Adapting - Resilience Management - Revision history

Dionysios Maroulis at 18:42, 18 February 2022

2022-02-18T18:42:40Z

← Older revision		Revision as of 18:42, 18 February 2022
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	Traditional RM methods consist of the following elements, performed, more or less, in the following order<ref>[https://en.wikipedia.org/wiki/Risk_management]</ref>:		Traditional RM methods consist of the following elements, performed, more or less, in the following order<ref>[https://en.wikipedia.org/wiki/Risk_management]</ref>:

	*~~'''~~Identify the threats~~'''~~		*Identify the threats
	*~~'''~~Assess the vulnerability of critical assets to specific threats~~'''~~		*Assess the vulnerability of critical assets to specific threats
	*~~'''~~Determine the risk (i.e. the expected likelihood and consequences of specific types of attacks on specific asset)~~'''~~		*Determine the risk (i.e. the expected likelihood and consequences of specific types of attacks on specific asset)
	*~~'''~~Identify ways to reduce those risks~~'''~~		*Identify ways to reduce those risks
	*~~'''~~Prioritize risk reduction measures~~'''~~		*Prioritize risk reduction measures

	RM should be part of the planning process to figure out risks that may occur in the project and have not yet been revealed.<ref>[''https://www.projectmanager.com/blog/risk-management-process-steps'']</ref>. However, current RM practices are often described as time-consuming and inflexible under high-uncertainty conditions.<ref>[L. Crawford, C. Langston, and B. Bajracharya, “Participatory project management for improved disaster resilience,” Int. J. Disaster Resil. Built Environ., vol. 4, no. 3, pp. 317–333, 2013]</ref>. The common practises of risk management do not provide the capacity to recover from the negative consequences of any disruptions, rather focus on creating proactive mechanisms. In order to overcome these limitations, recent studies support the integration of project management with resilience. Such management calls for awareness of projects surroundings and to adapt for recovering once faces with disruptions.<ref>[Khalil Rahi, “Project resilience: a conceptual framework,” ISSN (print):2182-7796, ISSN (online):2182-7788, ISSN (cd-rom):2182-780X)</ref>.		RM should be part of the planning process to figure out risks that may occur in the project and have not yet been revealed.<ref>[''https://www.projectmanager.com/blog/risk-management-process-steps'']</ref>. However, current RM practices are often described as time-consuming and inflexible under high-uncertainty conditions.<ref>[L. Crawford, C. Langston, and B. Bajracharya, “Participatory project management for improved disaster resilience,” Int. J. Disaster Resil. Built Environ., vol. 4, no. 3, pp. 317–333, 2013]</ref>. The common practises of risk management do not provide the capacity to recover from the negative consequences of any disruptions, rather focus on creating proactive mechanisms. In order to overcome these limitations, recent studies support the integration of project management with resilience. Such management calls for awareness of projects surroundings and to adapt for recovering once faces with disruptions.<ref>[Khalil Rahi, “Project resilience: a conceptual framework,” ISSN (print):2182-7796, ISSN (online):2182-7788, ISSN (cd-rom):2182-780X)</ref>.

Dionysios Maroulis at 18:37, 18 February 2022

2022-02-18T18:37:24Z

← Older revision		Revision as of 18:37, 18 February 2022
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	Traditional RM methods consist of the following elements, performed, more or less, in the following order<ref>[https://en.wikipedia.org/wiki/Risk_management]</ref>:		Traditional RM methods consist of the following elements, performed, more or less, in the following order<ref>[https://en.wikipedia.org/wiki/Risk_management]</ref>:

	*1.Identify the threats		*'''Identify the threats'''
	*2.Assess the vulnerability of critical assets to specific threats		*'''Assess the vulnerability of critical assets to specific threats'''
	*3.Determine the risk (i.e. the expected likelihood and consequences of specific types of attacks on specific ~~assets~~)		*'''Determine the risk (i.e. the expected likelihood and consequences of specific types of attacks on specific asset)'''
	*4.Identify ways to reduce those risks		*'''Identify ways to reduce those risks'''
	*5.Prioritize risk reduction measures		*'''Prioritize risk reduction measures'''

