Adapting - Resilience Management
(→Abstract) |
|||
| (16 intermediate revisions by one user not shown) | |||
| Line 3: | Line 3: | ||
| − | + | 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>. | |
| − | '' | + | |
| − | + | ||
| − | + | 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 | ||
| + | *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) | ||
| + | *Identify ways to reduce those risks | ||
| + | *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>. |
| + | 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== | ||
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, | 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. | + | 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== | ||
| + | |||
| + | ==Annotated bibliography== | ||
| + | |||
| + | =References= | ||
| + | |||
| + | <references /> | ||
Latest revision as of 19:42, 18 February 2022
Developed by Dionysios Maroulis
This article endeavours to create a conceptual approach of Resilience Management (ReM). ReM is a novel and promising branch of Project Management science. For this article, RM is perceived as the union Risk Management (RM) and Adaptive Management (AM). 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.[1].
Traditional RM methods consist of the following elements, performed, more or less, in the following order[2]:
- Identify the 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)
- Identify ways to reduce those risks
- 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.[3]. However, current RM practices are often described as time-consuming and inflexible under high-uncertainty conditions.[4]. 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.[5].
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.
Contents |
[edit] Resilience
[edit] Resilient Project Manager & Resilient Project Team
[edit] 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.[6] Building for adaptation and evolution means to built for sustainability.
[edit] Resilience Management
[edit] Annotated bibliography
[edit] References
- ↑ [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]
- ↑ [1]
- ↑ [https://www.projectmanager.com/blog/risk-management-process-steps]
- ↑ [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]
- ↑ [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.]
