Events of scale whether they are manmade or natural are becoming increasingly common events in an increasingly complex and networked world. The impact of natural events is further amplified by growing populations in vulnerable areas, prone to earthquake, wind or water driven disasters. Preparing for and addressing these events requires increased levels of engineering and logistical support, often requiring the mobilization and reconfiguration of global supply chains. Anticipating and understanding the nature of this engineering and logistical support and the prerequisites and lead times associated with effectively deploying it are essential to today’s disaster response and reconstruction efforts.
To assist in better planning for the deployment of engineering and logistical elements post-disaster, a phased event of scale framework is laid out
In order to receive assistance from The Asian Development Bank, in case of damaged infrastructure caused by a disaster, the government should consider the need to improve their capacity to manage future disaster risks. Almost every disaster in Cambodia is flood related. This document focuses more specifically on flood risk management. However these principles are also applicable to all disasters. This document covers the approach of disaster risk management and flood management in Cambodia, past and ongoing activities, the institutional framework and it ends with a few recommendations.
Protecting your business from flood.
The effects of a flood on a business can be substantial, sustained and catastrophic. Thankfully, however, the costs and impact of a flood can be minimised by good planning, and an effective action plan can help your business recover with reduced impact on key customers and suppliers.
QBE have produced some guidance which can help prepare your business should the unthinkable happen.
Crisis clever, a system of handling experience of crisis management for provi...Mirjam-Mona
Presentation of Mohamed Sediri, Nada Matta, Sophie Loriette and Alain
Hugerot on the topic "Crisis clever, a system of handling experience of crisis
management for providing help to decision make" at ISCRAM2013
Conducting Climate Change Risk and Vulnerability Assessments in Rural Mountain Communities in the Columbia Basin Region of Canada. Presented by Jeff Zukiwsky at the "Perth II: Global Change and the World's Mountains" conference in Perth, Scotland in September 2010.
In order to receive assistance from The Asian Development Bank, in case of damaged infrastructure caused by a disaster, the government should consider the need to improve their capacity to manage future disaster risks. Almost every disaster in Cambodia is flood related. This document focuses more specifically on flood risk management. However these principles are also applicable to all disasters. This document covers the approach of disaster risk management and flood management in Cambodia, past and ongoing activities, the institutional framework and it ends with a few recommendations.
Protecting your business from flood.
The effects of a flood on a business can be substantial, sustained and catastrophic. Thankfully, however, the costs and impact of a flood can be minimised by good planning, and an effective action plan can help your business recover with reduced impact on key customers and suppliers.
QBE have produced some guidance which can help prepare your business should the unthinkable happen.
Crisis clever, a system of handling experience of crisis management for provi...Mirjam-Mona
Presentation of Mohamed Sediri, Nada Matta, Sophie Loriette and Alain
Hugerot on the topic "Crisis clever, a system of handling experience of crisis
management for providing help to decision make" at ISCRAM2013
Conducting Climate Change Risk and Vulnerability Assessments in Rural Mountain Communities in the Columbia Basin Region of Canada. Presented by Jeff Zukiwsky at the "Perth II: Global Change and the World's Mountains" conference in Perth, Scotland in September 2010.
The Department of Energy announces its intention to assess the potential environmental impacts from its proposed Federal action of granting a Presidential permit to Champlain Hudson Power Express, Inc. to construct, operate, maintain, and connect a new electric transmission line across the U.S.-Canada border in northeastern New York State.
Large, complex engineering and construction programs may be found in all industry sectors ranging from extractive industries such as oil, gas and mining through infrastructure programs for transportation, water and power. Common to all of these programs is the potential they have to positively or negatively influence financial, social and environmental performance of both the implementing organization as well as the communities and stakeholders they touch.
Together, financial, social and environmental outcomes define the three elements of sustainability or a program’s “triple bottom line”
The attached paper looks at some of the challenges and opportunities programs present as well as a framework for application of sustainability principles in a program management approach.
