Crisis Management in Construction Projects - Revision history

S190035 at 16:55, 4 March 2019

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	There are two main ways one can view crisis, internal and external. These are important as it will affect how the project is perceived. It the internal and external perspectives can be divided into 3 stages; pre-crisis prevention, crisis management, and post-crisis outcomes. This can be viewed in the chart.		There are two main ways one can view crisis, internal and external. These are important as it will affect how the project is perceived. It the internal and external perspectives can be divided into 3 stages; pre-crisis prevention, crisis management, and post-crisis outcomes. This can be viewed in the chart.

	It is important to note the external views as a project manager, because the success of the project is often ~~dependant~~ upon the social views and stakeholder perception of how the organization resolves the crisis. <ref name=jou> ''Bundy, J., Pfarrer, M. D., Short, C. E., & Coombs, W. T. (2017). Crises and Crisis Management: Integration, Interpretation, and Research Development. Journal of Management (Vol. 43). https://doi.org/10.1177/0149206316680030		It is important to note the external views as a project manager, because the success of the project is often dependent upon the social views and stakeholder perception of how the organization resolves the crisis. <ref name=jou> ''Bundy, J., Pfarrer, M. D., Short, C. E., & Coombs, W. T. (2017). Crises and Crisis Management: Integration, Interpretation, and Research Development. Journal of Management (Vol. 43). https://doi.org/10.1177/0149206316680030
	'' </ref>		'' </ref>

S190035 at 16:48, 4 March 2019

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	==Final Discussion==		==Final Discussion==

	Limitations		'''Limitations''' <br/>
	One of the major Issues with PMBOK is in fact it’s lack of mentioning crisis management <ref name=masrsh> ''LaMarsh II, W. J., & Landaeta, R. (2005). Is crisis management a new knowledge area needed for the PMI? Paper presented at the 26th Annual National Conference of the American Society for Engineering Management 2005 - Organizational Transformation: Opportunities and Challenges, ASEM 2005, 325-329. Retrieved from www.scopus.com		One of the major Issues with PMBOK is in fact it’s lack of mentioning crisis management <ref name=masrsh> ''LaMarsh II, W. J., & Landaeta, R. (2005). Is crisis management a new knowledge area needed for the PMI? Paper presented at the 26th Annual National Conference of the American Society for Engineering Management 2005 - Organizational Transformation: Opportunities and Challenges, ASEM 2005, 325-329. Retrieved from www.scopus.com
	'' </ref>. Indeed, the word crisis is only mentioned once in PMBOK and never in Prince2. While both give preventative measures such through risk management, much of which can be found in other places of this wiki, in the future, both Prince2 and PMBOK should consider including a section dedicated to crisis management.		'' </ref>. Indeed, the word crisis is only mentioned once in PMBOK and never in Prince2. While both give preventative measures such through risk management, much of which can be found in other places of this wiki, in the future, both Prince2 and PMBOK should consider including a section dedicated to crisis management.
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	It is to be noted while there is much research in construction crisis management in regards to theory formulation, communication structure, contractual conditions, real estate-based analysis, triple constraints composed of communication, sensitivity, and responsibility, environmental and organizational factors, organizational behavior, reactive communication and behavior disorganization, preparedness, social adjustment , and social network analysis, there is a huge lacking in the investigation of management practices. <ref name=inn/>		It is to be noted while there is much research in construction crisis management in regards to theory formulation, communication structure, contractual conditions, real estate-based analysis, triple constraints composed of communication, sensitivity, and responsibility, environmental and organizational factors, organizational behavior, reactive communication and behavior disorganization, preparedness, social adjustment , and social network analysis, there is a huge lacking in the investigation of management practices. <ref name=inn/>