	RM should be part of the planning process to figure out risks that may occur in the project and have not yet been revealed.<ref>[''https://www.projectmanager.com/blog/risk-management-process-steps'']</ref>. However, current RM practices are often described as time-consuming and inflexible under high-uncertainty conditions.<ref>[L. Crawford, C. Langston, and B. Bajracharya, “Participatory project management for improved disaster resilience,” Int. J. Disaster Resil. Built Environ., vol. 4, no. 3, pp. 317–333, 2013]</ref>. The common practises of risk management do not provide the capacity to recover from the negative consequences of any disruptions, rather focus on creating proactive mechanisms. In order to overcome these limitations, recent studies support the integration of project management with resilience. Such management calls for awareness of projects surroundings and to adapt for recovering once faces with disruptions.<ref>[Khalil Rahi, “Project resilience: a conceptual framework,” ISSN (print):2182-7796, ISSN (online):2182-7788, ISSN (cd-rom):2182-780X)</ref>.		RM should be part of the planning process to figure out risks that may occur in the project and have not yet been revealed.<ref>[''https://www.projectmanager.com/blog/risk-management-process-steps'']</ref>. However, current RM practices are often described as time-consuming and inflexible under high-uncertainty conditions.<ref>[L. Crawford, C. Langston, and B. Bajracharya, “Participatory project management for improved disaster resilience,” Int. J. Disaster Resil. Built Environ., vol. 4, no. 3, pp. 317–333, 2013]</ref>. The common practises of risk management do not provide the capacity to recover from the negative consequences of any disruptions, rather focus on creating proactive mechanisms. In order to overcome these limitations, recent studies support the integration of project management with resilience. Such management calls for awareness of projects surroundings and to adapt for recovering once faces with disruptions.<ref>[Khalil Rahi, “Project resilience: a conceptual framework,” ISSN (print):2182-7796, ISSN (online):2182-7788, ISSN (cd-rom):2182-780X)</ref>.

	At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a project manager and a project team to become '' Resilient Project Manager'' and ''Resilient Project Team'', continuing with what is needed for a project to become''Resilient Project'' and lastly will be introduced a conceptual approach of ''Resilience Management''.		At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a project manager and a project team to become '' Resilient Project Manager'' and ''Resilient Project Team'', continuing with what is needed for a project to become ''Resilient Project'' and lastly will be introduced a conceptual approach of ''Resilience Management''.

	==Resilience==		==Resilience==

Dionysios Maroulis at 18:32, 18 February 2022

2022-02-18T18:32:31Z

← Older revision		Revision as of 18:32, 18 February 2022
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	''Developed by Dionysios Maroulis''		''Developed by Dionysios Maroulis''

	This article endeavours to create a conceptual approach of '''Resilience Management'''(RM). RM is a novel and promising branch of <span class="plainlinks">[https://en.wikipedia.org/wiki/Project_management Project Management]</span> science. For this article, RM is perceived as the union <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span class="plainlinks"> [https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]</span>. '''Resilience Management''' is a flexible and systematic approach that deals disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.

	At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a ''Project Manager'' and ''Project Team'' to be resilient, continuing with what is needed for a ''Project'' to be resilient and lastly will be introduced a conceptual approach of ''Resilience Management''.

	==Resilience==		This article endeavours to create a conceptual approach of '''Resilience Management''' (ReM). ReM is a novel and promising branch of <span class="plainlinks">[https://en.wikipedia.org/wiki/Project_management Project Management]</span> science. For this article, RM is perceived as the union <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span class="plainlinks"> [https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]</span>. '''Resilience Management''' is a flexible and systematic approach that deals with disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.
	~~Those process are built to help the project remain on track~~ and ~~meet its goal. PRM should be part~~ of ~~the planning process, not only focus in reactive mechanisms, to figure out risks that may occur in the project and have not yet been revealed.~~<~~ref~~>[''https://~~www~~.~~projectmanager~~.~~com~~/~~blog~~/~~risk-management-process-steps''~~]</~~ref~~>. ~~However~~, ~~current PRM practices are often described~~ as ~~time-consuming and inflexible under high-uncertainty conditions.~~<~~ref~~>[L. ~~Crawford, C~~. ~~Langston,~~ and B. ~~Bajracharya, “Participatory project management for improved disaster~~
	~~resilience,” Int~~. ~~J. Disaster Resil. Built Environ., vol. 4, no. 3, pp. 317–333, 2013~~]</~~ref~~>. ~~The common practises of risk management do not provide~~ the ~~capacity to recover from~~ the ~~negative consequences of any disruptions~~, ~~rather focus on creating proactive mechanisms~~. ~~In order to overcome these limitations~~, ~~recent studies support~~ the ~~integration~~ of ~~resilience into project management. Such management calls for awareness~~ of ~~projects surroundings and to adapt for recovering once faces with disruptions~~.<ref>[~~Khalil Rahi~~, ~~“Project resilience: a conceptual framework~~,~~” ISSN (print)~~:~~2182-7796~~, ~~ISSN (online):2182-7788~~, ~~ISSN (cd-rom):2182-780X)~~</ref>.