Prieto post disaster reconstruction model 03 27 13Bob Prieto
Post disaster reconstruction changes each element of the standard construction model and activities normally undertaken in more conventional periods are modified not only by post-disaster logistics constraints but in turn modify post-disaster logistics themselves. In a pre-disaster environment we can simplistically describe construction as occurring within a simple model that includes a set of project inputs which are transformed at a project site, within a well defined framework, to deliver the desired project outputs. Post disaster, each of these elements are significantly modified.
This paper examines how the traditional construction model is changed post-disaster and provides a framework for not only considering construction in a post-disaster environment but also a guide for improving the resiliency of our various frameworks to deal with such eventualities.
Impediments for implementing a sound asset management system rev 2Bob Prieto
The State of Good Repair Summit hosted by Rutgers’ Center for Advanced Infrastructure and Transportation provided an opportunity for the exchange of “perspectives” on asset management. This is the perspective of a provider of a comprehensive range of asset management services to a broad cross section of industries including most recently a growing focus on infrastructure asset management driven by a role in planning, designing, building, financing, operating and maintaining road and rail systems delivered under a Public Private Partnership model. Under PPP’s we assume many of the life cycle roles and responsibilities traditionally solely within the purview of the public sector.
We are seeing a convergence across all the markets we serve towards a more holistic, life cycle approach to capital asset portfolio design, initial delivery and the balance of a cradle to grave life cycle. Importantly, we see this perspective encompassing all three of the bottom lines comprising the Triple Bottom Line we associate with sustainability. The introduction of this broadened perspective is starting to shift life cycle considerations from a good business practice to a significant business imperative.
One other dimension is a system performance dimension that manifests itself as business continuity in the private sector but is more closely akin to resilience in public, and for that matter, privately owned infrastructure.
The paper focuses on five questions:
1. What is asset management?
2. What are the characteristics of a sound asset management system?
3. What impediments or obstacles exist with respect to achieving its strategic intent?
4. What are the tactical challenges that exist?
5. How do we define and achieve success?
Candidate Strategies to Reduce Risks in Large Engineering & Construction Prog...Bob Prieto
Every large engineering and construction program is different as are the risks it faces. There are no silver bullets for managing and reducing risks in these large programs but there are some recurrent strategies. This paper lays out some candidate strategies organized from a “Triple Bottom Line” or sustainability perspective.
I have chosen this sustainability framework in recognition that a more holistic, life-cycle approach is characteristic in these emerging “giga” programs and consistent with the strategic program management approach I have written about previously.
Not every candidate strategy is viable, necessary or desirable on every large engineering and construction program. Nor is the list of such strategies complete. The purpose of this article is to get the reader started on the process of identify strategic options and tactics to reduce the risks that a major program faces.
The Department of Energy announces its intention to assess the potential environmental impacts from its proposed Federal action of granting a Presidential permit to Champlain Hudson Power Express, Inc. to construct, operate, maintain, and connect a new electric transmission line across the U.S.-Canada border in northeastern New York State.
Large, complex engineering and construction programs may be found in all industry sectors ranging from extractive industries such as oil, gas and mining through infrastructure programs for transportation, water and power. Common to all of these programs is the potential they have to positively or negatively influence financial, social and environmental performance of both the implementing organization as well as the communities and stakeholders they touch.
Together, financial, social and environmental outcomes define the three elements of sustainability or a program’s “triple bottom line”
The attached paper looks at some of the challenges and opportunities programs present as well as a framework for application of sustainability principles in a program management approach.
Prieto post disaster reconstruction model 03 27 13Bob Prieto
Post disaster reconstruction changes each element of the standard construction model and activities normally undertaken in more conventional periods are modified not only by post-disaster logistics constraints but in turn modify post-disaster logistics themselves. In a pre-disaster environment we can simplistically describe construction as occurring within a simple model that includes a set of project inputs which are transformed at a project site, within a well defined framework, to deliver the desired project outputs. Post disaster, each of these elements are significantly modified.
This paper examines how the traditional construction model is changed post-disaster and provides a framework for not only considering construction in a post-disaster environment but also a guide for improving the resiliency of our various frameworks to deal with such eventualities.