	Conclusions		'''Conclusions''' <br/>
	The four different components of Social Adjustment, behavioral instability, social structure, and diametric opportunities clarify the distinctiveness of crisis management in context of construction.		The four different components of Social Adjustment, behavioral instability, social structure, and diametric opportunities clarify the distinctiveness of crisis management in context of construction.
	Crisis is a good time to take corrective actions relative to the project, due to the consent and full acceptance given by the team members. Potential benefits of the effect of the crisis may materialize in the project, when the project manager along with the project team learn to observe the surroundings and analyze the crisis symptoms.<ref name=crisis/> Crises do not develop in a short period of time, either. Typically, they develop gradually, sometimes even systematically, in the wake of a number of events combined by the cause-and-effect relationship.<ref name=crisis/>		Crisis is a good time to take corrective actions relative to the project, due to the consent and full acceptance given by the team members. Potential benefits of the effect of the crisis may materialize in the project, when the project manager along with the project team learn to observe the surroundings and analyze the crisis symptoms.<ref name=crisis/> Crises do not develop in a short period of time, either. Typically, they develop gradually, sometimes even systematically, in the wake of a number of events combined by the cause-and-effect relationship.<ref name=crisis/>

S190035 at 16:46, 4 March 2019

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	'' </ref>		'' </ref>

	[[File:Succesful Response.jpg\|none\|thumb\|x200px\|alt=Increased workforce\|Figure 7: The three pillars of successful Response. It offers a perspective on succesful response at different levels of an organization. <ref name=titan/>]]		[[File:Succesful Response.jpg\|none\|thumb\|x200px\|alt=Increased workforce\|Figure 7: The three pillars of successful Response. It offers a perspective on succesful response at different levels of an organization. Inspired by (Geraldi, 2010) <ref name=titan/>]]

	<br />		<br />
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	'' </ref>		'' </ref>

	[[File:Internal Exteranal Perspective.jpg\|none\|thumb\|x200px\|alt=Increased workforce\|Figure 8: Maintaining and internal and external perspective as the crisis happens, before and after. <ref name=jou/>]]		[[File:Internal Exteranal Perspective.jpg\|none\|thumb\|x200px\|alt=Increased workforce\|Figure 8: Maintaining and internal and external perspective as the crisis happens, before and after. Inspired by (Bundy 2017). <ref name=jou/>]]
	<br />		<br />

S190035 at 16:31, 4 March 2019

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	*Psycho- Terrorism, Copycats, on-site Sabotage/tampering, off-site sabatoge/tampering/sexual harassment, rumors.		*Psycho- Terrorism, Copycats, on-site Sabotage/tampering, off-site sabatoge/tampering/sexual harassment, rumors.

	[[File:Crisis Types.jpg\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 1: The various types of crises in relation to severity and if it is a technical and economical problem, or a human problem. <ref name = Pears/>]]		[[File:Crisis Types.jpg\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 1: The various types of crises in relation to severity and if it is a technical and economical problem, or a human problem. Inspired by (NN Pearson, C. M., & Mitroff, 1993) <ref name = Pears/>]]

S190035 at 16:25, 4 March 2019

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	The interactive Approach seeks to incorporate the stakeholders in the learning process. When assessing the before, during and after, the construction company seeks to incorporate the stakeholder in order to establish trust, offer different perspective, and prevent further crises.		The interactive Approach seeks to incorporate the stakeholders in the learning process. When assessing the before, during and after, the construction company seeks to incorporate the stakeholder in order to establish trust, offer different perspective, and prevent further crises.

			[[File:Types of Acceleration.jpg\|right\|thumb\|x200px\|alt=Types of Acceleration\|Figure 4: The two types of Acceleration, Direct vs. Constructive. Created by William Durant Mangum]]

