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Journal articles on the topic 'Project crisis management'
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Betta, Jan, and Agnieszka Owczarzak-Skomra. "Agile crisis management." Scientific Journal of the Military University of Land Forces 192, no. 2 (April 1, 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, and Igor Vrečko. "Resolving Companies in Crisis: Agile Crisis Project Management." Organizacija 51, no. 4 (December 1, 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, no. 2 (December 31, 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, no. 5 (October 25, 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, and Mageshwari N. "Role of Crisis Management in Construction Projects." International Journal of Engineering & Technology 7, no. 2.12 (April 3, 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, and 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 (December 19, 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, and Danielle Laberge. "Development of a crisis in a project: a process perspective." International Journal of Managing Projects in Business 11, no. 3 (July 2, 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, and Parul Sinha. "TVR cinemas: film prioritization and negotiation during crisis." Emerald Emerging Markets Case Studies 11, no. 1 (March 16, 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, and Paul Golfels. "Multi-Project Management in the Corona Crisis." European Project Management Journal 10, no. 2 (2020): 1–10. http://dx.doi.org/10.18485/epmj.2020.10.2.1.
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Kolodiziev, Oleh, Viktoriia Tyschenko, and Kateryna Azizova. "Project finance risk management for public-private partnership." Investment Management and Financial Innovations 14, no. 4 (December 25, 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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Řehoř, Petr, and Jaroslav Vrchota. "Influence of Project Approach Implementation on the Occurrence and Perception of Crises in Agricultural Enterprises in the Czech Republic." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 65, no. 3 (2017): 1039–44. http://dx.doi.org/10.11118/actaun201765031039.
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Project management is one of the most important management tool in many enterprises. Agricultural enterprises with project management are able to foresee their future. Their managers are able to identify upcoming problems earlier and get ready to them in advance. Crisis is seen as a phenomenon more common than rare and it is therefore essential that the enterprises respond by reflecting the aspects and impacts of the crisis in their corporate strategy, and the managers learn to manage crises effectively. The paper deals with a single research of the management of small and medium‑sized enterprises in the Czech Republic. It is focused on the use of projects in farm management and evaluation of the significance of the crisis managers of these enterprises. Only about 15 % of enterprises manage its organization by projects. The crisis occurs in all organizations, in varying degrees and intensity. Most often agricultural enterprises are faced with a crisis caused by the change in legislation and bureaucracy. The importance of a crisis was evaluated by the managers with an average rate of 3.6 (where 5 was the highest). The questionnaire method was used for primary data collection. The limitation of the paper covers areas such the sample (34 enterprises), methodology and data.
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Fedushko, Solomiia, Tomáš Peráček, Yuriy Syerov, and Olha Trach. "Development of Methods for the Strategic Management of Web Projects." Sustainability 13, no. 2 (January 14, 2021): 742. http://dx.doi.org/10.3390/su13020742.
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In this article, we have explored methods for the strategic management of web projects. By introducing a long-term web project development strategy into the operation of a web project, mechanisms can be developed to improve the efficiency and effectiveness of the web project. An important factor is to develop a strategy taking into account all possible crisis situations and ways out of these situations. The authors analyzed and simulated the web project structure, working out methods of web project strategy realization and implementation in a crisis situation. Additionally, in this article, the authors have presented the model for the strategic map of the balanced scorecard of a web project. The authors tested the developed methods on six web projects of university departments. The received results confirmed the appropriateness and necessity of the development and implementation of methods of the strategic management of web projects.
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Біловол, Раїса Іванівна, Ірина Володимирівна Черниш, and Аліна Сергіївна Арзуманян. "Project planning anti-crisis management service by enterprise." ЕКОНОМІКА І РЕГІОН Науковий вісник, no. 1(72) (June 24, 2019): 74–82. http://dx.doi.org/10.26906/eir.2019.1(72).1440.
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According to the authors of the article, the creation of a specific structure for anti-crisis management should depend on the volume of activity and size of the enterprise, as well as the phases of the crisis: light, deep, catastrophe.
As a result of this study, the authors found that the issues of organization planning of the company's anti-crisis management services and the mechanism for its functional provision remain insufficiently investigated today.
The principles considered by the authors on the proposed introduction to the anti-crisis management service argue that it should always be ready to overcome the crisis or critical pre-crisis situation that may arise due to a conflict of interests of the owners of enterprises in the market and the influence of factors of the internal and external environment.
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He, Shenjing, Mengzhu Zhang, and Zongcai Wei. "The state project of crisis management: China’s Shantytown Redevelopment Schemes under state-led financialization." Environment and Planning A: Economy and Space 52, no. 3 (October 17, 2019): 632–53. http://dx.doi.org/10.1177/0308518x19882427.
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Since 2008, China has introduced state-led financialization to inject low-interest, stable and long-term loans to facilitate urban redevelopment through national shantytown redevelopment schemes (SRSs). Extending critical state theories to China’s transitional economy, we consider SRSs to be a policy model of the state project (mode of policy-making) of crisis management that aims to revitalize the national economy in the wake of the global financial crisis. Essentially, this state project serves to tackle the legitimation crisis threatened by both the economic crisis and the escalating social discontent. Drawing on an empirical study of Chengdu, a regional hub in western China spearheading SRSs, this paper examines how the Chinese state at different levels interacts with the nascent financial market in the creation of a new “model” of urban redevelopment under state-led financialization. Having been exploited to manage economic and legitimation crises, this model has simultaneously become a source of “crisis of crisis-management” owing to the state’s “over-intervention”. This research contributes to a fresh understanding of the multiplicity of financialization by linking the financialization of urban built environment with the financialization of the state project, in which financial motives and practices shape the mode of policy making. The Chinese experience also presents a decentered interpretation of state-led financialization that renews our understanding of the multifaceted state and state projects, particularly the hybridized, often contradictory motivations and socio-economic outcomes of state interventions.
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Rich, Eliot, Josune Hernantes, Ana Laugé, Leire Labaka, Jose M. Sarriegi, and Jose J. Gonzalez. "Improving the Crisis to Crisis Learning Process." International Journal of Information Systems for Crisis Response and Management 6, no. 3 (July 2014): 38–52. http://dx.doi.org/10.4018/ijiscram.2014070103.