Impediments for implementing a sound asset management system rev 2Bob Prieto
The State of Good Repair Summit hosted by Rutgers’ Center for Advanced Infrastructure and Transportation provided an opportunity for the exchange of “perspectives” on asset management. This is the perspective of a provider of a comprehensive range of asset management services to a broad cross section of industries including most recently a growing focus on infrastructure asset management driven by a role in planning, designing, building, financing, operating and maintaining road and rail systems delivered under a Public Private Partnership model. Under PPP’s we assume many of the life cycle roles and responsibilities traditionally solely within the purview of the public sector.
We are seeing a convergence across all the markets we serve towards a more holistic, life cycle approach to capital asset portfolio design, initial delivery and the balance of a cradle to grave life cycle. Importantly, we see this perspective encompassing all three of the bottom lines comprising the Triple Bottom Line we associate with sustainability. The introduction of this broadened perspective is starting to shift life cycle considerations from a good business practice to a significant business imperative.
One other dimension is a system performance dimension that manifests itself as business continuity in the private sector but is more closely akin to resilience in public, and for that matter, privately owned infrastructure.
The paper focuses on five questions:
1. What is asset management?
2. What are the characteristics of a sound asset management system?
3. What impediments or obstacles exist with respect to achieving its strategic intent?
4. What are the tactical challenges that exist?
5. How do we define and achieve success?
Candidate Strategies to Reduce Risks in Large Engineering & Construction Prog...Bob Prieto
Every large engineering and construction program is different as are the risks it faces. There are no silver bullets for managing and reducing risks in these large programs but there are some recurrent strategies. This paper lays out some candidate strategies organized from a “Triple Bottom Line” or sustainability perspective.
I have chosen this sustainability framework in recognition that a more holistic, life-cycle approach is characteristic in these emerging “giga” programs and consistent with the strategic program management approach I have written about previously.
Not every candidate strategy is viable, necessary or desirable on every large engineering and construction program. Nor is the list of such strategies complete. The purpose of this article is to get the reader started on the process of identify strategic options and tactics to reduce the risks that a major program faces.
The paper looks at joint ventures in the engineering and construction industry but many of the findings arereadily extrapolatable to joint ventures in other industries. Following preparation of the paper some additional survey responses came in but do not modify the results or conclusions. In total over $65 billion of projets are represented in the sample.
HADIDIAN MOGHADAM-Aviation industry and its actions on crisis management proc...Global Risk Forum GRFDavos
5th International Disaster and Risk Conference IDRC 2014 Integrative Risk Management - The role of science, technology & practice 24-28 August 2014 in Davos, Switzerland
Running head the recovery phase of the disaster recovery cycle .docxtoltonkendal
Running head: the recovery phase of the disaster recovery cycle 1
The recovery phase of the disaster recovery cycle 13
Disaster Recovery Planning, Prevention and Response
Name
Institution
Course
Date
A. Using the attached “After Action Report Survey Template,” create an after action report (AAR) by doing the following:1. Discuss the plans, procedures, or other documents that were in place before the disaster.
Prevention Identify and minimize the risks posed by the building, its equipment and fittings, and the natural hazards of the area.
• Carry out a building inspection and alter factors which constitute a potential hazard.
• Establish routine housekeeping and maintenance measures to withstand disaster in buildings and surrounding areas.
• Install automatic fire detection and extinguishing systems, and water-sensing alarms.
• Take special precautions during unusual periods of increased risk, such as building renovation.
• Make special arrangements to ensure the safety of library or archival material when exhibited.
• Provide security copies of vital records such as collection inventories, and store these off-site.2. Summarize what occurred during the response in the scenario.: (e.g., disaster recovery plan, backup plans etc.) Include specific details about the documents, including completeness.
When disaster strikes.
• Follow established emergency procedures for raising the alarm, evacuating personnel and making the disaster site safe
• Contact the leader of the disaster response team to direct and brief the trained salvage personnel
• When permission is given to re-enter the site, make a preliminary assessment of the extent of the damage, and the equipment, supplies and services required.
