【文章內容簡介】 措decisionmaking, introduces effective risk control measures, protects the project objectives and provides knowledge of the risk history . Construction professionals need to know how to balance the contingencies of risk with their specific contractual, financial, operational and anizational requirements. Many construction professionals look at risks in dividually with a myopic lens and do not realize the potential impact that other associated risks may have on their business operations. Using a holistic risk management approach will enable a firm to identify all of the anization?s business risks. This will increase the probability of risk mitigation, with the ultimate goal of total risk elimination . Remended key construction and risk management strategies for future construction projects have been considered and their explanation follows. . Hinchey stated that there is and can be no ?best practice? standard for risk allocation on a highprofile project or for that matter, any project. He said, instead, successful risk management is a mindset and a process. According to Hinchey, the ideal mindset is for the parties and their representatives to, first, be intentional about identifying project risks and then to 施，保障了項目目標和提供了風險教訓知識。 建筑專業(yè)人員需要知道如何用他們具體的合同，財務，業(yè)務和組織需求平衡不可預見的風險。許多建筑專業(yè)人士鼠目寸光的看個人的風險，并且沒有意識到其他相關的風險可能對他們的業(yè)務產生潛在影響。用全面的風險管理方法，能使一個公司確定該組織的業(yè)務的所有風險。用總風險排除的最大目標，會增加減輕風險的概率。 為未來的建筑工程推薦的關鍵建設風險策略已經被考慮，并且它們的解釋如下。 Hinchey 工程中不可能存在風險分配問題的最佳實踐標準，任何工程都是這樣的。他說，相反的，成功的風險管理是一種心態(tài)也是一個過程。根據(jù) Hinchey，對一個特定的項目，理想的心態(tài)的當事人及其代表者，首先在有意的關于工程項目風險識proceed to develop a systematic and prehensive process for avoiding, mitigating, managing and finally allocating, by contract, those risks in optimum ways for the particular project. This process is said to necessarily begin as a science and ends as an art . According to D. Atkinson, whether contractor, consultant or promoter, the right team needs to be assembled with the relevant multidisciplinary experience of that particular type of project and its location. This is said to be necessary not only to allow alternative responses to be explored. But also to ensure that the right questions are asked and the major risks identified. Heads of sources of risk are said to be a convenient way of providing a structure for identifying risks to pletion of a participant?s part of the project. Effective risk management is said to require a multidisciplinary approach. Inevitably risk management requires examination of engineering, legal and insurance related solutions . It is stated that the use of analytical techniques based on a statistical approach could be of enormous use in decision making . Many of these techniques are said to be relevant to estimation of the consequences of risk events, and not how allocation of risk is to be achieved. In 別中，然后是在發(fā)展系統(tǒng)和理解的過程中，通過合同避免，緩解，管理和最終分配這些風險的最佳方式。據(jù)說這個過程需要以一種科學形式開始并且以一種藝術形式結束。 根據(jù) D. Atkinson，無論承包商 還是顧問，正確的團隊需要集合有關的多學科經驗的項目特殊類型和位置。 這被認為是必要的，不僅僅 允許其他反應加以探討。而且，以確保正確的問題被問和主要風險被鑒定。能源危機首長據(jù)說對項目的部分參與者提供一個方便的結構化風險識別的方法。 有效的風險管理據(jù)說還需要多學科的方法。不可避免的風險管理需要工程，法律和相關保險檢查。 據(jù)指出，以統(tǒng)計方法為基礎的分析技術應廣泛應用在決策制定上。 這些技術被認為與許多風險事件的后果的估計有關，而不是如何實現(xiàn)風險的分擔。 此addition, at the present stage of the development of risk management, Atkinson states that it must be recognized that major dec