Project Management Methodology For Post Disaster Reconstruction

In the aftermath of the Indian Ocean tsunami disaster (December 26, 2004), PMI developed--in collaboration with several international relief agencies--its Post Disaster Rebuild Methodology (PDRM). This article explains the PDRM process and its relevance to current global emergency management standards and business contingency emergency plans. In doing so, it describes the purpose of the three steps involved in responding to a disaster; it explains the function of three of the 14 questions listed on the PDRM's checklist. It also lists six advantages of using PDRM to manage post-disaster situations. It then discusses the elements and the steps that are necessary for developing business contingency emergency plans. It overviews the similarities between PDRM and emergency management plans.

Disasters threaten all parts of the world and they appear to be increasing in frequency, scale and intensity. Despite huge improvements in the emergency response, permanent reconstruction is often uncoordinated, inefficiently managed and slow to begin. International agencies are geared to an efficient response in terms of humanitarian relief, but they are not well versed in the requirements of long-term reconstruction, which is often constrained by lack of planning and poorly coordinated management. The construction industry is typically engaged in a range of critical activities after a disaster, including provision of temporary shelter in the immediate aftermath and restoration of permanent shelter and public infrastructure once the immediate humanitarian needs have been attended to. Post-Disaster Reconstruction of the Built Environment identifies the challenges that face the industry and highlights best practice to enable the construction industry to address those problems which make an effective response to these unexpected events difficult. Written by an international team of experts, this book will help researchers and advanced students of construction understand the problems faced by communities and the construction industry when faced with a natural or man-made disaster, and identify the planning and management processes required by the industry to mount an effective response.

This book presents a state-of-the-art account of the recent developments and needs for project management in developing countries. It adds to the current state of knowledge on project management in general by capturing current trends, how they widen the content and scope of the field, and why there is a need for a specialist body of knowledge for developing countries. Eminent experts in this domain address the specific nature and demands of project management in developing countries, in the context of its scope and priorities, and discuss the relationships between this emerging field and established bodies of knowledge. The book also addresses the future of project management in developing countries and how this might influence mainstream project management. This important book will be an essential reference for practitioners, students, researchers and policymakers engaged in how to improve the effectiveness and efficiency of project management in developing countries.

On Sunday 26 December 2004, a tsunami of up to 30 metres high hit the northern tip of Sumatera in Indonesia, causing immediate destruction and the deaths of at least 130,000 in Indonesia alone. The scale of the devastation and ensuing human suffering prompted the biggest response endeavour to any natural disaster in history.Post-Disaster Reconstruction will be the first major book that analyses the different perspectives and experiences of the enormous post-tsunami reconstruction effort. It looks specifically at the reconstruction efforts in Aceh, one of the regions most heavily-hit by the tsunami and a province that has until recently suffered nearly three decades of armed conflict. Positioning the reconstruction efforts within Aceh's multi-layered historical, cultural, socio-political and religious contexts, the authors explore diverse experiences and assessments of the reconstruction. It considers the importance of the political and religious settings of the reconstruction, the roles of communities and local non-government organisations and the challenges faced by Indonesian and international agencies. From the in-depth examination of this important case study of disaster reconstruction - significant not only because of the huge scale of the natural disaster and response but also the post-conflict issues - the editors draw together the lessons learned for the future of Aceh and make general recommendations for post-disaster and post-conflict reconstruction-making.

This book gathers peer-reviewed contributions presented at the 4th International Conference on Structural Engineering and Construction Management (SECON’23), held in Angamaly, Kerala, India, on 7-9 June 2023. The meeting served as a fertile platform for discussion, sharing sound knowledge and introducing novel ideas on issues related to sustainable construction and design for the future. The respective contributions address various aspects of numerical modeling and simulation in structural engineering, structural dynamics and earthquake engineering, advanced analysis and design of foundations, BIM, building energy management, and technical project management. Accordingly, the book offers a valuable, up-to-date tool and essential overview of the subject for scientists and practitioners alike, and will inspire further investigations and research.

Sometimes unanticipated threats or opportunities create a situation in which work is required unexpectedly. On these occasions, such urgent and unexpected work demands an instant start, in contrast to the often lengthy processes of investigation, evaluation, development, selection and planning normal in businesses and public services before the start of a project. Managing the Urgent and Unexpected explores what is different managerially if work is unexpected, its implementation is urgent and an immediate start it is required. The authors draw on twelve cases ranging from the launch of the Freeview television system in the United Kingdom to the sifting and removal of the New York World Trade Center pile of debris following the 9/11 terrorist attack. They summarise how the response to each of these events was managed, demonstrate that opportunities may sometimes be created in the face of adversity and suggest how normal organizations can prepare to manage abnormal demands. Urgent and unexpected projects have to be rare in business or government to be economically and socially tolerable. And yet organizations can and should be prepared for the unexpected. The lessons offered here will help private and public organizations plan how to authorize and support future urgent work to take advantage of immediate new business opportunities or to protect or restore systems and services.