| 1. |
- Kirilenko, Bogdan M., et al.
(författare)
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Integrating gene annotation with orthology inference at scale
- 2023
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Ingår i: Science. - : American Association for the Advancement of Science (AAAS). - 0036-8075 .- 1095-9203. ; 380:6643, s. 368-
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Tidskriftsartikel (refereegranskat)abstract
- Annotating coding genes and inferring orthologs are two classical challenges in genomics and evolutionary biology that have traditionally been approached separately, limiting scalability. We present TOGA (Tool to infer Orthologs from Genome Alignments), a method that integrates structural gene annotation and orthology inference. TOGA implements a different paradigm to infer orthologous loci, improves ortholog detection and annotation of conserved genes compared with state-of-the-art methods, and handles even highly fragmented assemblies. TOGA scales to hundreds of genomes, which we demonstrate by applying it to 488 placental mammal and 501 bird assemblies, creating the largest comparative gene resources so far. Additionally, TOGA detects gene losses, enables selection screens, and automatically provides a superior measure of mammalian genome quality. TOGA is a powerful and scalable method to annotate and compare genes in the genomic era.
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| 2. |
- Osipova, Ekaterina, et al.
(författare)
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Balancing control and flexibility in joint risk management : Lessons learned from two construction projects
- 2013
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Ingår i: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 31:3, s. 391-399
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Tidskriftsartikel (refereegranskat)abstract
- Joint risk management (JRM) is an approach that highlights the importance of collaboration between the project actors in managing risk that cannot be identified at the outset of the project. Despite the recognition of the concept in the literature, the use of JRM in practice seems to be rare. Based on contingency theory, we investigate how mechanistic (control-oriented) and organic (flexibility-oriented) management systems influence the implementation of JRM in two construction projects. In the first project, the actors managed to achieve a balance between control and flexibility, which paved the way for successful JRM. The extensive use of control in the second project hampered flexibility and constrained the use of JRM. We conclude that JRM requires both control for managing risk that has been identified and flexibility for dealing with unforeseen events. When a mechanistic approach is dominant, risk management remains a formal process carried out individually rather than collaboratively.
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| 3. |
- Osipova, Ekaterina, et al.
(författare)
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Differences in the application of risk management
- 2010
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Ingår i: Performance Improvement in Construction Management. - London : Spon press. - 0415545986 - 0203876083 ; , s. 259-273
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Bokkapitel (refereegranskat)
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| 4. |
- Osipova, Ekaterina
(författare)
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Establishing Cooperative Relationships and Joint Risk Management in Construction Projects: Agency Theory Perspective
- 2015
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Ingår i: Journal of Management in Engineering. - 0742-597X .- 1943-5479. ; 31:6
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Tidskriftsartikel (refereegranskat)abstract
- Through construction contracts, clients and contractors are involved in principal-agent relationships. These relationships are argued to be adversarial and characterised by two main features of contracting parties, as follows: (1) different goals, and (2) different attitudes to risk. Agency-related problems contribute to the project participants concentrating on risks associated with their own parts of projects instead of joint risk management (JRM). Fewer studies have discussed JRM, although risk-sharing is a key issue in principal-agent relationships and agency-related problems must be effectively addressed to establish strong collaboration. Thus, the aim of this paper is to investigate how project participants address problems associated with principal-agent relationships and thereby enhance cooperative relationships (and JRM). The empirical findings are based on two longitudinal case studies and show that strong collaboration is a multidimensional activity that is crucial for JRM. Effective JRM is highly dependent on strategies for fostering relationships and collaboration (such as cooperative procurement, establishment of common goals, and open communication), and should be implemented together with these strategies.
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| 5. |
- Osipova, Ekaterina, et al.