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While crises may appear to be event-driven, post-mortem accounts often identify factors that accumulate over time and increase the likelihood of failure. These factors are particularly difficult to anticipate when multiple organizations are involved in crisis preparation and event detection. Through the development of a systems-based model of crisis management, it was learned that knowledge sharing can be accelerated or inhibited by the development of trust among organizations through the management of events. Is it possible to operationalize this finding? This hypothesis is one of the findings of the SEMPOC project, which examined crisis preparation and mitigation in the hypothetical context of an extended failure in the EU power infrastructure. The knowledge-sharing hypothesis is being tested in the ELITE project, a second activity funded by the EU to develop a multi-national Community of Practice in disaster management.
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Stanovska, І., I. Prokopovych, O. Stanovskyi, and M. Kostina. "THE PROJECT STATUS MORPHOLOGICAL INDICATOR AND METHOD OF ITS EXPRESS EVALUATION." Odes’kyi Politechnichnyi Universytet Pratsi 2, no. 61 (2020): 86–94. http://dx.doi.org/10.15276/opu.2.61.2020.10.
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Every crisis intervention in a project actually destroys its original plan – the latter is more and more different from reality, and if there are many such interventions, there can be nothing left from the original plan! The models used in the initial planning of the project become inadequate, which immediately and negatively affects the accuracy and effectiveness of anti-crisis morphological decisions. The project team, after each structural intervention, should quickly begin to create a new plan, which should be provided with a new methodology of crisis management project based on morphological rapid analysis of organizational and technical systems to assess the current status of the project. For crisis management of any feedback entity, it is necessary to be able quickly measure the parameters of the state of that object in response to management intervention. Therefore, the purpose of scientific research, in which the complex object was project management, was to create a method of rapid measurement of the project status using the first proposed morphological (structural) indicator. The system of crisis management of complex technical systems is built on the basis of feedback on deviation of the current flow of the project from the planned one. A new complex parameter M is proposed, which uniquely and representatively reflects the morphological deviation of the current flow of the project from the planned one. The indicator is the product of the complex probability of a project’s ability to overcome the effects of a crisis without stopping or changing its overall structure and the cost of such a solution. Complex probability is calculated as the square root of the sum of the squares of crisis compensation probabilities by technological, variational, and creative methods. This made it possible to use this indicator as a criterion for the need to start the process of morphological response to the respective crises. The components of the complex parameter M and methods of their express measurement and calculation are determined. Based on the research, a scheme for the computer support subsystem of decision making in the planning and execution of the Copper Continuous Casting Projects (COCAST) crisis management project was developed. The practical use of the results of the study was carried out in the operating company at its own expense. The planned construction time was reduced by 7.4 % and cost by 5.9 %. The production of the new workshop made it possible to increase the competitiveness of the enterprise.
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Głodziński, Eryk, and Stanisław Marciniak. "Organisational Innovations in Crisis Management of Project-Based Enterprises." Economics and Business 28, no. 1 (April 1, 2016): 26–32. http://dx.doi.org/10.1515/eb-2016-0004.
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AbstractOrganisational innovations and crisis management have a lot in common. Crisis may come in many various forms. It can be a result of economic slowdown or recession influencing the industry and, therefore, some of its organisations. However, firm disaster can be a result of wrong management decisions or unexpected events. Each form of crisis has its own causes, which influence the company in a number of ways. The main objectives of the paper are to describe the nature of crisis management in project-based enterprises and to define the scope and role of organisational innovations in it. The conducted research shows that the organisational innovations are the crucial elements of crisis response strategies. Applying organisational innovations, the entity can gain short-term benefits because they aim at improving the flexibility and adaptability of the company and the supervision of the running projects
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Thomas, Janice, Connie L. Delisle, Kam Jugdev, and Pamela Buckle. "Selling Project Management to Senior Executives: The Case for Avoiding Crisis Sales." Project Management Journal 33, no. 2 (June 2002): 19–28. http://dx.doi.org/10.1177/875697280203300204.
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Worldwide, project management is gaining acceptance as a business competency for many organizations. On one hand, the authors note a growing interest in the use of elements of project management in virtually every segment of every industry. On the other hand, long-term investment in project management remains a tough sell at the executive level. Knowing that the lack of senior management support is consistently identified as a key factor in failed projects, this disconnect is of growing concern for practitioners. This paper presents the preliminary results of the first phase of a research project designed to develop an understanding of the reasons for this conundrum.
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Bondarenko, Svіtlana, and Olena Makoveieva. "Project approach in an anti-crisis management system of financial sustainability of industrial enterprise." Journal of Scientific Papers "Social development and Security" 10, no. 2 (April 30, 2020): 90–104. http://dx.doi.org/10.33445/sds.2020.10.2.10.
