Thematische Bibliographien / Project crisis management

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Auswahl der wissenschaftlichen Literatur zum Thema „Project crisis management“

Autor: Grafiati

Veröffentlicht am 24. Juni 2021

Zuletzt aktualisiert am 1. Februar 2022

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Zeitschriftenartikel zum Thema "Project crisis management"

Betta, Jan, und Agnieszka Owczarzak-Skomra. „Agile crisis management“. Scientific Journal of the Military University of Land Forces 192, Nr. 2 (01.04.2019): 310–20. http://dx.doi.org/10.5604/01.3001.0013.2602.

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The article deals with crisis management. A new approach based on the agile methodologies of project management is proposed. The paper presents consecutively: crisis and its management (literature overview), characterisation of IT projects, agile project management, comparative analysis of agile approach and crisis management, proposal of a new idea – agile crisis management and conclusions. The conclusions emphasise the importance of following up with necessary empirical investigations.

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Čelesnik, Goran, Mladen Radujković und Igor Vrečko. „Resolving Companies in Crisis: Agile Crisis Project Management“. Organizacija 51, Nr. 4 (01.12.2018): 223–37. http://dx.doi.org/10.2478/orga-2018-0023.

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AbstractIntroduction and purpose: In practice, the existing models of tackling companies’ crises are still lacking effectiveness and efficiency. The agile crisis project management model (ACPM) is based on the crisis project management doctrines, which we upgraded with the principles and methodologies of agile project management. It was developed for the resolution of such crises.Methods: Relying on scientific knowledge and in accordance with the defined research problem, we decided to use the qualitative research methods while using a method of highly structured interviews for data collection. A comparative case studies method was used for the comparative comparison of effectiveness and efficiency among the sample companies, which were divided into groups A and B. Companies in group A used the non-project approach, the traditional project, and/or the hybrid non-project–traditional project approach (CM approach) in implementing the planned measures and activities in the restructuring process and/or renovation; companies in group B used the agile project and/or the hybrid agile project–traditional project approach (ACPM approach).Results: The studied companies facing crises used various implementation approaches for the planned measures and activities within the framework of the crisis solution. The companies using the ACPM approach (group B) completed their restructuring and/or renewal process more quickly and were more effective and efficient after the crisis than during the pre-crisis period. At the same time, their net sales growth was also higher than the growth of companies using the CM approach (group A).Conclusion: The article demonstrates the results of the research, which studied the effectiveness and efficiency of resolving the sample companies’ crises. In accordance with the research results, we conclude that supplementing the crisis project management with an agile project approach when resolving company crises positively affects the efficiency and effectiveness of companies after the crisis.

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KALBARCZYK-GUZEK, Ewa. „PROJECT MANAGEMENT UNDER CRISIS“. Systemy Logistyczne Wojsk 53, Nr. 2 (31.12.2020): 5–20. http://dx.doi.org/10.37055/slw/133851.

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Organizacje funkcjonują w turbulentnym otoczeniu, którego cechą charakterystyczną jest konieczność błyskawicznego dostosowania się do wymagań rynkowych, by sprostać potrzebom klientów. Podejście to wymaga ciągłego doskonalenia się w celu realizacji złożonych, niepowtarzalnych przedsięwzięć, które wymagają stosowania metod i technik w zarządzaniu projektami. Realizacja projektu i zarządzanie nim w warunkach kryzysu wymaga dodatkowej, wzmożonej uwagi, zmiany kolejności zaplanowanych etapów oraz wprowadzania nowych. Nie jest to możliwe przy wykorzystaniu wszystkich dostępnych metodyk. W artykule omówiono możliwe do zastosowania podejścia w zarządzaniu projektami w warunkach kryzysu, szczególną uwagę zwrócono w stronę metod zwinnych. Skoncentrowano się na omówieniu praktyk, które dają szansę na zakończenie z sukcesem realizowanego projektu.

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Yurieva, Т. V. „CRISIS MANAGEMENT AND PROJECT APPROACH“. Strategic decisions and risk management, Nr. 5 (25.10.2014): 74–78. http://dx.doi.org/10.17747/2078-8886-2013-5-74-78.

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The development of the new economy in terms of strategic changes may be accompanied by the appearance the unstable and crisis situations. These can be effectively controlled through the use of crisis management mechanism and project management methods. This approach allows developing and implementing of anti-crisis strategy, to obtain the necessary economic results in conditions of limited parameters (resources, time, etc.).