	[~~[File~~:~~tempsnip~~.~~jpg\|Figure 1~~: ~~Project Resilience Definitions]]~~		Traditional RM methods consist of the following elements, performed, more or less, in the following order<ref>[https://en.wikipedia.org/wiki/Risk_management]</ref>:

			*1.Identify the threats
			*2.Assess the vulnerability of critical assets to specific threats
			*3.Determine the risk (i.e. the expected likelihood and consequences of specific types of attacks on specific assets)
			*4.Identify ways to reduce those risks
			*5.Prioritize risk reduction measures

	~~The inherent feasibility~~ of ~~a project is encapsulated by~~ the ~~concept of resilience. This kind of management allows the project~~ to ~~endure all the adversities and impediments~~ that ~~disrupt the smooth functioning of~~ the project. ~~In other words, resilience is concerned with how processes, methods,~~		RM should be part of the planning process to figure out risks that may occur in the project and have not yet been revealed.<ref>[''https://www.projectmanager.com/blog/risk-management-process-steps'']</ref>. However, current RM practices are often described as time-consuming and inflexible under high-uncertainty conditions.<ref>[L. Crawford, C. Langston, and B. Bajracharya, “Participatory project management for improved disaster resilience,” Int. J. Disaster Resil. Built Environ., vol. 4, no. 3, pp. 317–333, 2013]</ref>. The common practises of risk management do not provide the capacity to recover from the negative consequences of any disruptions, rather focus on creating proactive mechanisms. In order to overcome these limitations, recent studies support the integration of project management with resilience. Such management calls for awareness of projects surroundings and to adapt for recovering once faces with disruptions.<ref>[Khalil Rahi, “Project resilience: a conceptual framework,” ISSN (print):2182-7796, ISSN (online):2182-7788, ISSN (cd-rom):2182-780X)</ref>.
	~~organizational structure, etc~~. ~~evolve and realign to face disruptive events~~. ~~This is achieved through continuous monitoring of the project complexity~~ and uncertainty ~~levels during the project life-cycle~~.<ref>[J. ~~Zhu~~, ~~“A System-of-Systems Framework~~ for ~~Assessment of Resilience in Complex Construction Projects~~,” Ph.D., ~~Florida International University~~, ~~United States~~, ~~Florida~~, ~~2016.~~]</ref> ~~Building~~ for ~~adaptation~~ and ~~evolution means~~ to ~~built~~ for ~~sustainability~~.

			At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a project manager and a project team to become '' Resilient Project Manager'' and ''Resilient Project Team'', continuing with what is needed for a project to become''Resilient Project'' and lastly will be introduced a conceptual approach of ''Resilience Management''.

			==Resilience==

	==Resilient Project Manager & Resilient Project Team==		==Resilient Project Manager & Resilient Project Team==

	==~~Resilience~~ Project==		==Resilient Project==

			The inherent feasibility of a project is encapsulated by the concept of resilience. This kind of management allows the project to endure all the adversities and impediments that disrupt the smooth functioning of the project. In other words, resilience is concerned with how processes, methods,
			organizational structure, etc. evolve and realign to face disruptive events. This is achieved through continuous monitoring of the project complexity and uncertainty levels during the project life-cycle.<ref>[J. Zhu, “A System-of-Systems Framework for Assessment of Resilience in Complex Construction Projects,” Ph.D., Florida International University, United States, Florida, 2016.]</ref> Building for adaptation and evolution means to built for sustainability.

	==Resilience Management==		==Resilience Management==

Dionysios Maroulis at 18:01, 18 February 2022

2022-02-18T18:01:13Z

← Older revision		Revision as of 18:01, 18 February 2022
Line 1:		Line 1:
	''Developed by Dionysios Maroulis''		''Developed by Dionysios Maroulis''

	This article endeavours to create a conceptual approach of '''Resilience Management'''(RM). RM is a novel and promising branch of <span class="plainlinks">[https://en.wikipedia.org/wiki/Project_management] Project Management<span> science. For this article, RM is perceived as the union <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span class="plainlinks"> [https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]</span>. '''Resilience Management''' is a flexible and systematic approach that deals disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.		This article endeavours to create a conceptual approach of '''Resilience Management'''(RM). RM is a novel and promising branch of <span class="plainlinks">[https://en.wikipedia.org/wiki/Project_management Project Management]</span> science. For this article, RM is perceived as the union <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span class="plainlinks"> [https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]</span>. '''Resilience Management''' is a flexible and systematic approach that deals disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.

