1 Basic concept of construction project risk. Different types of projects have different types of risks. The risk factors of engineering projects are complex, which can be classified from different aspects such as project environment, project structure and project subject. In order to facilitate risk analysis and risk prevention, risks can be classified from the perspective of whether engineering risks can be measured. From the nature analysis, measurable risks are technical risks, which are routine and inevitable risks, including risks caused by geological basic conditions, material supply, equipment supply, engineering changes, technical specifications, design and construction. Non-metric risks are non-technical risks, with a small probability of occurrence, and are unconventional risks, including economic risks, political risks, force majeure risks, organization and coordination risks, etc. The characteristics of project risk are: ① objectivity. All kinds of sudden changes in nature and contradictions in social life in the process of project implementation exist objectively and are independent of human will. ② Uncertainty. Refers to the occurrence and consequences of risk activities or events in engineering projects are uncertain. ③ Variability. The variability of engineering projects is mainly manifested in the changes in the nature and consequences of risks, and new risks or risk factors have been eliminated. ④ Relativity. Correlation between risk subject and risk size of engineering project. ⑤ stage. The risk stages of engineering projects, including risk stage, risk occurrence stage and consequence stage, have obvious time characteristics. 2. Main problems in risk management of construction projects 2. 1 The construction party lacks understanding of the importance and necessity of establishing project guarantee insurance in construction enterprises and financial industries. Commercial banks are not required to insure projects invested by policy loans. Although the ownership structure of investors has changed, the project risk awareness is still not strong, and it is impossible to reduce and transfer risks from the perspective of project risk management. 2.2 In the early stage of project design, because the design information provided by the developer is too simple, there are deviations in the selection of technical standards, the selection of calculation models and the determination of safety factors in the preliminary design stage, which leads to risks. It may also be that the design time is tight, the design unit and the developer have not communicated seriously and repeatedly on the design task, and the designers are not skilled in their business, which leads to insufficient design depth of the construction drawing, resulting in design changes in the construction process, which will not only affect the project progress, but also affect the project cost and cause economic losses. 2.3 Domestic contracting enterprises lack the ability to sign high-quality contracts, use contracts for risk prevention and risk transfer, and lack the awareness, knowledge, ability and conditions of engineering claims, which are important reasons for economic risks. 3. Countermeasures to improve risk management of construction projects 3. 1 Strengthen personnel training. All the management work of an enterprise, from the development of the enterprise to the implementation of project management standards, ultimately depends on people. Without talent, it can only be an armchair strategist. At present, a prominent problem is the shortage of talents. The use of talents, especially young people, should not only dare to take responsibility and use boldly, but also correctly treat the problems in the process of growth, not exaggerate and not shrink back, and evaluate objectively and fairly, so as to make talents grow. 3.2 Using the System Comprehensive Evaluation Method The system comprehensive evaluation method is a qualitative index described by referring to the quantitative indicators of economic calculation and combining various "non-economic factors". An evaluation method that synthesizes the experience and wisdom of experts and evaluators and comprehensively analyzes the risk management process of engineering projects. It can objectively reflect the characteristics of long risk management cycle, complex risk treatment countermeasures and far-reaching consequences of engineering projects. Compared with simply taking economic indicators as the evaluation basis, it is a breakthrough in method. It is based on fuzzy mathematics, grey system theory and interval analysis theory. It has the characteristics of complementary theory and experience, combination of quantitative analysis and qualitative analysis, and strong operability. 3.3 Risk Transfer Risk transfer means that some operators or units consciously transfer risks to others in order to protect and reduce their own risks. There are three forms of risk transfer: controlled non-insurance transfer, financial non-insurance transfer and insurance transfer. Controlled non-insurance transfer will transfer the legal liability for loss, and eliminate or reduce the transferor's liability for loss to the transferee and the third party through contract or agreement. Financial non-insurance transfer means that the transferor seeks external funds to compensate losses through specialized agencies in accordance with relevant laws. Insurance transfer transfers risks to insurance companies by obtaining compensation from insurance companies. 4. Strengthen risk measures of construction projects 4. 1 Strengthen risk management in the process of forecasting and decision-making. In the process of bidding decision-making, each contractor should conduct risk investigation and prediction in the face of possible risks, mainly including analyzing and studying relevant documents, investigating and understanding local hydrology, climate, topography, local raw materials, local folk customs, relevant policy documents and materials, and then summarizing relevant risk factors in different categories. Find out the risk factors with great influence, high probability of occurrence and great loss, formulate corresponding preventive measures for each type of risk, put forward countermeasures to prevent risks, and formulate emergency measures to reduce losses when risks occur. 4.2 Strengthen the internal management of enterprises to minimize risks. In the process of project management, most risks can be prevented and resolved, which requires each contractor to choose different project managers and managers for different projects. For projects with complex projects and high risks, we should choose project managers with rich experience and high knowledge level, fully demonstrate the feasibility of construction organization design (construction scheme), strengthen the management and support of various functional departments for the project, rationally allocate and use resources, and minimize various risks caused by the contractor's own reasons. 4.3 Treat risks with a scientific attitude and avoid risks by legal means. Although risks exist objectively, their generation and elimination are also regular. As long as any risk is effectively prevented, it can generally be resolved or avoided, and even if it occurs, it can minimize the loss. When eliminating and avoiding some risks, we should implement preventive measures through legal means to protect our own interests and reduce losses. (4) There are a lot of risks in the project management of reasonably dispersing and transferring risks, but some risks can be dispersed, transferred or even eliminated before they occur. The key is to have the right method, the right strategy and the right skills. Smart contractors have been using skills to transfer risks before the implementation of the project, such as joint contracting, subcontracting some single projects, engineering insurance and so on. (5) Strengthening communication and coordination in all aspects will help reduce the risks caused by human factors. In the construction of engineering projects. People involved in the work come from all aspects, and everyone works for their own interests, which objectively causes the contractor to deal with many uncertain risk factors. At the same time, project management is also human management to some extent. Therefore, strengthen the contact and coordination of all aspects. It helps to reduce the risks caused by human factors. Avoid a lot of unnecessary trouble. Thereby promoting the progress of the project. In addition, the composition of risk management team also plays an important role in risk control. The ideal risk management team consists of different levels of risk management leaders and project managers, and the team should include external experts. The personal attitudes and experiences of different project participants will lead to different understanding of project objectives. This will inevitably affect the way they identify, evaluate and manage potential risks. Conclusion In a word, the risk of construction project management exists objectively. We can only timely analyze the factors that may cause risks in construction project management and take targeted control measures according to the characteristics of construction projects and the implementation of enterprises themselves. Doing a good job in a series of perfect and systematic risk management, such as risk identification, risk analysis, risk evaluation, risk countermeasures and risk control, is of great significance for promoting enterprise development, reducing social costs and practicing economy.
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