• Stabilize the environment to prevent the growth of mound.
A disaster such as,
Earthquakes are seismic events where enormous amounts of energy are released, creating seismic waves. Earthquakes cause the following:
• Shaking and ground rupture
• Landslides and avalanches
• Tsunamis
• Soil liquefaction
• Floods
• Fires
These effects can linger for some time after the earthquake is over, hampering recovery efforts. Several months after the earth rumblings that worried the IT and research departments, there was an earthquake mirroring the 1905 event, registering 7.8 on the Richter scale, and lasting approximately 30 seconds to 1 minute for the primary quake, with subsequent aftershocks of varying strengths occurring for the next 96 hours. Floods and fires persisted for weeks. The resulting damage can be categorized as somewhere between severe and catastrophic. The casualty count, for both the local community and the organization was 50%, or approximately 50,000 deaths for the city of Berkeley and 31 deaths for LPHG. One LPHG staff member died as a result of contracting the H1Z1 virus in the resulting earthquake aftermath. Casualty counts could continue to increase as ...
Smarter CitiesThought Leadership White Paper21st centu.docxwhitneyleman54422
Smarter Cities
Thought Leadership White Paper
21st century emergency
management
21st century emergency management2
Contents
2 How did we get here?
4 Legacy-induced challenges
5 21st century emergency management
6 Implementing an emergency management technology
solution
7 Why IBM?
In the late summer months, a tropical depression forms over
warm ocean waters. Meteorologists track the system as it
increases in both size and intensity, becoming first a tropical
storm and then a hurricane. Forecasters and computer models
agree the new storm will likely make landfall over a major
population center. As the hurricane strengthens, emergency
management personnel prepare for what they fear will become
headline news. Public agencies and private organizations
throughout the region begin executing their respective
emergency plans.
Meanwhile, on the other side of the country a lone actor
executes a carefully designed plan for public violence. Unlike
with the brewing storm, emergency management personnel have
no advance warning and must immediately assess the situation
and activate plans designed to prevent loss of life.
In both scenarios, response plans are in full motion. While the
various regional agencies and organizations in each area have
planned for these types of events, these groups still struggle to
coordinate a comprehensive response. Plan execution revealed
areas where interagency activities were not working together
cohesively. It also showed where their respective preparedness
and response plans overlap—and information-sharing challenges
made real-time adjustments difficult at best.
How did we get here?
Around the world, incidents similar to these occur every day.
Yet in event after event, emergency management (EM) personnel
struggle to overcome institutional inertia that can impede an
integrated response to fully-anticipated events as well as the
challenges posed by unanticipated events. The reason is the
historical evolution of emergency management.
Traditionally, emergency management as a practice was focused
on disaster response. Only minimal EM resources were allocated
to planning and preparing for an emergency, recovering and
rebuilding from an emergency, or even ongoing activities that
might reduce the impact or duration of an emergency event.
This was because the discipline of emergency management
originated from developing appropriate responses to wars
and other externally-initiated attacks. In addition, early disaster
research was almost exclusively supported by the US military.
As the Cold War waned, the EM focus shifted from traditional
military threats and broadened to include both natural and
manmade events. In 1979, a more formalized, civil-based
approach was initiated with the formation of US Federal
Emergency Management Agency (FEMA) and the associated
EM workforce that included regional and local officials in
addition to military personnel.
At the same time this ne.
Empowering Resilience Through Effective Crisis ManagementI-Pix Technologies
In a world filled with uncertainties, empowering resilience through effective Emergency Response & Crisis Management is crucial. Explore the vital role these strategies play in preparing for and mitigating crises. Learn about key approaches, teamwork, and preparedness that enable communities and organizations to navigate challenging situations with confidence. Discover the tools and knowledge that foster a culture of resilience, ensuring you're ready to respond effectively when it matters most. Strengthen your ability to face adversity and emerge stronger. Join us in the journey towards a more resilient future.