	At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a ''Project Manager'' and ''Project Team'' to be resilient, continuing with what is needed for a ''Project'' to be resilient and lastly will be introduced a conceptual approach of ''Resilience Management''.		At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a ''Project Manager'' and ''Project Team'' to be resilient, continuing with what is needed for a ''Project'' to be resilient and lastly will be introduced a conceptual approach of ''Resilience Management''.

Dionysios Maroulis at 17:59, 18 February 2022

2022-02-18T17:59:51Z

← Older revision		Revision as of 17:59, 18 February 2022
Line 1:		Line 1:
	''Developed by Dionysios Maroulis''		''Developed by Dionysios Maroulis''

	This article endeavours to create a conceptual approach of '''Resilience Management'''(RM). RM is a novel and promising branch of <span>[https://en.wikipedia.org/wiki/Project_management Project Management science. For this article, RM is perceived as the union <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span class="plainlinks"> [https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]</span>. '''Resilience Management''' is a flexible and systematic approach that deals disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.		This article endeavours to create a conceptual approach of '''Resilience Management'''(RM). RM is a novel and promising branch of <span class="plainlinks">[https://en.wikipedia.org/wiki/Project_management] Project Management<span> science. For this article, RM is perceived as the union <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span class="plainlinks"> [https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]</span>. '''Resilience Management''' is a flexible and systematic approach that deals disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.

	At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a ''Project Manager'' and ''Project Team'' to be resilient, continuing with what is needed for a ''Project'' to be resilient and lastly will be introduced a conceptual approach of ''Resilience Management''.		At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a ''Project Manager'' and ''Project Team'' to be resilient, continuing with what is needed for a ''Project'' to be resilient and lastly will be introduced a conceptual approach of ''Resilience Management''.

Dionysios Maroulis at 17:59, 18 February 2022

2022-02-18T17:59:07Z

← Older revision		Revision as of 17:59, 18 February 2022
Line 1:		Line 1:
	''Developed by Dionysios Maroulis''		''Developed by Dionysios Maroulis''

	This article endeavours to create a conceptual approach of '''Resilience Management'''(RM). RM is a novel and promising branch of <span>[https://en.wikipedia.org/wiki/Project_management Project Management science. For this article, RM is perceived as the union <span> class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span>[https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]. '''Resilience Management''' is a flexible and systematic approach that deals disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.		This article endeavours to create a conceptual approach of '''Resilience Management'''(RM). RM is a novel and promising branch of <span>[https://en.wikipedia.org/wiki/Project_management Project Management science. For this article, RM is perceived as the union <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span class="plainlinks"> [https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]</span>. '''Resilience Management''' is a flexible and systematic approach that deals disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.

	At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a ''Project Manager'' and ''Project Team'' to be resilient, continuing with what is needed for a ''Project'' to be resilient and lastly will be introduced a conceptual approach of ''Resilience Management''.		At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a ''Project Manager'' and ''Project Team'' to be resilient, continuing with what is needed for a ''Project'' to be resilient and lastly will be introduced a conceptual approach of ''Resilience Management''.

Dionysios Maroulis at 17:56, 18 February 2022

2022-02-18T17:56:14Z

← Older revision		Revision as of 17:56, 18 February 2022
Line 1:		Line 1:
	''Developed by Dionysios Maroulis''		''Developed by Dionysios Maroulis''

	This article endeavours to create a conceptual approach of '''Resilience Management'''(RM). RM is a novel and promising branch of <span>[https://en.wikipedia.org/wiki/Project_management Project Management~~</span>~~ science. For this article, RM is perceived as the union <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span>[https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]. '''Resilience Management''' is a flexible and systematic approach that deals disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.		This article endeavours to create a conceptual approach of '''Resilience Management'''(RM). RM is a novel and promising branch of <span>[https://en.wikipedia.org/wiki/Project_management Project Management science. For this article, RM is perceived as the union <span> class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span>[https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]. '''Resilience Management''' is a flexible and systematic approach that deals disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.