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J, Rajprasad, Thamilarasu V und Mageshwari N. „Role of Crisis Management in Construction Projects“. International Journal of Engineering & Technology 7, Nr. 2.12 (03.04.2018): 451. http://dx.doi.org/10.14419/ijet.v7i2.12.11515.

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Crisis management is the method which is formed by the organization to overcome the crisis. Crisis management is important, which helps in the completion of the construction project on time. It gives a theory of how to manage the crisis management with the factors which leads to crisis in the construction project. However, only when the work flow continues without any interruption even during crisis that crisis management method is effective. For forming an effective crisis management technique, the probability of crisis in construction projects must be identified as each factor have their unique effects. Depending upon major factors like technical, labour, organizational, material, time, equipment, communication, financial and other factors which are responsible for the cause of crisis in projects are considered. The research is carried out through questionnaire survey analysis made among the various project managers from different construction project site.

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Zandebasiri, Mehdi, Hrald Vacik, Daniel Etongo, Yasmin Dorfstetter, Javad Soosani und Mehdi Pourhashemi. „Application of time-cost trade-off model in forest management projects: The case of Oak decline project“. Journal of Forest Science 65, No. 12 (19.12.2019): 481–92. http://dx.doi.org/10.17221/65/2019-jfs.

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Oak decline has been observed periodically in the different parts of the world. We conducted this study to evaluate the project control in this phenomenon. In this paper, the project control methods have proposed to be useful tools to deal with oak decline. The aim of the study is twofold: (i) define and schedule a set of activities and determine times for those activities in the Control of Forest Decline Project (CFDP) using the Project Evaluation and Review Technique (PERT) method; (ii) apply the Critical Path Method (CPM) within the context on how to reduce the project time by increasing operating costs and crashing the activities. In crisis management, “golden time” is defined for doing activities and controlling the crisis, which has a greater role than other times. The analysis confirmed that the problem of forest decline is an ecological problem and its root lies in participatory management with the local community. We also found that the time crashing is not economically efficient to the CFDP except for two activities: public information and stakeholder analysis.

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Simard, Magali, und Danielle Laberge. „Development of a crisis in a project: a process perspective“. International Journal of Managing Projects in Business 11, Nr. 3 (02.07.2018): 806–26. http://dx.doi.org/10.1108/ijmpb-08-2017-0093.

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Purpose The purpose of this paper is to analyze the development and outbreak of a crisis in a high-priority project within a large organization. Design/methodology/approach Single-case study using extreme case sampling, a type of purposeful sampling, because this case provides rich information on a rare research opportunity: a project crisis that emerged during the fieldwork. Research data are semi-structured interviews, observations, project and organization documentation, logbook, notes and memos. Findings The paper shows the relevance of notions from organizational crisis management to an internal crisis in a temporary setting. This allowed a deeper understanding of crisis development. The paper reveals the wealth of meaningful, transparent data that can be collected when a crisis emerges. It highlights the high potential of project crises to reveal parent organizations’ dysfunctions. Indeed, findings suggest that the parent organization’s usual project management practices greatly contributed to the crisis affecting this project, which was unusually large and complex. Research limitations/implications The main potential limitation relates to transferability. However, a single-case study is appropriate when it represents a rare phenomenon that is not easily accessible for researchers – a crisis outbreak. Practical implications Results can provide insights enabling practitioners to improve their understanding of the ambiguous, stressful situations created by a crisis. Originality/value The results show the relevance of notions from organizational crisis management to the development of a project crisis and demonstrate the potentially harmful impact of a parent organization’s “usual” practices, especially on “unusually” large and complex projects.

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Mittal, Rajkumari, und Parul Sinha. „TVR cinemas: film prioritization and negotiation during crisis“. Emerald Emerging Markets Case Studies 11, Nr. 1 (16.03.2021): 1–17. http://dx.doi.org/10.1108/eemcs-06-2020-0242.