Format Guide for
Writing Hazard Specific Plan
Hazard Specific Plan
XXXXX Hazard Specific Plan2019
For Official Use Only. Portions of this document are confidential and exempt from disclosure pursuant to Florida Stat. §119.071(3). Do not copy or distribute without the express written permission of the Director of the
Palm Beach County Division of Emergency Management
Page 2 of 14
This page intentionally left blank
Promulgation Statement
Submitted herein is the Severe Weather Hazard Specific Plan, which serves as a hazards specific plan in support of the Palm Beach County Comprehensive Emergency Management Plan (CEMP). This Hazard Specific Plan supersedes any previous plan promulgated for this purpose. This plan establishes the framework defining the implementation and coordination of incident objectives in response to a severe weather event, i.e., thunderstorms, lightning, hailstorms, and straight-line winds. The two (2) Severe Weather Hazards drought and extreme heat each have their own hazard specific plan and should be sought under separate cover.
This plan has been developed in support of the Palm Beach County CEMP, following the guidance of the State of Florida Comprehensive Emergency Management Plan, the National Response Framework, and the National Incident Management System. The efficient and effective implementation of this plan is the responsibility of the Emergency Management Director or his/her designee. A program of review and evaluation of this plan is essential to its overall effectiveness.
This plan is hereby promulgated as of the sign date below.
_______________________________________________ __________________________
John Smith Date
Director
Division of Emergency Management
This page intentionally left blank
Table of Contents
Introduction 7
Purpose 7
Scope 7
Planning Assumptions 7
Authorities and References 7
Plan Maintenance 7
Preparedness (Hazard Identification) 7
Hazard Analysis (Primary Reference to the LMS) 8
Threat and Risk Analysis 8
Training and Exercise 8
Critical Facilities Statements 8
Response 8
Concept of Operations 9
Alerts, Notifications, and Protective Actions 9
Resource Management 9
Continuity of Government 9
Recovery 9
Short Term Recovery Issues 9
Long Term Recovery Issues 10
Mitigation 10
Record of Revisions 11
Acronyms 12
Attachments 14
This page intentionally left blank
Introduction
The Introduction contains the purpose, scope, planning assumptions, in addition to the authorities and References. This is in paragraph form, and should contain at least two-three sentences for each idea (purpose, scope) while it may have to have bulleted lists for the planning assumptions in addition to the authorities and references.
The planning assumptions should list those factors that are unique to this hazard. Possibly one should consider the nature and timing of the incident caused by the hazard, as well as those fou ...
Following man-made and natural disasters or catastrophes, there are certain courses of action,
policies, strategies, processes and activities through which the government, government
agencies, NGOs and corporate organizations make the attempt to regain normalcy in activities
and life of the victims. Health, infrastructure restoration and environmental are part of the goals
for disaster recovery process.
- See more at: http://www.customwritingservice.org/blog/emergency-response-and-disaster-recovery/
Application of system life cycle processes to large complex engineering and c...Bob Prieto
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large complex engineering and construction programs.
Engineering and construction project startupBob Prieto
This paper looks at engineering and construction project startup for three different project execution approaches. While specific to this industry, project professionals in other industries may find it is a good analog for their own efforts.
The paper underscores that:
• Large complex projects require strong foundations
• A day at the beginning of a project is just as valuable as a day at the end
• Strong project foundations are built during project startup
• Vertical startup is enabled by the use of a dedicated startup team
• Project startup should consider lessons learned on other projects
This paper addresses project startup for three general types of contracts:
• Pure design or engineering contracts typically performed for the Owner
• Design/build contracts performed for the Owner but recognizes that engineering may be undertaken by an engineering subcontractor within the D/B team
• Pure construction contract
I have previously written about the transition that I believe is necessary in project management thinking related to large complex projects. In those writing I describe the shift as analogous to the shift from Newtonian to relativistic physics. Subsequently, I have compared the nature of large complex programs to open systems. Reflecting back, classical project management theory was very much based on closed systems thinking and early applications of systems thinking to projects and engineering was also very much based on closed systems thinking.