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The main aspects of the project approach in the system of crisis management of financial stability of an industrial enterprise are considered in the article. Definitely main factors and signs of the crisis based on the diagnosis of indicators of the financial condition of the industrial enterprise. It is established that the assessment of financial stability is one of the priority tasks in the diagnosis of crisis enterprises, the condition of which is characterized by an increased probability of bankruptcy. The forecast value of the coefficient of financial stability, which can be used to develop a financial strategy of the enterprise or corrective anti-crisis management decisions, is determined. The article proposes a method of implementing a project approach in crisis management of the enterprise. In anti-crisis management of financial stability it is expedient to apply the project approach that will give the chance to implement measures for achievement of the concrete purpose, to coordinate actions of all divisions of the enterprise; to forecast in time and in expenses the project decision of a crisis situation according to the set criteria of quality of performance of works. In addition, the project approach has all the features of the crisis management system: a team of specialists is formed to perform the tasks of crisis management; strategies for increasing the competitiveness of the enterprise are developed; optimal ways (options) of realization of system of anti-crisis measures for the purpose of increase of stability of functioning of the enterprise are made. The advantages of the project approach in crisis management of financial stability are: assessment of the current state of the enterprise; use of the company's own resources in order to reduce the cost of implementing a system of anti-crisis measures; clear delineation and definition of personal (team) responsibilities and powers; systematic approaches to determining the phenomena and factors of the crisis, as well as to the development and implementation of anti-crisis programs, due to the involvement of specialists and managers of different levels and areas of activity, in accordance with the sources of threats; increasing control over the expenditure of funds and resources aimed at anti-crisis measures, the introduction of methods for their more effective use; more effective use of the time factor in the analysis of the situation and the implementation of anti-crisis measures; qualitative increase of the level of systems and methods of internal communications. The result of this approach should be overcoming the crisis (with the subsequent transition to operational management of the organization), assessing the effectiveness of crisis measures (actions, projects) and, if necessary, the introduction of a permanent monitoring system for crisis phenomena in the organization. introduction of methods of their more effective use; more effective use of the time factor in the analysis of the situation and the implementation of anti-crisis measures; qualitative increase of the level of systems and methods of internal communications. The result of this approach should be overcoming the crisis (with the subsequent transition to operational management of the organization), assessing the effectiveness of crisis measures (actions, projects) and, if necessary, the introduction of a permanent monitoring system for crisis phenomena in the organization. introduction of methods of their more effective use; more effective use of the time factor in the analysis of the situation and the implementation of anti-crisis measures; qualitative increase of the level of systems and methods of internal communications. The result of this approach should be overcoming the crisis (with the subsequent transition to operational management of the organization), assessing the effectiveness of crisis measures (actions, projects) and, if necessary, the introduction of a permanent monitoring system for crisis phenomena in the organization.
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Di Lorenzo, Daniele. "The Project Manager “Interfaces” in a Crisis Scenario." European Scientific Journal, ESJ 17, no. 30 (September 9, 2021): 61. http://dx.doi.org/10.19044/esj.2021.v17n30p61.
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A crisis induces Project Managers to use, increasingly, a specific “language” that is born from the union of two dimensions, technical-operative modalities and the mindset. The goal is to properly react to the crisis, like a pandemic scenario will. This approach directly involves the usage of “triad” (Reaction-Execution-Results) and micro-goals concepts in order to maximize the effectiveness and efficiency of the Project Manager actions within time windows. Project management is one of most important discipline in a company, especially where the project is the soul of the business and the center of the employees’ dynamic. This paper focuses on the “interfaces” between project management and other company functions. It analyzes how the “language” could induce reaction behavior based on the time-constraints and micro-goal modus operandi and how the company dynamic could change its behavioral habits towards the same common company purpose: the success of projects.
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Simonova, A. A. "Project approach in anti-crisis business regulation." Business Strategies 8, no. 2 (March 5, 2020): 36–38. http://dx.doi.org/10.17747/2311-7184-2020-2-36-38.
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Within the framework of this study, the relevance and feasibility of implementing project management at enterprises of various types of activities are substantiated, the main goals and objectives, the degree of development of project management in Russian and foreign practice are examined, the conceptual apparatus of various authors in this field is analyzed. The article is relevant for all persons interested in project management and planning to apply it in their company.
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Gupta, Abhishek, Kay Thi Kyaw, and Muhammed Akber. "Acute management of Addisonian crisis – a quality improvement project." Clinical Medicine 20, Suppl 2 (March 2020): s84. http://dx.doi.org/10.7861/clinmed.20-2-s84.
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Simankina, Tatyana, Jasmina Ćetković, Natalia Verstina, and Evgeny Evseev. "Influence of the economy crisis on project cost management." IOP Conference Series: Earth and Environmental Science 90 (October 2017): 012209. http://dx.doi.org/10.1088/1755-1315/90/1/012209.
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Alves, Josivan Leite, Edivan Alexandre Ferreira, and Jeniffer de Nadae. "Crisis and risks in engineering project management: a review." Brazilian Journal of Operations & Production Management 18, no. 4 (2021): e2021991. http://dx.doi.org/10.14488/bjopm.2021.026.
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Iftikhar, Rehab, Ralf Müller, and Tuomas Ahola. "Crises and Coping Strategies in Megaprojects: The Case of the Islamabad–Rawalpindi Metro Bus Project in Pakistan." Project Management Journal 52, no. 4 (May 28, 2021): 394–409. http://dx.doi.org/10.1177/87569728211015850.
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This study focuses on crises in megaprojects and on the strategies used to cope with them. The context examined is the Islamabad–Rawalpindi Metro, a megaproject in Pakistan. Our empirical data comprise semistructured interviews, illustrative materials, and archival data, analyzed using grounded theory. In the crisis management model, we divide crises into four categories: (1) internal technical/economic; (2) internal social; (3) external technical/economic; and (4) external social crises; and link them to six distinct coping strategies: communication, coordination, resource mobilization, planning and multitasking, negotiation, and compensation. We observe that the first three of these strategies are generic in nature, whereas the three latter are crisis-specific strategies.
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Tagarev, Todor, and Valeri Ratchev. "A Taxonomy of Crisis Management Functions." Sustainability 12, no. 12 (June 24, 2020): 5147. http://dx.doi.org/10.3390/su12125147.
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The management of crises triggered by natural or manmade events requires a concerted effort of various actors crossing institutional and geographic boundaries. Technological advances allow to make crisis management more effective, but innovation is hindered by dispersed and often disconnected knowledge on the lessons learned, gaps, and solutions. Taxonomies enable the search for information of potential interest. This article presents a taxonomy of crisis management functions, designed on the basis of a conceptual model integrating the concepts of hazard, vulnerability, risk, and community, and the main consequence- and management-based concepts. At its highest level, the taxonomy includes ten functional areas: preparatory (mitigation, capability development, and strategic adaptiveness), operational (protection, response, and recovery), and common (crisis communications and information management; command, control, and coordination; logistics; and security management). The taxonomy facilitates the navigation of online platforms and the matching of needs and solutions. It has broader applications, e.g., for structuring the assessment of the societal impact of crisis management solutions and as a framework for a comprehensive assessment of disaster risk reduction measures. While the taxonomy was developed within a research and innovation project supported by the European Union, it reflects and is compatible with established international concepts and classification schemes, and is thus applicable by a wider international community.
