagement of contracts; (vii) Rush at auction; (viii) Commands to change without document	(i) Changing priorities in existing programs; (ii) Changes in the budget for the financial year; (iii) Late changes requested by shareholders; (iv) New shareholders; (v) Cheating; (vi) Ambiguity of planning
Planning and scheduling	Human resources	Resources and Equipment
(i) Conflicting goals of cost, time, quality, and scope; (ii) Uncertain constraints and lack of planning; (iii) Estimation/planning errors; (iv) Wrong time plan prediction; (vi) Weaknesses in project definition and ultimate performance; (vii) Lack of specialized staff	(i) Supplying manpower; (ii) Efficiency of manpower; (iii) Lack of specialists; (iv) Human resources turnover	(i) Machinery failure; (ii) Machinery performance; (iii) Spare parts supply; (iv) Low quality equipment; (v) Theft of equipment; (vi) Lack of access to machinery or equipment; (vii) Lack of materials; (viii) Delay in supplying materials; (ix) Theft of materials
Owners	Contractors	Consultants
(i) Delay in payments to contractors; (ii) Owner interference; (iii) Owner’s delay in decision-making; (iv) Methods of contractor selection; (v) Unsuitable forecast period for project implementation; (vi) Change in project tasks; (vii) Owner’s administrative bureaucracy	(i) Small contractors; (ii) Lack of contractors experience; (iii) Workshop mismanagement; (iv) Inefficient planning; (v) Contractor financial power; (vi) Errors during execution; (vii) Contractors delays; (viii) Contractors mismanagement	(i) Lack of consultant knowledge about contract; (ii) Delay in the approval of executive plans; (iii) Quality control/assurance; (iv) Expectations for approval tests and investigations; (v) Consultants delays
Stakeholders relationships	Procurement management	Risk management
(i) Conflict between stakeholders	(i) Limited time; (ii) Underestimation of requirements; (iii) Overestimation of requirements; (iv) Misinterpretation of requirements; (v) Insufficient budget; (vi) Mismanagement of risks; (vii) Dishonesty and unethical relationship	(i) Inattention to risks; (ii) Deficiency of people involved in risk management; (iii) Lack of training; (iv) Lack of cooperation among team members; (v) Lack of control and complexity of changes; (vi) Lack of knowledge; (vii) Weak relationship between project stakeholders; (viii) Unavailability of information
Quality management	Project initiation risks	Control
(i) Low quality due to limited timeframe; (ii) Quality of equipment; (iii) Manpower productivity; (iv) Raw material; (v) Construction; (vi) Design; (vii) Mapping; (viii) Laboratory	(i) Unsuitable estimation of customers; (ii) Unsuitable estimation of customer’s requirements; (iii) Vague definition and constant changes in the project; (iv) Choosing high risk lands; (v) Unsuitable marketing; (vi) Unsuitable feasibility study; (vii) The lack of a precise definition of the project	(i) Lack of integrity in control of different areas; (ii) Delays in reporting and identifying the corrective control; (iii) Lack of coordination between the control and implementation; (iv) Different levels of control