Adapting - Resilience Management
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| − | <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management]</span> is the science of identifying, analyzing and responding to crisis that arise during the project's life cycle. 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.<re>[L. Crawford, C. Langston, and B. Bajracharya, “Participatory project management for improved disaster | + | <span class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management]</span> is the science of identifying, analyzing and responding to crisis that arise during the project's life cycle. 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.<re>[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>. | ||
Revision as of 11:20, 17 February 2022
Developed by Dionysios Maroulis
Contents |
Abstract
Risk Management is the science of identifying, analyzing and responding to crisis that arise during the project's life cycle. 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.[1]. However, current PRM practices are often described as time-consuming and inflexible under high-uncertainty conditions.<re>[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.[2].
Resilience Management incorporates all the processes that deal with the respond, preparation and reduction of the impact of disruption caused by the drifting environment and project complexity.
A Project resilience is depended to the strategies followed by the managers. As a concept, is still not well defined and ambiguous. The Figure below presents some of the definitions that researches have given.
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.[3] Building for adaptation and evolution means to built for sustainability.
The Big idea
Application
Limitation
Annotated bibliography
References
- ↑ [https://www.projectmanager.com/blog/risk-management-process-steps]
- ↑ [Khalil Rahi, “Project resilience: a conceptual framework,” ISSN (print):2182-7796, ISSN (online):2182-7788, ISSN (cd-rom):2182-780X)
- ↑ [J. Zhu, “A System-of-Systems Framework for Assessment of Resilience in Complex Construction Projects,” Ph.D., Florida International University, United States, Florida, 2016.]