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Bind, Vyacheslav, Andriy Gizhko, Oleg Bolebrukh, Nina Petrukha, Anatoliy Vakolyuk, and Maksym Malashkin. "FORMALIZATION AND GENERAL METHODICAL CONCEPT OF COST ENGINEERING IN THE SYSTEM OF CRISIS MANAGEMENT OF CONSTRUCTION ENTERPRISES." Management of Development of Complex Systems, no. 44 (November 30, 2020): 116–27. http://dx.doi.org/10.32347/2412-9933.2020.44.116-127.
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The article proves that value engineering (Value engineering) is a set of methods and tools for managing the value of an investment project at all stages of its life cycle, determines the economic relations among the participants. It is determined that cost engineering includes: formation of the project budget (budget planning of the project, assessment of the efficiency of capital investments, investment assessment) estimated pricing; examination (verification of the accuracy of the determination) of the estimated cost of construction; formation of construction cost; cost control of the project implementation process analysis of actual costs (construction costs). Cost engineering of investment and construction projects is closely related to the concepts: project risk management, integrated project cost management (TCM – total cost management). The use of cost engineering allows to complete the project within the planned time and budget with full satisfaction of previously defined expectations of the Customer, ie with full achievement of all predetermined results. Thanks to considerable experience and high qualification, in realization of projects in the EPC format (Engineering, Procurement, Construction – the contract of full volume of works "turnkey"), experts can achieve reduction of investment and operational costs of the investor by 10-15%. In integrated project management, all methods and tools of cost engineering can be used, such as technological audit, price audit, the method of mastered volume, the application of which are given with the use of economic and mathematical modeling.
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Orlov, Alexandr, and Irina Chubarkina. "Investment and Construction Projects Management by Monitoring the Ecological State of Urban Space." E3S Web of Conferences 263 (2021): 05033. http://dx.doi.org/10.1051/e3sconf/202126305033.
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The authors carried out the analysis of the current state of the Russian investment and construction market, theory and practice of project analysis, which made it possible to determine the specifics of housing construction projects development during the crisis and highly uncertain external and internal factors of its implementation. Urban agglomerations development is a continuous process of transformation of the existing urban environment, where daily living activities are carried out, connected with changing social requirements. It includes various components of the integrated organization of the city’s space: ecological, functional, architectural and artistic, socio-cultural aspects, as well as the organization of population activities. At the same time, taking into account the peculiarities of the city as a whole, urban development, in particular, is today the dominant task in urban planning practice. The mechanism of indicative risk assessment was used to develop the author’s matrix for the processing of specific project risks during the crisis. Values of factor risk premiums are based on it, and they are taken into account when calculating the project efficiency. The use of this methodology makes it possible to identify and assess project risks with minimum resources, correct the parameters of the project’s commercial efficiency and, taking into account the results obtained, draw a conclusion about the feasibility of further project implementation. One should choose a certain classification of environmental risks focusing on the goals and objectives of projects. This allows choosing the right methodology for assessing environmental risks at the stage of information collection and analysis, which in the future will make it possible to make the most complete and balanced decision. The use of the proposed recommendations makes it possible to take into account the impact of commercial, financial, legal, production and management risks during the crisis and, as a result, more accurately calculate the commercial efficiency of a development project.
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Molotkov, Y. I. "PROJECT MANAGEMENT AS AN INSTRUMENT OF STRATEGIC DEVELOPMENT OF THE RUSSIAN FEDERATION." Territory Development, no. 1(19) (2020): 73–86. http://dx.doi.org/10.32324/2412-8945-2020-1-73-86.
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The world economic crisis of 2009, subsequent events of economic stagnation and overcoming the crisis of European countries, America and Russia showed that even stably carrying out scientific, technical and economic progressive development of the country fall into a wave crisis process. This process is primarily associated with production and consumption. In Russia, it was aggravated by a deep severance of economic ties, for example, due to a power crisis in Ukraine, as well as the adoption of US and EU sanctions. The result of the economic crisis is an increase in poverty in Russia. The article describes the current problems and tools for the implementation of documents adopted by the president and the government of the program-project strategic development of the state for the period up to 2024, which should ensure the socio-economic development of the population and the country, and are also included in the top 5 economies of the world.
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Alkhaldi, MD, Khaldoon H., Meredith L. Austin, MSPH, MA, Boris A. Cura, MS, HSE, Darrell Dantzler, PhD, Leslie Holland, MS, David L. Maples, MBA, Jamie C. Quarrelles, MPA, CEM, Robert K. Weinkle Jr, MS, ACC, and Leonard J. Marcus, PhD. "Are you ready? Crisis leadership in a hyper-VUCA environment." American Journal of Disaster Medicine 12, no. 2 (April 1, 2017): 107–34. http://dx.doi.org/10.5055/ajdm.2017.0265.
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The current hyper-volatile, -uncertain, -complex, and -ambiguous (VUCA) threat environment demands a more cohesive support structure for crisis leaders who may be faced with crises of increasing magnitude and frequency and, in some instances, multiple crisis events simultaneously. The project team investigates the perceptions of crisis leaders regarding establishing a crisis leader advisor position for crisis leaders to benefit from their experience while prosecuting crisis response activities. The team linked hyper-VUCA crises, crisis response frameworks, meta-leadership, crisis leader attributes, and advisor attributes. The overall goal of the project is to increase the ability of the crisis leaders to more effectively and efficiently navigate crisis events resulting in more efficient and effective response and recovery. Three research questions were developed to assess the following: thoughts of integrating a crisis leader advisor position; development of a crisis leader advisor certification program; and attributes of crisis leader advisors. A qualitative research methodology using a phenomenological approach was employed. Forty-one participants were purposefully selected and administered a short, on-line survey consisting of 11 questions. Data were analyzed using percentage analysis, weighted sums, and inductive thematic analysis. The project team found an overwhelming support for the crisis leader advisor position and the crisis leader advisor certification program. Additionally, experience and trustworthiness ranked among the top sought after attributes of a crisis leader advisor. The team recommendations included (1) implement a crisis leaders advisor guide/framework; (2) create a formal crisis leader advisor position in national incident management system; (3) implement a crisis leader advisor certification framework; (4) benchmark established advisor programs; and (5) implement a framework to match leaders and advisors.