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Learning outcomes Following are the learning outcomes: recognize the significance of project management as an integrated approach for managing projects in an unprecedented situation. Identify the issues related to managing contemporary projects such as shorter product life cycles, changing customer preferences and last-minute risks. Evaluate the role of sub-domains of project management such as project prioritization, project negotiation, project portfolio system, project risk assessment and management and project stakeholder management. Case overview/synopsis It is the year 2020, and the entire world is struggling to cope up with the crisis caused by the corona virus (COVID-19) pandemic. Normal life has come to a standstill. All industries have realized the significance of developing innovative strategies to move to the new normal situation. This case describes the plight of TVR Cinemas, a business vertical of Tiya Group, which caters to the business of production and distribution of Bollywood and Hollywood movies in India. With the lock-down of the Indian subcontinent, the multiplex business is badly hurt. With new norms of sanitation, social distancing, and a ‘stay home stay safe policy’ the company has to devise new ways to sustain in the market. This case invites students to put themselves in the shoes of the company project manager, Mr. Ramchandani, to provide recommendations about deciding ways to release seven pipe-lined Bollywood movie projects, deciding on the appropriate over-the-top (OTT) partner for tie-ups, and devising strategic steps to recover the reputation of the company by launching an OTT platform themselves. Complexity academic level The case is useful for introducing basics of project management along with decision making for projects in an uncertain situation. This case can be used for the students of undergraduate/postgraduate/executive level across the modules of project management/project risk management and negotiation management. Supplementary materials Teaching notes are available for educators only. Subject code CSS 9: Operations and logistics.

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Hüsselmann, Claus, und Paul Golfels. „Multi-Project Management in the Corona Crisis“. European Project Management Journal 10, Nr. 2 (2020): 1–10. http://dx.doi.org/10.18485/epmj.2020.10.2.1.

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Kolodiziev, Oleh, Viktoriia Tyschenko und Kateryna Azizova. „Project finance risk management for public-private partnership“. Investment Management and Financial Innovations 14, Nr. 4 (25.12.2017): 171–80. http://dx.doi.org/10.21511/imfi.14(4).2017.14.

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The development of public-private partnership in Ukraine in recent years has become very important as an instrument of anti-crisis orientation. The real economic situation objectively creates the preconditions for more effective use of this mechanism and institutes of public-private partnerships in order to ensure sustainable economic development, obtain new ones and improve the quality of public services provided to the population.The objective of the research is to identify the components of project finance risk management and to provide justification of effective and balanced sharing of risks between public and private partners as the prerequisite and the main principle of effective implementation of public-private partnership.The authors used the following research methods: systemic approach, theoretical and empirical methods of scientific knowledge.This paper examines types of investment project financing by banks based on public-private partnership. It defines the structure of public-private partnership according to sources of capital investment in the project vehicle. The paper identifies components of the risk management process in project finance. It proves that a balanced distribution of risks between the private and public partners is the key requirement and the primary principle of effective public-private partnership. In this way, the need for mobilization of additional financial resources for implementation of investment projects calls for extended cooperation of state agencies and banks as a part of the effort of economic crisis management.

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Dissertationen zum Thema "Project crisis management"

Kwok, Man-cheung Victor, und 郭文祥. „Project management during property crisis“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1989. http://hub.hku.hk/bib/B31251183.

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Sarhangpour, Babak, Iman Norifard und Mehdi Talebi. „Crisis Management in IT-Projects“. Thesis, Jönköping University, JIBS, Business Informatics, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-1005.

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Crisis are extremely difficult to predict and according to Curtin, Hayman and Husein (2005) this is a problem that worsen by the trend in the 1970s and 80s where companies developed managers to be specialists. One example of this trend could be that a finance

director knows only about finance, likewise for the marketing director, the technology director and operations director who all have their specialist fields. This kind of approach will lead to gaps in the management structure, since a finance director who is

driven by profits and earnings per share would most probably lose sight of the bigger picture which will prevent the chances of predicting any crisis (Curtin et al., 2005). This kind of thinking began to change in the 1990s and a new approach came into vogue

where managers were produced to be far more rounded than they were previously, as a generalist (Curtin et al., 2005). Our purpose is to find out how crisis emerge in projects and investigate the role of emotion in crisis management.

The qualitative method is best suited to fulfil our aim since we are interested in individual’s personal experiences and personal reflections related to crisis management. The reason for us not choosing the quantitative method is that we do not wish to measure or create statistical generalizations about crisis management, it is rather to describe the essence of crisis management and issues related to crisis management, also how crisis is perceived from organizations. We therefore performed interviews with respondents that were of interest for our purpose.

With all the information and knowledge gathered throughout our research we believe that when it comes to the abilities of the project managers to predict and prevent crisis, it is correct that managers have different and perhaps better education than 30 years ago

but when everything comes around it is still next to impossible to completely be able to prevent crisis. We came to this conclusion after done our research and realized that even though every project manager who has been involved in any crisis can not completely

prevent the same crisis to happen again.

