Adapting - Resilience Management
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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>[https://en.wikipedia.org/wiki/Project_management Project Management | + | 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>. | ||
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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. | ||
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==Resilient Project Manager & Resilient Project Team== | ==Resilient Project Manager & Resilient Project Team== | ||
Revision as of 19:56, 18 February 2022
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 class="plainlinks">[https://en.wikipedia.org/wiki/Risk_management Risk Management (RM) and 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.[1].
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.
Contents |
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.[2]. However, current PRM practices are often described as time-consuming and inflexible under high-uncertainty conditions.[3]. 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.[4].
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.[5] Building for adaptation and evolution means to built for sustainability.
Resilient Project Manager & Resilient Project Team
Resilience Project
Resilience Management
Annotated bibliography
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]
- ↑ [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.]
