Community and post-disaster Program Management Methodology

Resilience and projects: An interdisciplinary crossroad

“…Therefore, a project is not just a single entity or object of research but a phenomena within a highly stratified system consisting of multiple levels (or strata) ranging from individual(s) (e.g., project manager), project (e.g., as a series of tasks or as a temporary organisation), permanent organisation(s) or project-based firm(s), project-based industry and society as a whole ( Artto and Kujala, 2008 ; Sydow et al., 2004 ). The focus of analysis can also be expanded on horizontal connections at a single-level, e.g., multiple firms participating in a joint project forming a project network ( Ahola, 2009 ), a programme ( Steinfort, 2017 ), or a portfolio of projects ( Hall et al., 2015 ).…”

“… How does high turn-over of teams (typical of projects) affect resilience? Project Temporary organisation Series of tasks and activities Project processes Project structure Resilience projects ( Chang-Richards et al., 2017 ; Steinfort, 2017 ; Choi et al., 2019 ), Project resilience ( Kutsch et al., 2015 ), vulnerability and uncertainty ( Floricel and Miller, 2001 ; Priemus et al., 2013 ; Wang, 2019 ) How should project sub-systems (e.g., individuals) or parent-systems (e.g., organisation, society) be designed to be/not to be resilient? How can engineering tools and methods for building resilience be utilised in projects?…”

Management for International Development and Aid Projects: A new conceptual model

“…Some scholars have focused on the agile approaches to come up with the new PM‐Models for IDAPs (Vahanvati & Mulligan, 2017), while others have identified pathways for success and failure (An, Garvin, & Hall, 2017). In this regard, the current research revised the emerged reflections and endeavors of Al‐Jrab (2018), An et al (2017), Anderson and Lannon (2018), Baker (2018), Bayiley and Teklu (2016), Cicmil (2000), Dumrak, Baroudi, and Hadjinicolaou (2017), Gomes, Small, and Yasin (2019), Ika and Donnelly (2017), Jung and Wang (2006), Jung, Jian Wang, and Wu (2009), Khang and Moe (2008), Lin, Kelemen, and Kiyomiya (2017), McEvoy et al (2016), Sadiqi et al (2017), Sterling (2008), Steinfort (2017), Vahanvati and Mulligan (2017), Wang and Pitsis (2019), Yalegama, Chileshe, and Ma (2016), and Yamin and Sim (2016).…”

“…However, and despite completeness of this standard and its increased focus on agile approaches (Project Management Institute, 2017), the scholars advocated the importance of seeing the standard guide through dynamic lenses that can work well in the dynamic environments (Hermano & Martín‐Cruz, 2019), and to complement it with the filed specific aspects (Golini et al, 2017; Hilhorst, 2015 and Matos et al, 2019). Likewise, Project Management Institute (2017) has encouraged the PM practitioners to tailor PMBOK (R) Guide in responding to the specific needs and uniqueness of their projects and to adopt the modern management trends and approaches as well as the improvement initiatives such as TQM to respond to project complexity, and to the surrounded organizational aspects alike (Anderson & Lannon, 2018; Steinfort, 2017).…”

We need to use the words...

“…Researchers (Kim & Choi, 2013;Steinfort, 2016) are advocating the use of new program management methodology specifically for use by communities recovering from such catastrophes. Notably, Steinfort makes the point that there must first be the 'realisation' of climate change as a threat -something done by Klagegg & Haavaldsen (2011) when discussing the necessity for clarity in definitions and principles both in governance and project management.…”