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Iacovou, Charalambos L. „Managing MIS project failures : a crisis management perspective“. Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape7/PQDD_0008/NQ38902.pdf.

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Telin, Steven, und Nebil Esmail. „Managing Remote Projects During a Crisis : Game-development and Manufacturing Projects Response to COVID-19“. Thesis, Umeå universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-185058.

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Although projects and project management has grown to be increasingly influential in all aspects of business operations, project success and efficiency is often harder to measure and arguably harder to execute. Many projects may often change the course of intent, exceed the initial budget, or even finish later than expected. This causes a great debate on the different ways to efficiently manage projects and what actually works best in practise. According to different scholars, some sides mention that traditional methods where planning is completed at the very beginning is the most efficient way to manage projects, while others mention the use of adaptive methods where planning is not ‘set in stone’. Project management as an academic field is relatively well explored, however as the COVID-19 continues to set restrictions to stop the spread of the virus, academic research to increase the empirical data on project management during the pandemic is needed. This study aims to contribute to this academic field to understand the reasoning behind project management adaptations during the COVID-19 pandemic. Furthermore, this study will aim to gain understanding to the why’s and how’s of common themes regarding how projects have adapted. The industries this study will focus on will be the Swedish game-development industry and the Swedish heavy industry. Based on a literature search and review on project management evaluations methods, leadership styles, risk and crisis management, and project management methodologies, semi-structured interviews took place with CEO’s, project managers, and other senior managers in decision making positions, representing a total of six firms with three from each industry. The respondents were categorized based on their industry and if their project was completed or not. The analysis showed practical similarities in the implementations between projects, such as hygienic aspects in the workplace, remote working, and other practical implementations from the guidelines of the Swedish health authorities. The analysis also found the common theme of project responses being external threat recognition followed by the adaptation of remote working, the expansion of communication and finally the closure of the project. the analysis did however find smaller variations depending on the size of the firm and industry, such that smaller projects did not always need a firm wide remote working unit and that heavy industry projects leaned towards traditional project management methodologies with hints of agile methods, while the game-development projects quite explicitly used agile methods. While the study does contribute to the academic field of project management with empirical data and may provide guidance in future pandemics and similar situations, further research is needed in order to gain a full understanding on the pandemics effect on projects in Sweden, especially through a study covering a larger study size.

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Vašut, Lukáš. „Vliv změn okolí na řízení IT projektů v podniku v době hospodářské krize“. Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-17150.

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This thesis "Influence of changes in the environment of a company on IT projects during the economic crisis" deals with the impact of outside influences and changes in the environment on the course and management of IT projects in a selected organization. The work is conceived as a case study in which three projects are analyzed. In the first two projects, not only the course of the projects is examined, but also the management of individual phases. The shortcomings and errors are then reflected in the proposed procedures of the third project. All stages are compared not only with theory, but also with best practice and the general modern trends in IT. In all three projects there are described in detail the activities in the project life-cycle phases and there are highlighted both good and bad decisions of the project managers. The thesis deals also with the impact of changes on the projects: with the reasons of the changes and the consequences for the projects. To achieve all the objectives, various analytical methods are used, such as observation -- from the point of view of a participant in the projects was evaluated their progress, practical interaction -- engaging in projects and mutual cooperation with the other players, analysis of documents -- from internal documentation to technical papers describing modern trends and, finally, socio-metric survey -- to reveal the impact of the changes on the end users of IS / IT. The contribution of the thesis should include, in the first place, a critical evaluation of the projects and suggestions of better solutions, application of theoretical knowledge in project management, comparison with best practice and latest trends, their discussion, and own research and interpretation of the impact of changes on end users.

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Russ, Zelma. „The Val Verde financial crisis“. CSUSB ScholarWorks, 1995. https://scholarworks.lib.csusb.edu/etd-project/1117.

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Thorne, Sara Eileen Bertin. „Failures of imagination : terrorist incident response in the context of crisis management“. Thesis, University of Portsmouth, 2010. https://researchportal.port.ac.uk/portal/en/theses/failures-of-imagination(ee380c15-4836-4ae0-89c9-0634797078ae).html.