	===Acceleration of Project===		===Acceleration of Project===
	Sometimes a construction project will go through an acceleration of activities. The activities acceleration is to shorten the overall duration of a project. By increasing the resources or by adding more working hours, a certain activities duration can be shortened, making up for costs due to crisis. If the activities included is part of a critical pathway, the entire project will be quicker. Three reasons one may accelerate activities include <ref name=over> ''Halloum, M. (2010). Project Crisis Management Techniques to Overcome the Problems of Schedule Delays and Cost Overruns, 202.		Sometimes a construction project will go through an acceleration of activities. The activities acceleration is to shorten the overall duration of a project. By increasing the resources or by adding more working hours, a certain activities duration can be shortened, making up for costs due to crisis. If the activities included is part of a critical pathway, the entire project will be quicker. Three reasons one may accelerate activities include <ref name=over> ''Halloum, M. (2010). Project Crisis Management Techniques to Overcome the Problems of Schedule Delays and Cost Overruns, 202.
	'' </ref>.		'' </ref>.


	*Trying to finish faster for to avoid penalties in contracts.		*Trying to finish faster for to avoid penalties in contracts.
	*Certain seasons offer better working conditions to quicken the project.		*Certain seasons offer better working conditions to quicken the project.
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	There are two types of acceleration activities, direct and constructive. Where direct when the project is forced to be finished quicker, or the scope is made greater, and constructive acceleration is when the construction company simply must complete the project on the agreed upon timeline. <ref name=over/>		There are two types of acceleration activities, direct and constructive. Where direct when the project is forced to be finished quicker, or the scope is made greater, and constructive acceleration is when the construction company simply must complete the project on the agreed upon timeline. <ref name=over/>

	[[File:~~Types of Acceleration~~.jpg\|right\|thumb\|x200px\|alt=~~Types of Acceleration~~\|Figure 4: ~~The two types~~ of ~~Acceleration, Direct vs. Constructive~~. Created by William Durant Mangum]]		[[File:Increasing hours worked.jpg\|right\|thumb\|x200px\|alt=Increasing hours worked\|Figure 6: A visual Representation of adding increasing the amount of time worked for current workforce to increase productivity. Created by William Durant Mangum ]]

			One can accelerate activities by improving the productivity of current resources, change the working method/reduce work content, reduce lead time for material delivery, or increase the quantity of productive resources.

	One can accelerate activities by improving the productivity of current resources, change the working method/reduce work content, reduce lead time for material delivery, or increase the quantity of productive resources.


			[[File:Increased workforce.jpg\|none\|thumb\|x200px\|alt=Increased workforce\|Figure 5: A visual Representation of adding new workers to increase productivity. Created by William Durant Mangum]]

	~~[[File:Increased workforce.jpg\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 5: A visual Representation of adding new workers to increase productivity. Created by William Durant Mangum]]~~


	[[File:Increasing hours worked.jpg\|right\|thumb\|x200px\|alt=Increasing hours worked\|Figure 6: A visual Representation of adding increasing the amount of time worked for current workforce to increase productivity. Created by William Durant Mangum ]]

	After these types of measurements are taken, employees, customers, and customers may lose trust. This should be considered in the overall scope of the project and especially with Key stakeholders who may be affected by the acceleration. <ref name=over/>		After these types of measurements are taken, employees, customers, and customers may lose trust. This should be considered in the overall scope of the project and especially with Key stakeholders who may be affected by the acceleration. <ref name=over/>

S190035 at 16:18, 4 March 2019

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	'' </ref>		'' </ref>

	[[File:Succesful Response.jpg\|~~right~~\|thumb\|x200px\|alt=Increased workforce\|Figure 7: The three pillars of successful Response. It offers a perspective on succesful response at different levels of an organization. <ref name=titan/>]]		[[File:Succesful Response.jpg\|none\|thumb\|x200px\|alt=Increased workforce\|Figure 7: The three pillars of successful Response. It offers a perspective on succesful response at different levels of an organization. <ref name=titan/>]]

	<br />		<br />
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	'' </ref>		'' </ref>

	[[File:Internal Exteranal Perspective.jpg\|~~right~~\|thumb\|x200px\|alt=Increased workforce\|Figure 8: Maintaining and internal and external perspective as the crisis happens, before and after. <ref name=jou/>]]		[[File:Internal Exteranal Perspective.jpg\|none\|thumb\|x200px\|alt=Increased workforce\|Figure 8: Maintaining and internal and external perspective as the crisis happens, before and after. <ref name=jou/>]]
	<br />		<br />