	At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a ''Project Manager'' and ''Project Team'' to be resilient, continuing with what is needed for a ''Project'' to be resilient and lastly will be introduced a conceptual approach of ''Resilience Management''.		At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a ''Project Manager'' and ''Project Team'' to be resilient, continuing with what is needed for a ''Project'' to be resilient and lastly will be introduced a conceptual approach of ''Resilience Management''.

			==Resilience==
	Those process are built to help the project remain on track and meet its goal. PRM should be part of the planning process, not only focus in reactive mechanisms, to figure out risks that may occur in the project and have not yet been revealed.<ref>[''https://www.projectmanager.com/blog/risk-management-process-steps'']</ref>. However, current PRM practices are often described as time-consuming and inflexible under high-uncertainty conditions.<ref>[L. Crawford, C. Langston, and B. Bajracharya, “Participatory project management for improved disaster		Those process are built to help the project remain on track and meet its goal. PRM should be part of the planning process, not only focus in reactive mechanisms, to figure out risks that may occur in the project and have not yet been revealed.<ref>[''https://www.projectmanager.com/blog/risk-management-process-steps'']</ref>. However, current PRM practices are often described as time-consuming and inflexible under high-uncertainty conditions.<ref>[L. Crawford, C. Langston, and B. Bajracharya, “Participatory project management for improved disaster
	resilience,” Int. J. Disaster Resil. Built Environ., vol. 4, no. 3, pp. 317–333, 2013]</ref>. The common practises of risk management do not provide the capacity to recover from the negative consequences of any disruptions, rather focus on creating proactive mechanisms. In order to overcome these limitations, recent studies support the integration of resilience into project management. Such management calls for awareness of projects surroundings and to adapt for recovering once faces with disruptions.<ref>[Khalil Rahi, “Project resilience: a conceptual framework,” ISSN (print):2182-7796, ISSN (online):2182-7788, ISSN (cd-rom):2182-780X)</ref>.		resilience,” Int. J. Disaster Resil. Built Environ., vol. 4, no. 3, pp. 317–333, 2013]</ref>. The common practises of risk management do not provide the capacity to recover from the negative consequences of any disruptions, rather focus on creating proactive mechanisms. In order to overcome these limitations, recent studies support the integration of resilience into project management. Such management calls for awareness of projects surroundings and to adapt for recovering once faces with disruptions.<ref>[Khalil Rahi, “Project resilience: a conceptual framework,” ISSN (print):2182-7796, ISSN (online):2182-7788, ISSN (cd-rom):2182-780X)</ref>.
Line 15:		Line 15:
	organizational structure, etc. evolve and realign to face disruptive events. This is achieved through continuous monitoring of the project complexity and uncertainty levels during the project life-cycle.<ref>[J. Zhu, “A System-of-Systems Framework for Assessment of Resilience in Complex Construction Projects,” Ph.D., Florida International University, United States, Florida, 2016.]</ref> Building for adaptation and evolution means to built for sustainability.		organizational structure, etc. evolve and realign to face disruptive events. This is achieved through continuous monitoring of the project complexity and uncertainty levels during the project life-cycle.<ref>[J. Zhu, “A System-of-Systems Framework for Assessment of Resilience in Complex Construction Projects,” Ph.D., Florida International University, United States, Florida, 2016.]</ref> Building for adaptation and evolution means to built for sustainability.

	~~==Resilience==~~

	==Resilient Project Manager & Resilient Project Team==		==Resilient Project Manager & Resilient Project Team==

Dionysios Maroulis at 17:52, 18 February 2022

2022-02-18T17:52:31Z

← Older revision		Revision as of 17:52, 18 February 2022
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	''Developed by Dionysios Maroulis''		''Developed by Dionysios Maroulis''

	This article endeavours to create a conceptual approach of '''Resilience Management'''(RM). RM is a novel and promising branch of ~~project management~~ science. For this article, RM is perceived as the union <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span>[https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]. '''Resilience Management''' is a flexible and systematic approach that deals disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.		This article endeavours to create a conceptual approach of '''Resilience Management'''(RM). RM is a novel and promising branch of <span>[https://en.wikipedia.org/wiki/Project_management Project Management</span> science. For this article, RM is perceived as the union <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span>[https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]. '''Resilience Management''' is a flexible and systematic approach that deals disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.