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Since the terrorist attacks on the World Trade Center, New York in September 2001, the focus on terrorism and the ability of society and organisations to withstand such incidents has sharpened considerably. At the same time, business continuity and dealing with crises have moved to the forefront of organisations' awareness, not least due to improved regulatory requirements and guidelines. However, this thesis contends that the current methodological framework for responding to terrorist incidents is flawed, resulting in the same issues becoming evident, over and over again. It is argued that an awareness and adoption of three key risk and crisis management methodologies: Fink's Crisis Management Methodology, Risk Communication and Isomorphic Learning, could improve the analysis of such incidents and hence better the response in future. Three significant terrorist attacks were analysed within the context of contemporary literature and two factors were found to be the main cause of difficulties in managing the response to each of the incidents: communication and an inability to achieve organisational learning. It was argued that part of the reason for this was that organisations did not consider a link between crisis and terrorist incident response management and that learning from past experiences did not go beyond the most superficial level in most instances. This thesis demonstrated how risk and crisis management methodologies could have addressed each of the issues that were identified in the case studies and clarified the contribution that they could make. Of primary importance was the recognition that events that may appear dissimilar are, on examination, frequently intrinsically similar and hence can provide valuable learning opportunities.

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Rosemond, Mack Rashad. „Marketing and crisis plan for Summit Place Apartment Homes“. CSUSB ScholarWorks, 2002. https://scholarworks.lib.csusb.edu/etd-project/2072.

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The objective of conducting primary research for the Summit Place Apartment Homes is to create a profile of people that are presently living in Summit Place. When dealing with apartment properties, marketing plans are definitely a necessity, as well as a good crisis plan. The residents' main concerns were safety and better customer service.

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Barc, Anna. „Development of Russian commercial banks and financial crisis of 1998“. CSUSB ScholarWorks, 2001. https://scholarworks.lib.csusb.edu/etd-project/1898.

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Sagala, Miranda Belinda. „Los Angeles Archdiocese child sexual abuse scandal: A case study in crisis communication“. CSUSB ScholarWorks, 2003. https://scholarworks.lib.csusb.edu/etd-project/2363.

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This thesis examined strategies employed by the Los Angeles Archdiocese in its communcation with the media during the initial phases of handling the child sexual abuse scandal. Internal and external messages from the archdiocese were analyzed in terms of how well they conformed to the five generally accepted principles that should govern crisis communication: timeliness, openness, honesty, regret and accessibility.

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Bücher zum Thema "Project crisis management"

Kliem, Ralph L. Business continuity planning: A project management approach. Boca Raton, FL: CRC Press, 2016.

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Kharbanda, Om Prakash. Management disasters and how to prevent them. Aldershot, Hants, England: Gower, 1986.

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Brecher, Michael. International crisis behavior project, 1929-1985. Ann Arbor, Mich: Inter-university Consortium for Political and Social Research, 1990.

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A, Stallworthy E., Hrsg. Management disasters and how to prevent them. Aldershot: Gower, 1986.

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McAlister, Michael. Construction project management: The development and testing of a crisis avoidance model. [s.l: The Author], 2001.

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Anambra State (Nigeria). Judicial Commission of Inquiry into Nnewi Main Market crisis and Nkwo Nnewi Triangle, Nnewi. Government white paper on the report of Judicial Commission of Inquiry into Nnewi Main Market crisis and Nkwo Nnewi Triangle, Nnewi. [Nnewi, Nigeria]: Govt. of Anambra State of Nigeria, 1998.

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Underwood, Maureen M. Managing sudden traumatic loss in the schools: New Jersey Adolescent Suicide Prevention Project (New Jersey State Department of Education ... [et al.]). Piscataway, N.J: University of Medicine and Dentistry of New Jersey, University Behavioral HealthCare, 1997.

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How to cheat at IT project management. Rockland, Mass: Syngress, 2005.

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Economic Development Administration reauthorization: Rating past performance and setting goals during an economic crisis : hearing before the Subcommittee on Economic Development, Public Buildings, and Emergency Management of the Committee on Transportation and Infrastructure, House of Representatives, One Hundred Eleventh Congress, first session, March 10, 2009. Washington: U.S. G.P.O., 2009.

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Association internationale de psychologie du travail de langue française. Congrès, Hrsg. Mobilisation et efficacité au travail. Cap-Rouge, Québec: Presses inter universitaires, 1998.