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Alkhaldi, MD, Khaldoon H., Meredith L. Austin, MSPH, MA, Boris A. Cura, MS, HSE, Darrell Dantzler, PhD, Leslie Holland, MS, David L. Maples, MBA, Jamie C. Quarrelles, MPA, CEM, Robert K. Weinkle Jr, MS, ACC, and Leonard J. Marcus, PhD. "Are you ready? Crisis leadership in a hyper-VUCA environment (Part 1 of 2)." Journal of Emergency Management 15, no. 2 (March 1, 2017): 117. http://dx.doi.org/10.5055/jem.2017.0320.
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The current hyper-volatile, -uncertain, -complex, and -ambiguous (VUCA) threat environment demands a more cohesive support structure for crisis leaders who may be faced with crises of increasing magnitude and frequency and, in some instances, multiple crisis events simultaneously. The project team investigates the perceptions of crisis leaders regarding establishing a crisis leader advisor position for crisis leaders to benefit from their experience while prosecuting crisis response activities. The team linked hyper-VUCA crises, crisis response frameworks, meta-leadership, crisis leader attributes, and advisor attributes. The overall goal of the project is to increase the ability of the crisis leaders to more effectively and efficiently navigate crisis events resulting in more efficient and effective response and recovery. Three research questions were developed to assess the following: thoughts of integrating a crisis leader advisor position; development of a crisis leader advisor certification program; and attributes of crisis leader advisors. A qualitative research methodology using a phenomenological approach was employed. Forty-one participants were purposefully selected and administered a short, on-line survey consisting of 11 questions. Data were analyzed using percentage analysis, weighted sums, and inductive thematic analysis. The project team found an overwhelming support for the crisis leader advisor position and the crisis leader advisor certification program. Additionally, experience and trustworthiness ranked among the top sought after attributes of a crisis leader advisor. The team recommendations included (1) implement a crisis leaders advisor guide/framework; (2) create a formal crisis leader advisor position in national incident management system; (3) implement a crisis leader advisor certification framework; (4) benchmark established advisor programs; and (5) implement a framework to match leaders and advisors.
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Alkhaldi, MD, Khaldoon H., Meredith L. Austin, MSPH, MA, Boris A. Cura, MS, HSE, Darrell Dantzler, PhD, Leslie Holland, MS, David L. Maples, MBA, Jamie C. Quarrelles, MPA, CEM, Robert K. Weinkle Jr, MS, ACC, and Leonard J. Marcus, PhD. "Are you ready? Crisis leadership in a hyper-VUCA environment (Appendix)." Journal of Emergency Management 15, no. 2 (March 1, 2017): 1. http://dx.doi.org/10.5055/jem.2017.0322.
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The current hyper-volatile, -uncertain, -complex, and -ambiguous (VUCA) threat environment demands a more cohesive support structure for crisis leaders who may be faced with crises of increasing magnitude and frequency and, in some instances, multiple crisis events simultaneously. The project team investigates the perceptions of crisis leaders regarding establishing a crisis leader advisor position for crisis leaders to benefit from their experience while prosecuting crisis response activities. The team linked hyper-VUCA crises, crisis response frameworks, meta-leadership, crisis leader attributes, and advisor attributes. The overall goal of the project is to increase the ability of the crisis leaders to more effectively and efficiently navigate crisis events resulting in more efficient and effective response and recovery. Three research questions were developed to assess the following: thoughts of integrating a crisis leader advisor position; development of a crisis leader advisor certification program; and attributes of crisis leader advisors. A qualitative research methodology using a phenomenological approach was employed. Forty-one participants were purposefully selected and administered a short, on-line survey consisting of 11 questions. Data were analyzed using percentage analysis, weighted sums, and inductive thematic analysis. The project team found an overwhelming support for the crisis leader advisor position and the crisis leader advisor certification program. Additionally, experience and trustworthiness ranked among the top sought after attributes of a crisis leader advisor. The team recommendations included (1) implement a crisis leaders advisor guide/framework; (2) create a formal crisis leader advisor position in national incident management system; (3) implement a crisis leader advisor certification framework; (4) benchmark established advisor programs; and (5) implement a framework to match leaders and advisors.
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Юрьева, Т., and T. Yurieva. "DEVELOPMENT PROJECTS AS A TOOL FOR DIVERSIFYING THE ECONOMY OF A MONOTOWN." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2018, no. 2 (March 25, 2018): 172–76. http://dx.doi.org/10.21603/2500-3372-2018-2-172-176.
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<p>The current study shows that the development projects for single-industry towns should provide a close relationship between the goals of strategic development, public expenditure, final results, as well as the principles and tools of the project approach. The paper introduces a classification of development projects for monotowns. Such projects, if oriented to innovative development, are often implemented within the framework of an anti-crisis strategy, limited investment resources, and a lack of qualified specialists in the field of project management. Effective project management, especially development projects, requires skilled personnel with modern competences in project management. Personal competences of the stuff should comprise behavioral (leadership, ethics, etc.), contextual (project orientation, finances, etc.) and technological abilities (requirements and targets of the project, concerned parties, risks, etc.). Such competencies, consistent with international standards in the field of project management, will effectively manage by the development projects for monotowns in the conditions of constant changes, an increased level of risks and insufficient development of institutions</p>
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Scarcella, Carmelo, Laura Antonelli, Grazia Orizio, Constanze Rossmann, Lena Ziegler, Lisa Meyer, Leonarda Garcia-Jimenez, et al. "Crisis communication in the area of risk management: the CriCoRM project." Journal of Public Health Research 2, no. 2 (September 2, 2013): 20. http://dx.doi.org/10.4081/jphr.2013.e20.
