<![CDATA[This study aimed to develop a framework for mitigating cost and schedule overruns through the integration of Interpretive Structural Modeling (ISM) and the Analytic Network Process (ANP). Data were obtained from project documentation and questionnaires administered to five experts who assessed six factors and 23 internal subfactors contributing to cost and schedule deviations. ISM was used to analyze hierarchical relationships, driving power, and dependence power, while ANP was used to construct a priority network for nine subfactors in the independent quadrant. The final priorities were derived from five subfactors (A1–A5), while A6–A9 served as control nodes within the dependency relationships. The ISM results showed that unrealistic cost planning (A6) was positioned at the most fundamental level and had the highest driving power, identifying it as a key strategic driver. The ANP results indicated that inadequate communication and coordination among relevant parties (A1) had the highest global weight of 0.348180, followed by an insufficient number of workers (A2) at 0.258313 and excessive workload (A4) at 0.172153. The integration of the two methods indicated that A6 should be addressed during the planning stage, whereas A1 should be the primary operational priority during project implementation. This study developed a cyclical mitigation framework comprising priority risk identification, mitigation implementation, monitoring, effectiveness evaluation, residual risk assessment, and decision-making. The framework was supported by early mitigation measures, a Responsible, Accountable, Consulted, and Informed (RACI) matrix, monitoring indicators, evaluation frequency, and escalation mechanisms to strengthen cost and schedule control in similar shipbuilding projects.]]>