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Buchteile zum Thema "Project crisis management"

Ying, Zhong, und Low Sui Pheng. „Theoretical Review on Crisis Management and Communication Management“. In Project Communication Management in Complex Environments, 33–60. Singapore: Springer Singapore, 2013. http://dx.doi.org/10.1007/978-981-4560-64-1_3.

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Griffith-Jones, Stephany, und Bettina De Souza Guilherme. „Introduction“. In Financial Crisis Management and Democracy, 1–7. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-54895-7_1.

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AbstractThis book is the result of the first 3 years of the comparative and multidisciplinary Jean Monnet Network, “Crisis-Equity-Democracy for Europe and Latin America”, of senior academics and policy advisors from four European and three Latin American countries, including experts on the European Union and Latin American regionalism. The rationale of the project and the common link is that both Europe and Latin America can learn from their respective experiences on “crisis”, its management and the distributive and democratic implications at national and regional level. The main purposes of the joint research can be summarised as to (1) locate in the current global financial system as one of the very major causes of the financial and debt crises in the EU and Latin America; (2) demonstrate the impact of the paradigm change on global and EU economic governance; (3) analyse key systemic aspects of the global crisis, i.e. climate change, macro-financial instability and the weakening of democracy and their inter-connections; (4) map and evaluate how both regions and individual countries within both regions have tried to manage these crises; (5) discuss the economic, political and social effects of these crises on both regions and individual countries; (6) finally, to make policy suggestions on how to transition from finance capitalism to a more sustainable real capitalism, on how both regions can better manage/govern/respond to such systemic pressures and on how they can increase their cooperation.

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Sheikh, Rizwan Amin. „Ten Critical Project Management Challenges and Solutions during a Crisis“. In Blue Shark Team-Building, 63–88. Boca Raton: Auerbach Publications, 2021. http://dx.doi.org/10.1201/9781003216711-5.

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Oulhaci, Ali, Erwan Tranvouez, Sébastien Fournier und Bernard Espinasse. „Improving Players’ Assessment in Crisis Management Serious Games: The SIMFOR Project“. In Lecture Notes in Business Information Processing, 85–99. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-24399-3_8.

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Andrienko, Natalia, und Gennady Andrienko. „A Concept of an Intelligent Decision Support for Crisis Management in the OASIS project“. In Geo-information for Disaster Management, 669–82. Berlin, Heidelberg: Springer Berlin Heidelberg, 2005. http://dx.doi.org/10.1007/3-540-27468-5_48.

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Herrera, I., und T. Grøtan. „Applying resilience concepts in crisis management and critical infrastructures—the DARWIN project“. In Risk, Reliability and Safety: Innovating Theory and Practice, 2137–44. Taylor & Francis Group, 6000 Broken Sound Parkway NW, Suite 300, Boca Raton, FL 33487-2742: CRC Press, 2016. http://dx.doi.org/10.1201/9781315374987-324.

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Fabbri, Paolo, Vincenzo Russo und Andrea A. Sbarra. „Improvements and Enhancements of Profile-Based Approach in C2-SENSE Crisis Management Project“. In Recent Trends in Control and Sensor Systems in Emergency Management, 58–68. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-70452-4_6.

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Upton, Rebecca. „Learning for Change During the Global Climate Crisis: Exploring the (Noneconomic) Impact of Education for Sustainability Using the Eden Project as a Case Study“. In Handbook of Climate Change Management, 1–24. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-22759-3_194-1.

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Piwiński, Jan, und Rafał Kłoda. „Web Service Enrichment for Sensors Exposal: Case Study for Crisis Management Systems Purposes of the C2-SENSE Project“. In Advances in Intelligent Systems and Computing, 360–69. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77179-3_34.

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De Rosa, Simona. „A Qualitative Methodology for the Validation of a Common Information Space to Improve Crisis Management: Results from the SecInCoRe Project“. In Internet Science, 231–41. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-70284-1_19.

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Konferenzberichte zum Thema "Project crisis management"

„Project Management and Crisis Management in Different Projects (Base on Elena Project Guide)“. In Dec. 7-8, 2017 Paris (France). ERPUB, 2017. http://dx.doi.org/10.17758/erpub.er1217310.

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Kesavan, Sreejith. „Project Management in Times of Crisis“. In Abu Dhabi International Petroleum Exhibition & Conference. Society of Petroleum Engineers, 2016. http://dx.doi.org/10.2118/182951-ms.