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<em>Background</em>. During the last H1N1 pandemic has emerged the importance of crisis communication as an essential part of health crisis management. The Project aims specifically to improve the understanding of crisis communication dynamics and effective tools and to allow public health institutions to communicate better with the public during health emergencies.<br /><em>Design and Methods</em>. The Project will perform different activities: i) state of the art review; ii) identification of key stakeholders; iii) communicational analysis performed using data collected on stakeholder communication activities and their outcomes considering the lessons learnt from the analysis of the reasons for differing public reactions during pandemics; iv) improvement of the existing guidelines; v) development of Web 2.0 tools as web-platform and feed service and implementation of impact assessment algorithms; vi) organization of exercises and training on this issues.<br /><em>Expected impact of the study for public health.</em> In the context of health security policies at an EU level, the project aims to find a common and innovative approach to health crisis communication that was displayed by differing reactions to the H1N1 pandemic policies. The focus on new social media tools aims to enhance the role of e-health, and the project aims to use these tools in the specific field of health institutions and citizens. The development of Web 2.0 tools for health crisis communication will allow an effective two-way exchange of information between public health institutions and citizens. An effective communication strategy will increase population compliance with public health recommendations.
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Vorobyev, A. A. "A TECHNIQUE FOR INTRODUCTION OF THE PROJECT APPROACH IN TO THE CURRENT CRISIS MANAGEMENT SYSTEM OF THE INDUSTRIAL ENTERPRISE." Strategic decisions and risk management, no. 4 (December 5, 2014): 76–80. http://dx.doi.org/10.17747/2078-8886-2014-4-76-80.
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The use of project-based approach to crisis management requires the formation of a special methodology for its implementation. To solve this problem is a schematic diagram of this process, reflecting its basic methodological principles identified by the author. The features of the implementation of the project approach to crisis management are covered. The algorithm for its implementation, reflecting the peculiarities of management activities in a crisis is proposed.
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Gibson, G. Edward, Alison Davis-Blake, Kevin E. Dickson, and Brian Mentel. "Workforce Demographics among Project Engineering Professionals—Crisis Ahead?" Journal of Management in Engineering 19, no. 4 (October 2003): 173–82. http://dx.doi.org/10.1061/(asce)0742-597x(2003)19:4(173).
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Soboleva, Elena. "Algorithm for evaluating the effectiveness of a high-rise development project based on current yield." E3S Web of Conferences 33 (2018): 03034. http://dx.doi.org/10.1051/e3sconf/20183303034.
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The article is aimed at the issues of operational evaluation of development project efficiency in high-rise construction under the current economic conditions in Russia. The author touches the following issues: problems of implementing development projects, the influence of the operational evaluation quality of high-rise construction projects on general efficiency, assessing the influence of the project’s external environment on the effectiveness of project activities under crisis conditions and the quality of project management. The article proposes the algorithm and the methodological approach to the quality management of the developer project efficiency based on operational evaluation of the current yield efficiency. The methodology for calculating the current efficiency of a development project for high-rise construction has been updated.
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Hayashi, Haruo. "Special Issue on Crisis Management Following Tokyo Metropolitan Near Field Earthquake Disaster." Journal of Disaster Research 3, no. 6 (December 1, 2008): 369–71. http://dx.doi.org/10.20965/jdr.2008.p0369.
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1. Introduction It is expected that Tokyo Metropolitan area and her vicinity may be jolted by a devastating earthquake with a 70% chance for the next 30 years. If it happens, an unprecedented scale of damage and losses may follow. With the severity of possible consequences due to this earthquake, a special project, entitled as “Special Project for Metropolitan Earthquake DisasterMitigation in Tokyo Metropolitan Area” (2007-2011), is commissioned by the Ministry of Education, Culture, Sports, Science, and Technology of Japan (MEXT), This special project consists of three subprojects; Seismology, Earthquake Engineering, and Crisis Management and Recovery. In this issue of JDR, we will introduce 10 papers produced as a series of the achievements from the subproject on Crisis Management and Recovery. This subproject considers Tokyo Metropolitan Earthquake as a national crisis occurred in the Tokyo metropolitan area. All the available knowledge of disaster researchers should be gathered from nationwide, including both emergency response and long-term recovery to minimize damage and losses. This project examines measures for improving the capacity for the people from disaster management organizations to react to crisis and help rebuilding life recovery of disaster victims. An information-sharing platform will be proposed to comprehensively manage individual disaster response and recovery measures. “Training and exercise systems” will be introduced to empower local capacity to mitigate and recover from disaster by integrating all of the project achievements among stakeholders. The final goal of this project is to make ourselves prepared for help the anticipated 25 million victims at most due to Tokyo Metropolitan earthquake.
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Lipták, Peter, Ivan Kopecký, Ján Štrba, and Ivan Dlugoš. "The Need Of Special Technique In Crisis Management." TRANSACTIONS of the VŠB – Technical University of Ostrava, Safety Engineering Series 10, no. 2 (September 1, 2015): 41–47. http://dx.doi.org/10.1515/tvsbses-2015-0012.
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Abstract Operation of special equipment is possible in crisis situations. It is because special equipment is designed for operation in non-standard often extreme conditions and situation, it is available, it has a high degree of crossing capability and it is able to provide basic living conditions even in field, e.g. provision of power for hospital, transportation of wounded and injured persons, supplies, medical care in field conditions, delivery of potable and utility water etc. The authors in the paper deal with a possibility to provide electric energy through advanced renewable sources, especially in meeting tasks in areas with no public mains, possible supplies of potable and non-potable water, embedding such assets into mobile systems. The authors in publication summarize results of research within the „Use of renewable sources of energy in practice project“. System of modeling and computer-aided simulation of renewable sources of energy has been proposed within this project. Application of a system for designing of power systems in logistic containers is expected. The knowledge on power balance of logistic containers operated by the SR Armed Forces in missions abroad is summarized in the last chapter of the paper. Experiences with operating the equipment in crisis and extreme conditions have proved a possibility to export and deploy machines and weaponry equipment of the SR Armed Forces into extreme climatic conditions, e.g. out of European conditions etc.
