# I. Introduction he importance of this issue is heightened when the Afghan government has prepared long-term plans for the development of approximately one million affordable housing units with appropriate living standards. Due to the findings of the Ministry of Urban Development and Independent Bureau of Local Authorities, Kabul Municipality and UN Habitat Research, Afghanistan's urban population has been increasing from 20% to 24% due to urban migration in the past two years. In the absence of housing, about 1.5 million have been observed over the years. Kabulas the largest center of internal migration represents 10% annual growth over the past decade, also, sources indicate that 78% of citizens seeking housing are in critical condition, according to the above report, housing problems are one of the most serious social issues in Afghanistan, especially in Kabul. So it is imperative that you pay close attention to this issue and develop comprehensive plans for addressing and resolving this issue and manage it properly. In Afghanistan, risk management will be one of the steps that will help to make these programs a reality. Given the importance of this issue, it requires a comprehensive research to identify the sources of risk and how to manage it realistically, the questions of this research are divided into two types of open and closed questions. These two types of questions are considered as questionnaire and interview form. The questions addressed in the questionnaires are quantitative and closed-ended questions that were scored by the participants. Points are given, that is, by choosing 1 of 5 options, From 1 to 5, respectively, from 5 to 1 enormous. Identifying the sources of risk Get comprehensive solutions Prevent similar occurrences in future projects Accelerate the design phase of future construction projects b) When is Risk Analysis needed? Risk assessment is useful in many situations. For example: 1. When planning a project, to help predict and neutralize potential problems. 2. When you are deciding to go with a project. 3. When you plan to increase the level of safety and potential risk management in your workplace. 4. Be prepared for events such as equipment and technology failure, theft, employee illness, or natural disasters. # c) How to use Risk Analysis? To apply the risk analysis, follow these steps: 1. Identify threats 1:1 the first stage of risk analysis is to identify existing and occurring risks. Risks that may be encountered. Abstract-In this study, as identified above, the identification of the critical factors afterwards how the management and prevention of possible risks in the design phase of the construction project are investigated, rather than the problems and shortcomings encountered in this phase of the project. Successful completion of this research will help us identify hazardous items in the design phase of construction projects, and what steps should be taken to eliminate or minimize these risks. So the value of the risk of increased rent equals: 0.8 (probability of occurrence) × 500000 (fee happen) = 400000 (Risk value). 3. How to manage risk 3:1 once you have identified the value of the risk you are facing; you can look for a way to manage it. (Mehta Arjmand, 1396). 4. Divide the risk 4:1 You can also divide the risk with people, Groups, Organizations or other third parties as a result of the possible risks. # Accept risk 5: 1 Your last choice is risk acceptance. This is usually the best option for situations where risk cannot be avoided or mitigated, When the potential risk loss is less than the cost of insurance to prevent risk, or when the potential benefit is at the risk of accepting the risk. 6. Risk control 6:1 if you have chosen a risk-taking solution, there are ways to reduce the impact. Past experiences are effective ways to reduce risk. Experienced managers do risky things in smaller and more manageable dimensions. You can use the results of previous tests to identify the location of the risk and take preventive action before performing large-scale work. Research Methods: We are trying to clarify the facts and find ways to bring us closer to the goal. The research method of this article is divided into two sections. # Questionnaire 2. Interview The two sections are divided into 5 departments and projects with 60 expert participants. Participants in the two sections of the questionnaire and interview presented their opinions separately. The data were analyzed using SPSS software. Choosing this app to get right and accurate statistics and numbers is intended to make the results work and useful. 1. Which of the following is the main cause of the crisis (risk) in the design phase of construction projects? 1. Questionnaire: The questions raised in the questionnaires are as follows. The lack of a specific timeline for the regular development of design 24 Poor control of the design flow and its development 2. Which of the following is the most critical factor in the risk-taking phase of project design? Failure by donors to read interior design processes 9 The emergence of the deteriorating security situation 10 Political changes 1. What causes the design process in construction projects to be compromised? 2. What suggestions do you propose to prevent or minimize the crisis during the design phase of construction projects? 3. How to manage the crisis in the design phase of construction projects? Table 3 The main research issues are as follows: What causes the design process in construction projects to be compromised? These two divisions are made up of a total of 60 special partners. This analysis was performed using Statistical Package for Social Science (SPSS) software. Variable statistics using SPSS software are distributed in the following table and chart. # Lack of Unit Management in Projects 2. The lack of coordination of the project team # Interview: The questions in the interview section are as follows: Table 5 Table 6 It is also considered for each factor of the table, which totals 24 tables, then check the validity of the questionnaire was using Cronbach's alpha coefficient. ?? = ?? ?? ? 1 (1 ? ? ?? 2 ?? ?? ?? 2 ) In this formula (k) the number of questions, and (?? 