[1] E. Banks, Risk culture: A practical guide to building and strengthening the fabric of risk management, Springer, 2012.
[2] A. Correljé, C. Van der Linde, Energy supply security and geopolitics: A European perspective, Energy Policy, 34(5) (2006) 532–543.
[3] A.B. Badiru, S.O. Osisanya, Project management for the oil and gas industry: a world system approach, CRC Press, 2013.
[4] E. Briel, P. Luan, R. Westney, Built-In bias jeopardizes project success, Oil and Gas Facilities, 2(02) (2013) 19-24.
[5] D. Cooper, S. Grey, G. Raymond, P. Walker, Managing risk in large projects and complex procurements, Chichester, John Willey and Sons Ltd, (2005).
[6] D. Cooper, P. Bosnich, S. Grey, G. Purdy, G. Raymond, P. Walker, M. Wood, Project Risk Management Guidelines: Managing Risk with ISO 31000 and IEC 62198, John Wiley & Sons, 2014.
[7] T. Aven, J.E. Vinnem, H.S. Wiencke, A decision framework for risk management, with application to the offshore oil and gas industry, Reliability Engineering & System Safety, 92(4) (2007) 433-448.
[8] M. Basova, A. Mitselsky, Risk management KPIs: efficiency tool or formality, in: Enterprise Risk Management Symposium, Society of Actuaries, 2011.
[9] C. Liu, X. Sun, J. Chen, J. Li, Statistical properties of country risk ratings under oil price volatility: Evidence from selected oil-exporting countries, Energy policy, 92 (2016) 234-245.
[10] V.R. Tummala, J.F. Burchett, Applying a risk management process (RMP) to manage cost risk for an EHV transmission line project, International journal of project management, 17(4) (1999) 223-235.
[11] B.W. Boehm, Software risk management: principles and practices, IEEE software, 8(1) (1991) 32-41.
[12] R.M. Wideman, Project and program risk management a guide to managing project risks and opportunities, Project Management Institute, Inc., 1992.
[13] C. Chapman, S. Ward, Project risk management processes, techniques and insights, John Wiley & Sons Ltd, 1997.
[14] S.C. Ward, Assessing and managing important risks, International Journal of Project Management, 17(6) (1999) 331-336.
[15] A. Airmic, Irm, A risk management standard, (2002).
[16] A. Standard, Australian Standard/New Zealand Standard Risk Management 4360: 2004, Sydney and Wellington Author, (2004).
[17] OfficeofGovernmentCommerce, Managing successful projects with PRINCE2, The Stationery Office, 2017.
[18] PMI, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Newtown Square, PA, USA: Project Management Institute, (2017).
[19] PMI, Project Management Institute, a Guide to the Project Management Body of Knowledge (PMBOK). Newton Square, Project Management Institute, (2016).
[20] R.V. Dandage, S.S. Mantha, S.B. Rane, V. Bhoola, Analysis of interactions among barriers in project risk management, Journal of Industrial Engineering International, 14 (2018) 153-169.
[21] J. Peixoto, A. Tereso, G. Fernandes, R. Almeida, Project risk management methodology: a case study of an electric energy organization, Procedia Technology, 16 (2014) 1096-1105.
[22] O. Shabarchin, S. Tesfamariam, Risk assessment of oil and gas pipelines with consideration of induced seismicity and internal corrosion, Journal of Loss Prevention in the Process Industries, 47 (2017) 85-94.
[23] M. Bai, Y. Du, Y. Chen, Y. Xing, P. Zhao, Risk assessment of long gas and oil pipeline projects inducing landslide disasters during construction, Journal of performance of constructed facilities, 31(5) (2017) 04017063.
[24] X. Yu, W. Liang, L. Zhang, G. Reniers, L. Lu, Risk assessment of the maintenance process for onshore oil and gas transmission pipelines under uncertainty, Reliability Engineering & System Safety, 177 (2018) 50-67.