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Soboleva, Elena. "Theoretical justification for development as an institution for the development of investment and construction." MATEC Web of Conferences 170 (2018): 01117. http://dx.doi.org/10.1051/matecconf/201817001117.
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The article is devoted to the theoretical aspects of development, project activities, the search and substantiation of the institutional importance of the development of this direction in the current economic situation in Russia, the construction industry, the problems of realizing development projects and the impact of the quality of operational evaluation of development projects on overall efficiency, efficiency and development of construction activities in a crisis and the quality of project management. An algorithm for the formation of development activity as an institution for the development of the investment and construction sphere in Russia has been developed. Theoretically, the algorithm and methodological approach to the quality management of the development project efficiency is justified.
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Khattak, Muhammad Sajid, and Usman Mustafa. "Management competencies, complexities and performance in engineering infrastructure projects of Pakistan." Engineering, Construction and Architectural Management 26, no. 7 (August 19, 2019): 1321–47. http://dx.doi.org/10.1108/ecam-05-2017-0079.
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Purpose The complexity of projects has become a serious issue and obstacle in their successful completion. In order to overcome these complexities, it has become imperative to identify the relevant management competencies of project managers. The purpose of this paper is to address the problem of cost, time and scope in engineering infrastructure projects due to their complexities through management competencies. Design/methodology/approach In the first phase of the study, 32 experts were interviewed through semi-structured pre-tested questionnaire. In this phase, essential elements of complexities were identified initially. This was followed by finding required dimensions of competencies to counter these complexities and to acquire improved performance. In the final stage, required levels of competencies for specific elements of complexity were identified. In the second phase, 85 “project managers” were also approached to get feedback about their recently completed public sector engineering infrastructure projects in Pakistan. Findings The study identified additional dimensions, i.e. honesty, enthusiasm and dedication, in the case of competencies and adverse law and order situation, political instability, land issues, energy crisis and weak authorization of project managers in the case of complexities. Leadership, management skill, communication skill, effectiveness and result orientation were identified as top quality traits required. The study concluded that there is a significant impact of management competencies and complexities on project performance. Originality/value The study contributes to a better understanding of how to improve performance in complex engineering infrastructure projects through adopting management competencies. It also empirically illustrates the relations among project management competencies, complexities and project performance. Although the research is grounded on public sector infrastructure projects, its findings may also be helpful for practices in project management of other sectors.
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Rolfe, Bradley. "Reflect or Defend? Project Management as an Existential Response to Organisational Crisis." Philosophy of Management 10, no. 3 (2011): 59–77. http://dx.doi.org/10.5840/pom201110319.
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Paul, Suchandra. "Crisis in Boeing 787 Dreamliner: An Investigation from Project Management Control Perspective." International Journal of Human Resource Studies 8, no. 4 (November 27, 2018): 242. http://dx.doi.org/10.5296/ijhrs.v8i4.13805.
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The organizational project management control has been the area of great interest from long time among the investigators who validated that there is a great necessity of control approaches in an organization to acquire their goals. In this paper, a detailed analysis describing the stages associated with control in project management process has been illustrated. In the first phase the proposed plans are outlined with a follow up on the deviation of the plans with causes. In the final phase a detailed solution analysis was carried on what the company did to fix the series of delays along with some suggestions stating proper ways of dealing the situations. This research gives a wide overview on the problems that 787 Dreamliner faced during its manufacturing and delivery process. The analysis was done on the control perspective. Innovative solutions was laid down which if applied during the service procedures could have avoided the problems related to delay of 787 Dreamliner’s delivery. The main intention of this research is that the solutions and strategies provided can be implemented successfully to the other organization for better planning and handling of entire process ultimately minimizing the downtime and increasing the productivity of the organization.
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Rose, Ken. "Book Review: The Project Surgeon: A Troubleshooter's Guide to Business Crisis Management." Project Management Journal 32, no. 3 (September 2001): 59. http://dx.doi.org/10.1177/875697280103200311.
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Ali, Saira, and Umi Khattab. "Australian talkback radio prank strategy: a media-made crisis." Journal of Communication Management 20, no. 1 (February 1, 2016): 56–74. http://dx.doi.org/10.1108/jcom-06-2015-0046.
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Purpose – The purpose of this paper is to analyse an Australian commercial radio talkback show that deployed prank as a strategy to scoop royal news to entertain an Australian audience, often commodified for popularity ratings and sponsorship dollars. Design/methodology/approach – Using textual analysis, the study empirically examined the crisis that followed the 2Day FM’s prank call to the Duchess of Cambridge at King Edward VII Hospital, London. The paper engages with the media-made disaster from the lens of issue and crisis management interrogating social conversations and news stories across three countries, i.e., Australia, Britain and India. Findings – Findings reflect that the media, in this case, radio, far more than any other public entity, is subject to public scrutiny and has a moral obligation to practice with public interest at heart. Both news and social media played crucial roles in the escalation of the crisis that ignited a range of public issues. While social media narratives were abusive, condemning and life-threatening, news stories focused on legality, ethics and privacy. Practical implications – The prank broadcast invited news and social media attention and raised public concern over the ethics of Australian radio entertainment. Crises, whilst often damaging, contribute to the rethinking and rejuvenation of organisational and professional values and practices. Originality/value – This project is significant in that it is the first to use a radio talk show as a case to engage with issue and crisis management literature and interrogate radio practice in Australia. Further, the project identifies this crisis as media-made and develops an innovative crisis lifecycle model.
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Bushuyev, Sergey, Denis Bushuiev, Victoria Bushuieva, and Olena Verenych. "PROJECT MANAGEMENT IN THE TRANSITION TO A CIRCULAR ECONOMY." Management of Development of Complex Systems, no. 45 (March 1, 2021): 21–26. http://dx.doi.org/10.32347/2412-9933.2021.45.21-26.
