# A Fuzzy-Based Decision Support Model for Risk Maturity Evaluation of Construction Organizations
## 2 Literature Review  
Risk management in the construction industry has received considerable attention from researchers and industry professionals over the last four decades. The processes of risk management have been widely studied and documented in several international risk management standards and guidelines. Although each standard utilizes a different vocabulary to describe the processes, they mostly follow the same pattern. For instance, Table 1 shows the recent classification of risk management processes based on some major international standards including the Project Management Institute (PMI) [2], the International Organization for Standardization (ISO) [4], the the Association for the Advancement of Cost Engineering International (AACEI) [5] and the Institute of Risk Management (IRM) [6]. Through the examination of the processes presented in Table 1, one can map them into six processes: risk management planning, risk identification, risk analysis, risk response planning, risk responses implementation and risk monitoring. The literature reveals that considerable work has been carried out on risk identification, analysis, responses and monitoring, but far less on risk management planning and risk response implementation. Planning for risk management is the first process in a risk management program and it defines the scope of the risk management as well as the appropriate approaches, tools and responsibilities [2; 3; 4; 7]. In order to increase the efficiency and effectiveness of this process, a risk maturity evaluation study should be conducted to identify the performance level of the organization in its risk management program. Risk maturity provides a measurable tool that shows the degree of formality and progress in the application of the risk management processes according to a set of attributes [8]. Over the last decade, several risk maturity models were developed for construction projects. The study conducted by [PERSON] et al. [9] is one of the earliest efforts, which introduced a new risk \begin{table}
\begin{tabular}{c c c c} \hline \hline \multirow{2}{*}{**Risk Management Processes**} & \multicolumn{3}{c}{**Professional Organization**} \\ \cline{2-4}  & [2] & [4] & [5] & [6] \\ \hline Communication and consultation & - & ✓ & - & - \\ \multicolumn{4}{l}{Scope, context and criteria} & - & ✓ & - & - \\ \multicolumn{4}{l}{Plan risk management} & ✓ & - & ✓ & - \\ \multicolumn{4}{l}{Organization’s strategic objectives} & - & - & - & ✓ \\ \multicolumn{4}{l}{Risk assessment (identification, analysis, evaluation)} & - & ✓ & ✓ & ✓ \\ \multicolumn{4}{l}{Identify risks} & ✓ & - & - & - \\ \multicolumn{4}{l}{Perform qualitative risk analysis} & ✓ & - & - & - \\ \multicolumn{4}{l}{Perform quantitative risk analysis} & ✓ & - & - & - \\ \multicolumn{4}{l}{Risk Reporting} & - & - & - & ✓ \\ \multicolumn{4}{l}{Decision} & - & - & - & ✓ \\ \multicolumn{4}{l}{Risk treatment} & - & ✓ & ✓ & ✓ \\ \multicolumn{4}{l}{Plan risk responses} & ✓ & - & - & - \\ \multicolumn{4}{l}{Implement risk responses} & ✓ & - & - & - \\ \multicolumn{4}{l}{Recording and reporting} & - & ✓ & - & - \\ \multicolumn{4}{l}{Residual risk reporting} & - & - & - & ✓ \\ \multicolumn{4}{l}{Monitor risks} & ✓ & - & ✓ & ✓ \\ \multicolumn{4}{l}{Monitoring and review} & - & ✓ & - & - \\ \hline \hline \end{tabular} Note: “\(\check{\mathbf{\gamma}}\)”: Considered,”-”: not considered.  
\end{table} 
Table 1: General risk management processes. management maturity model (RM3) measuring the risk maturity level of the construction organizations in accordance with the four aspects of project management; standardization, measurement, control and continuous improvement. However, considering these aspects does not reflect the risk maturity level of organizations in different processes of risk management. In order to address this limitation, [PERSON] et al. [7] developed a new risk maturity model measuring the risk maturity of organizations based on their level of maturity in the risk management processes as well as the organization management aspects.