(författare)
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From project-oriented to process-oriented risk management in construction
- 2008
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Ingår i: Conference Proceedings BEAR 2008. - : University of Salford, U.K.. - 9781905732395 - 9781905732364
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Konferensbidrag (refereegranskat)abstract
- The paper sets out the results of a questionnaire survey and a series of interviews with clients, contractors and consultants involved in nine construction projects recently undertaken in Sweden. Despite the fact that risk management was a part of each project, many projects suffered from variations in cost affecting one or more actors. Risk management was not carried out systematically in those projects. Both identified and unforeseen risks often occurred in the projects and generally had a significant effect on the project cost. The purpose of the paper is to examine project risk management in practice and to understand how managing project risks from a process-oriented perspective could improve the situation. In particular, the involvement of the actors in risk management in individual projects is examined. Risk transfer and communication of risks between the project phases are explored. Finally, the factors that determine whether or not the actors consider an open discussion on risk management and risk sharing as beneficial are analysed. The main conclusion is that a shift from project-oriented to process-oriented risk management is required.
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| 6. |
- Osipova, Ekaterina, et al.
(författare)
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How procurement options influence risk management in construction projects
- 2011
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Ingår i: Construction Management and Economics. - : Informa UK Limited. - 0144-6193 .- 1466-433X. ; 29:11, s. 1149-1158
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Tidskriftsartikel (refereegranskat)abstract
- Before proceeding with a project, a client has to choose an appropriate procurement option that facilitates an effective project organization in general and a thorough risk management process in particular. By identifying three procurement variables that have a major influence on risk management: project delivery method, form of payment, and use of collaboration or partnering arrangements, the effect of each variable is studied. An exploratory study and a series of interviews with clients, contractors and consultants involved in 11 Swedish construction projects, were performed in order to examine how risk management was carried out in each project. Irrespective of the procurement option, many projects suffered from variations in cost affecting one or more actors. Risk management was not carried out systematically throughout project phases. However, in the projects with early involvement of the actors, their participation throughout the project, and opportunities for open dialogue and collaboration, a more thorough risk management process was found. While project delivery methods define formal risk allocation, the use of incentives and collaboration or partnering arrangements help to establish a collaborative approach to risk management.
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| 7. |
- Osipova, Ekaterina, et al.
(författare)
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Joint risk management as a driver of project performance improvement
- 2009
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Ingår i: Proceedings of 5th Nordic Conference on Construction Economics and Organisation. - Reykjavik : University of Reykjavik. - 9789979983200 ; , s. 109-116
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Konferensbidrag (refereegranskat)abstract
- The paper presents a concept of joint risk management (JRM) that is about working together on managing project risks. Despite the fact that JRM is argued to be the best option when it comes to unforeseen and changing risks, the use of JRM is still uncommon in Sweden. The limited usage of collaborative tools in general and JRM in particular is obviously a weakness in current practice that negatively affects project performance improvements. Traditional construction culture and the lack of competence among the project actors are identified as the main obstacles towards effective collaboration and JRM. In order to overcome these obstacles, a number of factors must be successfully incorporated in the project. Two groups of factors, procurement-related and relationship-related, are described in detail. The main conclusion is that there is room for improvements regarding overall collaboration in projects and JRM in particular. However, the Swedish construction industry is not efficient enough to expect rapid progress.
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| 8. |
- Osipova, Ekaterina, et al.
(författare)
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Managing risk together
- 2011
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Ingår i: International Innovation. - 2041-4552. ; 2, s. 62-64
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Tidskriftsartikel (populärvet., debatt m.m.)