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The problem of creating effective models, methods and tools for strategic management of projects and programs for the development of organizations in the transition to a circular economy. Global trends in the development of organizations prove that the world is transforming with acceleration. The life cycle of knowledge and technologies for managing complex projects and programs is significantly reduced. The technical and technological complexity of organizational development projects increases due to innovations. These trends create significant challenges in the development of project management systems and programs for the formation of a circular economy in Ukraine. This is especially true of projects and programs in conditions of uncertainty about the impact of COVID 19 and anticipation of a global crisis after a pandemic. Today, the application of proven best practices (benchmarking) is no longer a way forward. Forming a vision, goals and strategy for the implementation of organizational development projects in advance makes our actions rigid, not flexible. When creating a project or program begins with focusing on what is valuable to our customers and the country, it is enough for us to use best practices. But the complexity and innovative orientation of development projects of organizations in the transition to a circular economy creates a number of challenges. One of the answers to these challenges is cost-effective work on project management and development programs, taking into account the trends of transition to a circular economy. Project management teams learn to distinguish between what is valuable and what doesn't matter, this is the path that management methodologies have taken for decades. A number of projects have taken the first steps in implementing the necessary cost-effective / flexible transition that supports sustainability and adaptability to turbulent environmental changes. In the conditions of modern destructive economic relations in the world community the problem of a choice of strategy of projects as drivers of development of the organizations is vital. One of the key approaches to the development of the EU is the transition to a circular economy with maximum utilization of both waste products and projects, and the disposal of project products after the end of product life cycles.
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Sugaretty, Drew. "Risk Management in a Pandemic Crisis at a Global Non Profit Health Care Organization." International Journal of Risk and Contingency Management 1, no. 4 (October 2012): 1–17. http://dx.doi.org/10.4018/ijrcm.2012100101.
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This paper categorizes the risks experienced and voiced by subject matter experts at a pandemic crises event which unfortunately claimed almost 800 lives before it could be controlled. The project was a case study design using multiple methods. Qualitative data was collected by interviewing 22 front-line multicultural crisis practitioners. The unit of analysis was the constructed meaning of the uncertainty and risk management processes experienced by the participants, while they were attempting to control the global pandemic crisis associated with the Severe Acute Respiratory Syndrome outbreak during 2003. Several guiding constructs were researched from the literature review. NVIVO was used to analyze the interview transcripts to build a thematic model of constructed meanings. The result was a best-practice model constructed by the practitioners which they felt improved risk control during a significant global pandemic crisis event considering the lead mitigation agency was a nonprofit health care organization.
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Fucci, G., N. Ratti, R. Gattamorta, R. Godoli, S. Randi, and M. P. Riccipetitoni. "Crisis in the psychiatric patient: A structured illness-management-oriented group intervention." European Psychiatry 33, S1 (March 2016): S568. http://dx.doi.org/10.1016/j.eurpsy.2016.01.2104.
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IntroductionCrisis prevention and management of the psychiatric patient have obtained a central role in the policies of Mental Health Services. In this context, Mental Health Centre of Ravenna has launched a “Crisis Center”, a rehabilitation group project applied to three types of users: users in an early stage of crisis, users in a post-critical stage and users at high risk of crisis. Intervention was based on the Illness Management and Recovery practice, an evidence-based program which consists in social skills training activities, emotions management, symptom management, coping skills training, psycho-education and, more generally, supporting users in their personal recovery process.ObjectiveObjectives of this project is to prevent crisis and hospitalization and to provide an alternative to institutionalization for mental health users.AimsThe aims of this study was to analyze and show effects and results of the project, in its first three years of life.MethodsThrough the database “Infoclin”, we analyzed data of 94 users who took part in the project between January 2012 and December 2014.ResultsAnalysis showed, primarily, that out of 94 users, 64 (68%) have not needed hospitalization in the following two years after intervention. Furthermore, out of 39 users with a history of one or more hospitalizations at time of entry, 22 (56.4%) have not needed hospitalization in the next two years.ConclusionsDespite the low number of users analyzed, it is believed that this study should be considered a further evidence of the positive effects of the IMR practice within mental health services.Disclosure of interestThe authors have not supplied their declaration of competing interest.
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BRAUNER, DANIELA FRANCISCO, FERNANDA MACIEL REICHERT, RAQUEL JANISSEK-MUNIZ, AURORA CARNEIRO ZEN, DANIELA CALLEGARO DE MENEZES, LISIANE QUADRADO CLOSS, WENDY BEATRIZ WITT HADDAD CARRARO, et al. "AN ENGAGED UNIVERSITY: RESCUING SMEs DURING THE COVID-19 CRISIS." Revista de Administração de Empresas 60, no. 6 (December 2020): 437–50. http://dx.doi.org/10.1590/s0034-759020200607.
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ABSTRACT The economic effects of isolation policies resulting from the COVID-19 pandemic have led small and medium-sized enterprises (SMEs) to look for alternatives to survive. Within this crisis scenario, an engaged university has an important role to play in a regional context in addressing not only health issues, but also any resultant social and economic problems. An engaged university needs to take actions that go beyond its traditional missions of education and research - it has to deliver knowledge to society. This paper analyzes a university-community project in Brazil to identify the necessary elements that help promote a regionally-engaged university: the SOS-PME Advisory Network project, which was originally designed to assist SMEs during the crisis. As a result, we identified elements necessary for promoting the university’s third mission - social engagement by way of a university-community project: an engaged team, multidisciplinarity, project management, agility, alliances, a communication strategy, institutional support, and reputation.
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Iacovou, Charalambos L. "The IPACS project: When it Hits the Fan." Journal of Information Technology 14, no. 3 (September 1999): 267–75. http://dx.doi.org/10.1177/026839629901400306.
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This case summarizes a failed systems development project at Green Valley Hospital. The project was part of a large strategic information systems plan aiming to lower costs, improve the quality of patient care and re-engineer the hospital's operations. To implement the project, the president of the hospital selected a $5.9 million system by Ibax. The users, who felt that the selected system did not satisfy their needs, rejected it during the testing process. As a result, the project was abandoned 3 years after its initiation. This case describes the key factors and behaviours that led to the failure and invites readers to apply their project management and crisis management skills and creativity in managing the aftermath of the project's failure.