	At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a ''Project Manager'' and ''Project Team'' to be resilient, continuing with what is needed for a ''Project'' to be resilient and lastly will be introduced a conceptual approach of ''Resilience Management''.		At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a ''Project Manager'' and ''Project Team'' to be resilient, continuing with what is needed for a ''Project'' to be resilient and lastly will be introduced a conceptual approach of ''Resilience Management''.

Dionysios Maroulis at 13:31, 17 February 2022

2022-02-17T13:31:47Z

← Older revision		Revision as of 13:31, 17 February 2022
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	Those process are built to help the project remain on track and meet its goal. PRM should be part of the planning process, not only focus in reactive mechanisms, to figure out risks that may occur in the project and have not yet been revealed.<ref>[''https://www.projectmanager.com/blog/risk-management-process-steps'']</ref>. However, current PRM practices are often described as time-consuming and inflexible under high-uncertainty conditions.<ref>[L. Crawford, C. Langston, and B. Bajracharya, “Participatory project management for improved disaster		Those process are built to help the project remain on track and meet its goal. PRM should be part of the planning process, not only focus in reactive mechanisms, to figure out risks that may occur in the project and have not yet been revealed.<ref>[''https://www.projectmanager.com/blog/risk-management-process-steps'']</ref>. However, current PRM practices are often described as time-consuming and inflexible under high-uncertainty conditions.<ref>[L. Crawford, C. Langston, and B. Bajracharya, “Participatory project management for improved disaster
	resilience,” Int. J. Disaster Resil. Built Environ., vol. 4, no. 3, pp. 317–333, 2013]</ref>. The common practises of risk management do not provide the capacity to recover from the negative consequences of any disruptions, rather focus on creating proactive mechanisms. In order to overcome these limitations, recent studies support the integration of resilience into project management. Such management calls for awareness of projects surroundings and to adapt for recovering once faces with disruptions.<ref>[Khalil Rahi, “Project resilience: a conceptual framework,” ISSN (print):2182-7796, ISSN (online):2182-7788, ISSN (cd-rom):2182-780X)</ref>.		resilience,” Int. J. Disaster Resil. Built Environ., vol. 4, no. 3, pp. 317–333, 2013]</ref>. The common practises of risk management do not provide the capacity to recover from the negative consequences of any disruptions, rather focus on creating proactive mechanisms. In order to overcome these limitations, recent studies support the integration of resilience into project management. Such management calls for awareness of projects surroundings and to adapt for recovering once faces with disruptions.<ref>[Khalil Rahi, “Project resilience: a conceptual framework,” ISSN (print):2182-7796, ISSN (online):2182-7788, ISSN (cd-rom):2182-780X)</ref>.

Dionysios Maroulis at 13:31, 17 February 2022

2022-02-17T13:31:34Z

← Older revision		Revision as of 13:31, 17 February 2022
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	This article endeavours to create a conceptual approach of '''Resilience Management'''(RM). RM is a novel and promising branch of project management science. For this article, RM is perceived as the union <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span>[https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]. '''Resilience Management''' is a flexible and systematic approach that deals disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.		This article endeavours to create a conceptual approach of '''Resilience Management'''(RM). RM is a novel and promising branch of project management science. For this article, RM is perceived as the union <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM)]</span> and <span>[https://en.wikipedia.org/wiki/Adaptive_management Adaptive Management (AM)]. '''Resilience Management''' is a flexible and systematic approach that deals disruptions caused by the drifting environment and project complexity. Has as basic components the preparation, resistance, recoverability and learning - implementing new solutions (iterative procedure). Basically, incorporates the 'plan and predict' approach of RM, with the 'monitor and react' approach that comes from the field of AM.<ref>[J. Oehmen, G. Locatelli, M. Wied, P. Willumsen. Risk, Uncertainty, Ignorance and Myopia: Their Managerial Implications for B2B firms, 2020, published in Journal of Industrial Marketing Management]</ref>.

	At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a ''Project Manager'' and ''Project Team'' to be resilient, continuing with what is needed for a ''Project'' to be resilient and lastly will be introduced a conceptual approach of ''Resilience Management''.		At first, an explanation of what the word ''Resilience'' will be introduced, then the virtues and characteristics which are needed for a ''Project Manager'' and ''Project Team'' to be resilient, continuing with what is needed for a ''Project'' to be resilient and lastly will be introduced a conceptual approach of ''Resilience Management''.


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	==Resilience Project==		==Resilience Project==

	==Resilience Management		==Resilience Management==

	==Annotated bibliography==		==Annotated bibliography==