2 ) is the variance of each question. The Cronbach's alpha coefficient is used to measure the one-dimensionality of attitudes, judgments, and other items that are not easy to measure. # Scale Mean if # II. Conclusion Considering the statistics of the risk among the 24 risk identified by the researcher in the design phase of construction projects and distributed to questionnaires specialists in related fields, there are 6 types of high risk that are listed below: ? Lack of unit management in the project ? Lack of transformation management (inability to lead new talents in the project) 1Assessment of Risk Management at the Design Stage of Construction Projects in AfghanistanFor example: When you cover your office building orYear 2023company property list with insurance of the third party, or when you partner with another organization at the beginning of product development, you have shared the risk with them (Mehta arjmand, 1396).2Xx XIII Issue I V ersion IVolume )No.ValueVery lowLow Medium MuchVery much( ENumber12345Global Journal of Researches in Engineering1 2 3 4 5 6 7 8 9 10 11 12 13 14 15Lack of unit management in the project lack of coordination of the project team Lack of cooperation from related departments or presidency Lack of work ethics (managerial) Internal competition (Negative competition) Lack of transformation management (inability to lead new ways in the project) Appointing non-technical people in charge The planning team imbalance in knowledge Management weaknesses in not recognizing project strengths and weaknesses Appointment of people with low knowledge level Change and renewal of plan Lack of planning and communication in the project Lack of office facilities to carry out project work Sophisticated design and detail (Details) inadequate about it Delay in drawing and issuing drawings16Lack of risk management in projects17Conflict in project priorities18Poorly organized office project19Involvement in many projects at the same time20Vandalism, disruption and unforeseen side effects21Lack of attention to cultural issues and social norms in building design22Inadequate design and plan information for accurate estimation and planning© 2023 Global Journ als 2No.ValueVery lowLowMedium MuchNumber123451Waste of time2Monetary inflation3The rising prices of materials (market risk)4Exchange rate fluctuations5Delays in project6Canceled project7Poor management's perception of the country and lack ofconfidence from donors in the future8 4Year 2023( ) EFrequ encyPercentValid PercentCumulative Percent ValidLack of Work Ethics (Managerial) Frequ ency Percent Valid Percent Very low 2 8.7 8.7 Low 7 30.4 30.4 Medium 8 34.8 34.8 Much 4 17.4 17.4 Very much 2 8.7 8.7 Total 23 100.0 100.0 Lack of planning and 81.39 Cumulative Percent 8.7 39.1 73.9 91.3 100.0 210.794 communication in the project Internal Competition (Competition Negative) .515 .896 Frequ ency Percent Valid Percent Cumulative Lack of office facilities to carry 82.13 211.846 .385 .899 out project work Percent Valid Very low 2 8.7 8.7 Sophisticated design and 8.7 Low 5 21.7 21.7 detail (Details) inadequate 81.78 207.178 .573 .895 30.4 Medium 3 13.0 13.0 about it 43.5 Much 7 30.4 30.4 73.9 Delay in drawing and issuing 81.57 216.075 .276 .901 drawings Very much 6 26.1 26.1 100.0 Total 23 100.0 Lack of risk management in 81.83 214.787 .241 .903 projects 100.0 Conflict in project priorities 81.83 203.332 .678 .892Poorly organized office project81.61204.704.495.896Year 2023Involvement in many projects at the same time Vandalism, disruption and unforeseen side effects82.52 81.74210.715 208.747.316 .545.901 .8954Lack of attention to cultural issues and social norms in82.13206.573.478.897Volume Xx XIII Issue I V ersion IInternal Reliability Excellent Good acceptable Questioned Poor unacceptable building design Inadequate design and plan information for accurate estimation and planning The lack of a specific timeline for the regular development of design Poor control of the design flow and its developmentCronbach's alpha coefficient ? ? 0. 9 0. 9> ? ? 0. 8 0. 8> ? ? 0. 7 0. 7> ? ? 0. 6 0. 6> ? ? 0. 5 0. 5> ? 81.70 81.35 81.57Case Processing Summary N % Cases Valid 23 100.0 Excluded a 0 .0 Total 23 100.0 variables in the procedure. a. List wise deletion based on all 200.676 .661 .892 213.964 .339 .899 216.530 .367 .899)Global Journal of Researches in Engineering ( ELack of unit management in the project The lack of coordination of the project team Lack of cooperation from related departments or projects Lack of work ethics (managerial) Internal competition (competition Negative) Lack of transformation management (inability to lead new ways in the project)Item Deleted 81.00 81.52 82.09 82.39 81.83 81.09Scale Variance if Item Deleted 223.545 201.625 198.901 204.613 198.877 204.174Total Correlation .042 .625 .745 .622 .652 .654 Corrected Item-Alpha if Item Deleted .904 .893 .890 .893 .892 .893 Cronbach'sAppointing non-technical people in charge81.04212.771.422.898The scheme imbalance in knowledge81.96210.316.432.898Management weaknesses innot recognizing project81.26201.929.692.892strengths and weaknessesAppointment of people with low knowledge level81.65206.874.537.895Change and renewal of plan82.04199.862.589.894© 2023 Global Journ als Lack of unitmanagementOffice of poorProject teamorganizationmiscoordinationRisk factors at theYear 2023design stageManagementLack ofweaknesses in nottransformationrecognizingmanagementstrengths and weaknessesAppointing non-technical people atthe helm( ) EBibliography © 2023 Global Journ als ( ) * SChapman Ward 1997 New York, USA * Geoges Dionne 21 oct, 2013 * CollCooper 2005 * ColleaguesLiy 20044 * MahtaArjmand 13965 * FnERafftery Spon 1994 * LEdward 1995 London, UK. * MGrimesy Lewis 2002 * CGray WHughes Osford 2001 UK * KAaltonen JKujala TOijala 2008 Stakeholder salience in. * Good project governance for proper MPAbednego SOOgunlana 2006 * Risk analysis and management in ASAkintoye MJMacleod 1997 * Systematic risk management approach for JAl-Bahar KCCrandall 1990 * Risk management of international projects in Russia AAleshin 2001 * Risk Response Techniques SBaker DPonniah SSmith 1999 * Modelling global risk factors DBaloi AD FPrice 20 3 * Understanding internally generated risks in projects. 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