[25] L. Kraidi, R. Shah, W. Matipa, F. Borthwick, Analyzing the critical risk factors associated with oil and gas pipeline projects in Iraq, International Journal of Critical Infrastructure Protection, 24 (2019) 14-22.
[26] W.-S. Wu, C.-F. Yang, J.-C. Chang, P.-A. Château, Y.-C. Chang, Risk assessment by integrating interpretive structural modeling and Bayesian network, case of offshore pipeline project, Reliability Engineering & System Safety, 142 (2015) 515-524.
[27] T. Zuofa, E.G. Ochieng, Issues in risk management: the perspectives of managers in Nigeria’s oil and gas industry, International Journal of Engineering Research & Technology, 3(4) (2014) 369-374.
[28] P.K. Dey, Managing project risk using combined analytic hierarchy process and risk map, Applied Soft Computing, 10(4) (2010) 990-1000.
[29] M. Krechowicz, Comprehensive risk management in horizontal directional drilling projects, Journal of construction engineering and management, 146(5) (2020) 04020034.
[30] J. Ghaobadi, J. Rezaeian, M. Haji Aghaei Keshteli, Identification and prioritization the risks of green building projects based on the combination of FANP and FDEMATEL:(case study: Savadkooh county), Amirkabir journal of civil engineering, 51(3) (2019) 599-616.
[31] E. Jokar, B. Aminnejad, A. Lork, Risk Assessment and Prioritization in Projects with Private Public Participation Method Based on Combination of Fuzzy Multi-criteria Decision-Making Techniques (Case Study: North Freeway), Amirkabir Journal of Civil Engineering, 53(3) (2021) 847-862.
[32] M.P. Jalal, S. Moradi, H. Niksirat, A Model For Managing The Risks of International Project Procurement of Iranian Companies (Case study-Syrian Cement and Venezuelan Cement projects), Amirkabir Journal of Civil Engineering, 54(3) (2022) 10-10.
[33] PMI, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Newtown Square, PA, USA: Project Management Institute, (2013).
[34] S. Sushil, Interpreting the interpretive structural model, Glob. J. Flex. Syst. Manag, 13(2) (2012) 87-106.
[35] S.K. Yadav, V. Tripathi, G. Goel, Modelling strategic orientation dimensions and performance of small and medium enterprises: An application of interpretative structural modelling, Journal of Modelling in Management, 14(3) (2019) 754-772.
[36] S. Kumar Sharma, A. Bhat, Modelling supply chain agility enablers using ISM, Journal of modelling in management, 9(2) (2014) 200-214.
[37] A. Verma, N. Seth, N. Singhal, Application of interpretive structural modelling to establish interrelationships among the enablers of supply chain competitiveness, Materials Today: Proceedings, 5(2) (2018) 4818-4823.
[38] P. Charan, R. Shankar, R.K. Baisya, Analysis of interactions among the variables of supply chain performance measurement system implementation, Business Process Management Journal, 14(4) (2008) 512-529.
[39] K. Govindan, M. Palaniappan, Q. Zhu, D. Kannan, Analysis of third party reverse logistics provider using interpretive structural modeling, International Journal of Production Economics, 140(1) (2012) 204-211.
[40] A. Ramesh, D. Banwet, R. Shankar, Modeling the barriers of supply chain collaboration, Journal of Modelling in Management, 5(2) (2010) 176-193.
[41] D.-W. Kwak, V.S. Rodrigues, R. Mason, S. Pettit, A. Beresford, Risk interaction identification in international supply chain logistics: Developing a holistic model, International Journal of Operations & Production Management, 38(2) (2018) 372-389.
[42] V. Ravi, R. Shankar, Analysis of interactions among the barriers of reverse logistics, Technological Forecasting and Social Change, 72(8) (2005) 1011-1029.
[43] A. Agarwal, R. Shankar, M. Tiwari, Modeling agility of supply chain, Industrial marketing management, 36(4) (2007) 443-457.