This is analogous to the closed systems of Newton and Einstein’s correction of his original General Theory of Relativity through the introduction of the cosmological constant to close a system which he believed behaved mechanistically and not expanding. In hindsight the cosmological constant was not necessary but does suggest some properties of the universe and became relevant in explaining an accelerating expansion of the universe. Subsequently, there was at least one special case where the deterministic nature of a closed system broke down when considering General Relativity suggesting at least some open nature to this system.
Systems nature of large complex projectsBob Prieto
This paper explores the system characteristics and behaviors of large engineering and construction programs with a particular focus on those that would be characterized as complex. It recognizes the interrelated and interacting elements of both programs and projects as they strive to form a complex whole. Large complex programs and projects are not well bounded as classical project management theory as espoused by Taylor, Gantt and Fayol would have us believe but rather behave in both independent and interconnected ways in a dynamic systems environment.
Large complex programs demonstrate the evolutionary nature of all complex systems; uncertainty; and emergence that comes with human actions and interactions. They struggle from insufficient situational awareness, treating the program to be more well-bounded than reality would suggest and using simplified models to understand the complexity inherent in execution. Best practices from project management literature were typically not derived from such environments and, worse, have fallen short on other large complex programs and projects.
In the engineering and construction industry governance needs and requirements exist at
multiple levels. These include:
• Governmental and industry level governance (laws, regulations, codes, standards)
• Enterprise level (encompassing social (stakeholder), political, economic (market,
shareholder, financial institutions), cultural (corporate and national/local),
technological)
• Portfolio and programs
• Project
This paper focuses on the portfolio and program level, collectively referred to as program in
this paper.
Strengthen outcome based capital project deliveryBob Prieto
Over the course of my career I have looked at a number of underperforming mega-projects. In every instance there was a common element of underperformance, the lack of clarity around the strategic business outcomes to be accomplished. Conversely, some of the best performing projects exhibited high clarity of recognized and shared outcomes.
This paper looks at the imperative to continue the shift to outcomes based contracts versus more traditional output based contracting forms. This shift is discussed from the perspective of the engineering and construction industry in the United States but draws upon the experience in other countries and other sectors.
Today’s infrastructure and facilities are “smart”. At least that is our objective as we seek to enhance lifecycle performance and capital efficiency. These “smart” facilities transcend any given sector and bring new challenges to the engineering and construction industry. In some ways our more traditional projects are today outcomes focused or capabilities delivering IT projects with bits of concrete and steel wrapped around them!
This “smart” focus is not limited to just a technology and systems dimension but goes further, demanding an increased and increasing environmental, social and governance (ESG) focus as well. Together “smart” and ESG create a greatly expanded set of interfaces for program and project managers to manage.
Rework in Engineering & Construction ProjectsBob Prieto
This paper is focused on engineering and construction projects which will experience increased emphasis as nations increase their focus on economic stimulus and climate change. It deals narrowly with the inevitable rework these projects often experience and which contributes to the cost and schedule growth we all too often witness. The objective of this paper is to:
• Categorize rework factors into four broad categories – project, human, organizational and complexity
• Identify rework impacts not just on cost and schedule but importantly morale and trust.
• Recognize that strategies exist to reduce the potential for required rework
• Suggest four dozen control points.
In this paper I will attempt to:
• Outline some of the systems of systems challenges that we will likely face.
• Discuss the emergent nature of both the challenges as well as the potential resultant outcomes.
• Draw attention to some of the driving forces acting both on this system of systems as well as the national and sectoral programs that may emerge to respond to this challenge.
• Highlight some of the feedback loops which may exist or emerge from both apparent and hidden coupling.
• Discuss system of system risks, program risks and where our perceptions and appetite for such risks may change over time.
• Outline some particular challenges for program managers as they are engaged in addressing this challenge.
A growing world requires improved and expanded infrastructure. Juxtapose that with the need for massive public investment driven by pandemic created economic weakness and the prospects for significant investment in infrastructure is improved, but as history has taught us not necessarily assured.