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Wang Aimin. „Complex project crisis management grid system design“. In 2011 International Conference on Business Management and Electronic Information (BMEI). IEEE, 2011. http://dx.doi.org/10.1109/icbmei.2011.5917059.

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Wang Aimin. „A grid system for complex project crisis management“. In 2011 IEEE International Conference on Computer Science and Automation Engineering (CSAE). IEEE, 2011. http://dx.doi.org/10.1109/csae.2011.5952732.

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Benedecti, Jessica, und Miguel A. Brito. „Management project tool as a compass in crisis times“. In 2021 16th Iberian Conference on Information Systems and Technologies (CISTI). IEEE, 2021. http://dx.doi.org/10.23919/cisti52073.2021.9476485.

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Wang, Aimin. „Design of grid system for complex project crisis emergency management“. In 2011 International Conference on Computer Science and Service System (CSSS). IEEE, 2011. http://dx.doi.org/10.1109/csss.2011.5974892.

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Yun, Chen, Deng Hong-wei und Hou Yun-fei. „Construction of Precaution Index System for Internal Crisis in Expressway Project Operation“. In 2009 International Conference on Information Management, Innovation Management and Industrial Engineering. IEEE, 2009. http://dx.doi.org/10.1109/iciii.2009.69.

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Smirnova, O. A. „Development Of A General Model Of Enterprise Management In Crisis“. In MTSDT 2019 - Modern Tools for Sustainable Development of Territories. Special Topic: Project Management in the Regions of Russia. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.12.05.122.

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Rothman, Johanna. „Metrics and Software Project Management for the 21st Century“. In ASME 1995 15th International Computers in Engineering Conference and the ASME 1995 9th Annual Engineering Database Symposium collocated with the ASME 1995 Design Engineering Technical Conferences. American Society of Mechanical Engineers, 1995. http://dx.doi.org/10.1115/edm1995-0850.

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Abstract There is general agreement among the experts and practitioners that a crisis exists in Software Engineering. This crisis is in the area of software quality and schedules. How do we better predict product development progress on an ongoing basis? The quick answer is that all project managers need to know these things: • What are the requirements for functionality, cost, and schedule? • Do I have sufficient resources to meet those requirements? • Am I on target to meet those requirements? These questions are particularly critical for companies who produce complex software, such as real-time or process control products. There are ways to ensure that the requirements of schedule, functionality, and cost are met during project development. This paper will discuss project management activities, possible development process, and predictive measurements for project tracking and prediction for complex software products.

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Chen, Xiao. „Discussion on the Establishment of a Project Dynamic Network Crisis Management Organization“. In 2014 International Conference on Construction and Real Estate Management. Reston, VA: American Society of Civil Engineers, 2014. http://dx.doi.org/10.1061/9780784413777.098.

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Berichte der Organisationen zum Thema "Project crisis management"

Lapcha, Haidar, und Yusra Mahdi. Coalition Building for Better Religious Education Reform. Institute of Development Studies (IDS), Januar 2021. http://dx.doi.org/10.19088/creid.2021.002.

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Developing a good pro-pluralism religious education curriculum requires much planning and a deep understanding of the context. In a country like Iraq, where the education system is in decline due to years of conflict, weak governance and management, and a displacement crisis, this becomes a challenging task. This Learning Briefing, prepared during the implementation phase of the Coalition for Religious Equality and Inclusive Development (CREID) project to introduce reform to the religious education curriculum in Iraq, highlights the key areas of best practices and lessons learned from our stakeholder engagement. The aim is to share these learnings with programme managers, donors and partners to help inform future interventions and curricula development on effective approaches and models for improved quality education.

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Raei, Lami. KHF Entrepreneurship Support and the Impact of COVID-19 on Jordanian Entrepreneurs. Oxfam IBIS, August 2021. http://dx.doi.org/10.21201/2021.7895.

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The King Hussein Foundation (KHF) partners with Oxfam in the Youth Participation and Employment programme (YPE) to promote entrepreneurship through supporting youth to engage in business start-ups and scale-ups. KHF projects support community-based organizations (CBOs) in establishing revolving funds, training CBOs in microfinance management and building the capacity of potential entrepreneurs. Apprenticeships and shadowing are two examples of popular approaches to facilitating entrepreneurship and self-employment. During the COVID-19 crisis, KHF has continued the implementation of activities virtually. This case study presents examples of young people utilizing financial support, reaching out to new clients using ICT, and eventually exploring ways to mitigate the impacts of COVID-19.

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