工程项目的立项、分析、研究、设计和计划都是基于对将来情况(政治、经济、社会、自然等各方面)的预测之上的,基于正常的、理想的技术管理和组织之上的。而在实际实施以及项目的运行过程中,这些因素都有可能发生变化,各个方面都存在着不确定性。这些变化使得原定的计划、方案受到干扰,使原定的目标不能实现。这些事先不能确定的内部和外部的干扰因素,人们称之为风险。风险具有多样性,并存在于整个项目合同期中,但有一定的规律性。煤炭企业的管理者要建立全面风险管理机制,对风险进行全过程、全方位管理,并建立全面的组织体系,落实责任,并采取相应的风险对策。 Projects, analyzes, studies, designs and plans are all based on predictions of future conditions (political, economic, social, natural, etc.) based on normal and ideal technical management and organization. In the actual implementation and operation of the project, these factors are likely to change, there are uncertainties in all aspects. These changes make the original plan and plan disturbed so that the original goal can not be achieved. These in advance can not determine the internal and external interference factors, people call it risk. The risks are diverse and exist throughout the project contract but with a certain regularity. The managers of coal enterprises should establish a comprehensive risk management mechanism, conduct risk management in the whole process and in all aspects, establish a comprehensive organizational system, fulfill their responsibilities and take appropriate risk countermeasures.