We have been through other infrastructure stimulus programs focused on so-called shovel ready projects and have been disappointed. But whether we define them as “shovel ready” or otherwise we need infrastructure projects, especially the largest of them, to be successful.
In this paper we will look at common reasons large scale infrastructure projects fail and importantly suggest some strategies and tactics to improve their success rate.
This paper builds on my beliefs that the prevailing theory of project management has failed us with respect to large complex projects. I have written extensively on this including highlighting that the assumptions of Gantt and Fayol fall short at scale and complexity. In this paper I examine the successes that underpin modern project management theory and seek to understand how the resulting approach to project management has failed to deliver comparable successes with regularity. As I explored these questions, I sought to understand the unique characteristics of the Atlas and Polaris missile programs; the subsequent institutionalization of the perceived success factors; and importantly, did perception and reality align. In other words, have we made an incomplete set of assumptions and institutionalized them?
Impact of correlation on risks in programs and projects Bob Prieto
One of the most under considered elements of cost and schedule risk is the correlation that exists within various WBS elements of a project or across projects comprising a program. Failure to adequately consider correlation between various activities and projects compounds the impact of other factors present in large complex projects.
This paper looks at the special case of decision making under uncertainty. The relationship between uncertainty and complexity is explored as is their joint relationship with large complex projects. The importance of getting these projects well founded from an ability to manage uncertainty is discussed and the aspects of these strong foundations is described
Post Dorian Engineering & Construction in the BahamasBob Prieto
As the task of recovery and rebuilding in the Bahamas post hurricane Dorian begins, it is important to understand that it cannot be business as usual. The increasing frequency and severity of hurricanes, driven by global climate change, cannot be ignored. Building codes will have to be further strengthened and development in coastal areas rethought.
Debating project decisions in an ai enabled environmentBob Prieto
I had the opportunity to watch the first debate between AI powered IBM Debater and a recognized human expert debater. I will not spoil the outcome for those who have not yet watched the debate but I will underscore one key aspect - all learned more about both sides of the position as a result of the debate.
We have seen a construct for the management of large
complex projects laid out in the earlier chapters. In these chapters we will simply lay out some of the main concepts and
considerations for a practitioner. Each of these can be more
extensively developed.
In the world of physics, classical theory breaks down at
scale. Conventional project management theory similarly
seems to break down at scale. The theoretical construct I
have been building to in this book is very much focused on this
project realm where scale and complexity rule.
In developing this theoretical construct I have essentially
considered three simple hypotheses, the first of which is:
Large complex projects are not well served by
conventional project management theory and
practice.
This hypothesis was demonstrated at the outset of this
book and the differential behavior between large and
traditionally scaled projects has been previously noted.
The second hypothesis considered relates to the Theory of
Management as applied to the management of projects. In
simplest terms this hypothesis says:
- The Theory of Project Management does not draw
fully on the richness of the Theory of Management
This hypothesis is demonstrated as we explored the
extensions of the Theory of Management to address chaos and
complexity and the more limited extensions of project
management theory.
The third and final hypothesis we considered focused on
the Theory of Projects, positing:
Large complex projects have significantly different
attributes than the more traditional projects which
comprise the basis for classical project management
theory
This chapter summarizes various aspects of large
projects and provides a foundation to consider what a new
Theory of Project Management for large complex projects may
look like.
In this chapter we will look at a few of the project attributes
that we observe in large complex projects and suggest they
may serve as a basis for a neo-classical Theory of Large
Complex Projects.
Theory of Management of Large Complex Projects - Chapter 7Bob Prieto
The world of large complex projects is challenging to say the least with a majority of these projects significantly under performing. It is this weak performance regime that underpins the key premise of "Theory of Management of Large Complex Projects" – project management theory as it currently exists and is applied to large complex projects falls short, significantly short, of what these projects require.
I have decided to serialize this book for the benefit of those interested in better understanding and improving project performance. If you are interested in purchasing a copy of the 400 page paperback you may click on http://www.lulu.com/us/en/shop/bob-prieto/theory-of-management-of-large-complex-projects/paperback/product-22342232.html