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| 9. |
- Osipova, Ekaterina
(författare)
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On enhancing joint risk management throughout a project's lifecycle : Empirical studies of Swedish construction projects
- 2013
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- Due to their complexity, construction projects involve significant risks thatmust be managed in order to meet the main project objectives in terms of cost,time and quality. While some risks can be foreseen at the beginning of aproject and allocated among the project actors, other risks are difficult topredict. Moreover, even identified risks may change in scope and requiredifferent types of response. In order to manage such risks successfully,collaborative efforts among project actors are needed. This thesis focuses oncollaborative management of risks in construction projects – joint riskmanagement (JRM) – which is claimed to provide several advantages incomparison to separate risk management by each project actor. An overall aimis to increase the understanding of how JRM can be enhanced throughout aproject’s lifecycle.The underlying studies this thesis is based upon constitute a multiple case studyof nine construction projects, a questionnaire survey and a longitudinal casestudy of three construction projects. Empirical data were collected throughinterviews, observations of JRM workshops and document studies. Theempirical findings show that cooperative procurement procedures, organicmanagement systems and appropriate strategies for addressing agency-relatedproblems enhance JRM in construction projects. Thus they require thoroughconsideration when organizations intend to implement JRM.This thesis provides several contributions to risk management theory. Firstly,the author extends the definition of JRM by including its core componentstogether with associated activities and underlying factors. The extendeddefinition better reflects, and increases understanding of, the nature of JRM.Secondly, the research contributes to discussion of serious drawbacks related to traditional procurement practices by identifying and studying procurementvariables (project delivery method, form of payment and use of collaborationor partnering arrangements) that have a major influence on risk management.In addition, the results of questionnaire survey suggest that cooperativeprocurement procedures in general and collaborative activities in particular arepositively related to the use of JRM. Finally, by framing the empirical resultsin an organizational theory context this research identifies two sets of factorsthat strongly influence the implementation and effectiveness of JRM, related tomanagement system (organic vs. mechanistic), and strategy for responding toagency-related problems. By applying theory on mechanistic and organicorganization to RM, the study pinpoints the importance of managing tensionsbetween control and flexibility when implementing JRM. The author suggeststhat JRM requires a combination of formal tools (aimed at controllingidentified risks) and flexible strategies (aimed at responding to unforeseenevents). By investigating how strategies to handle agency-related problems canfoster collaborative relationships and JRM, this research contributes to RMliterature where few studies have discussed JRM from the perspective of theprincipal – agent relationships.
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| 10. |
- Osipova, Ekaterina, et al.
(författare)
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Projekt: Riskhantering vid olika entreprenad- och samverkansformer
- 2011
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Annan publikation (populärvet., debatt m.m.)abstract
- Riskhantering i ett byggprojekt har stor inverkan på tid, kostnad och kvalitet på utfallet. I och med ökad storlek och komplexitet på byggprojekten har förmågan att hantera risker således blivit en central faktor för att förebygga oönskade konsekvenser i projekten. På vilket sätt olika risker fördelas mellan aktörerna i byggprocessen påverkas av hur projektet är upphandlat. Valet av lämplig entreprenad- och samverkansform är därför viktigt för att stödja riskhantering i ett byggprojekt. Det övergripande syftet med den här studien är att öka förståelsen av riskhanteringen inom de olika entreprenadformerna generalentreprenad, totaltentreprenad och projekt med samverkansformen partnering. Fördjupade kunskaper om riskhantering förväntas bidra till bättre slutresultat för både beställare och entreprenör. Studien omfattar nio byggprojekt som nyligen genomförts i Sverige. Datainsamlingen har skett via både intervjuer och enkäter till beställarna, entreprenörer och konsulter som deltagit i projekten. Resultaten visar att nuvarande genomförandeformer saknar en fungerande process för riskhantering. Det är viktigt att aktörerna i större utsträckning fokuserar mer på processen för att riskhanteringen skall bidra till projektet. Frånvaron av systematisk riskhantering var speciellt tydlig i det tidiga skedet av byggprocessen, programfasen, där en systematisk hantering av risker dock ger det bästa utfallet. I produktionsfasen var intresset och användningen av en systematisk riskhantering större. Resultatet av studien visar att kommunikationen av risker mellan aktörerna inte fungerar i den utsträckning den borde, oavsett vilken genomförandeform som användes, för att projektsäkerheten skulle säkerställas. Vidare visar studien på ett tydligt samband mellan genomförandeformen och riskhanteringen. Generalentreprenadformen skapar inte rätt förutsättningar för en öppen diskussion om projektrisker och gemensam riskhantering. Totalentreprenaden ger en större möjlighet till diskussion av projektrisker mellan konsulter och entreprenörer i ett tidigt skede av byggprocessen. Samverkansformen partnering stöder en tidig samverkan mellan aktörerna och medför att alla aktörer deltar tidigt i riskhanteringen. Studien visar också på att det finns en del drivkrafter och hinder för en effektiv riskhantering. Rapporten avslutas med ett antal rekommendationer till aktörerna i byggprocessen för en mer effektiv riskhantering.
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