S190035 at 16:16, 4 March 2019

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	[[File:Succesful Response.jpg\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 7: The three pillars of successful Response. It offers a perspective on succesful response at different levels of an organization. <ref name=titan/>]]		[[File:Succesful Response.jpg\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 7: The three pillars of successful Response. It offers a perspective on succesful response at different levels of an organization. <ref name=titan/>]]

			<br />

	==Perspective of Crisis==		==Perspective of Crisis==
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	[[File:Internal Exteranal Perspective.jpg\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 8: Maintaining and internal and external perspective as the crisis happens, before and after. <ref name=jou/>]]		[[File:Internal Exteranal Perspective.jpg\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 8: Maintaining and internal and external perspective as the crisis happens, before and after. <ref name=jou/>]]
			<br />

	==Final Discussion==		==Final Discussion==

S190035 at 16:15, 4 March 2019

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	'' </ref>		'' </ref>

	[[File:Succesful Response.jpg\|~~left~~\|thumb\|x200px\|alt=Increased workforce\|Figure 7: The three pillars of successful Response. It offers a perspective on succesful response at different levels of an organization. <ref name=titan/>]]		[[File:Succesful Response.jpg\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 7: The three pillars of successful Response. It offers a perspective on succesful response at different levels of an organization. <ref name=titan/>]]


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	'' </ref>		'' </ref>

	[[File:Internal Exteranal Perspective.jpg\|~~left~~\|thumb\|x200px\|alt=Increased workforce\|Figure 8: Maintaining and internal and external perspective as the crisis happens, before and after. <ref name=jou/>]]		[[File:Internal Exteranal Perspective.jpg\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 8: Maintaining and internal and external perspective as the crisis happens, before and after. <ref name=jou/>]]

S190035 at 16:13, 4 March 2019

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	*Psycho- Terrorism, Copycats, on-site Sabotage/tampering, off-site sabatoge/tampering/sexual harassment, rumors.		*Psycho- Terrorism, Copycats, on-site Sabotage/tampering, off-site sabatoge/tampering/sexual harassment, rumors.

	[[File:Crisis Types.jpg~~\|none~~\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 1: The various types of crises in relation to severity and if it is a technical and economical problem, or a human problem. <ref name = Pears/>]]		[[File:Crisis Types.jpg\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 1: The various types of crises in relation to severity and if it is a technical and economical problem, or a human problem. <ref name = Pears/>]]


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	#Learning		#Learning

	[[File:Phases of Crisis.jpg~~\|none~~\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 2: the 5 phases of crisis. Inspired by ( NN Pearson & Mitroff, 1993)		[[File:Phases of Crisis.jpg\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 2: the 5 phases of crisis. Inspired by ( NN Pearson & Mitroff, 1993)
	<ref name = Pears/>]]		<ref name = Pears/>]]

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	A perspective offered from proactive to reactive is offered by the article “Effective Crisis Management” and outlined in the figure.		A perspective offered from proactive to reactive is offered by the article “Effective Crisis Management” and outlined in the figure.

	[[File:Proactive reactive.jpg~~\|none~~\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 3: The different phases of crisis in relation to proactive or reactive behaviors. Figure inspired by (Mehra & Lon, 1987) <ref name=PMI> ''Mehra, A., & Lon, J. (1987). Effective Crisis Management. Academy of Management, 32(3), 986–990.		[[File:Proactive reactive.jpg\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 3: The different phases of crisis in relation to proactive or reactive behaviors. Figure inspired by (Mehra & Lon, 1987) <ref name=PMI> ''Mehra, A., & Lon, J. (1987). Effective Crisis Management. Academy of Management, 32(3), 986–990.
	'' </ref>]]		'' </ref>]]

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	There are two types of acceleration activities, direct and constructive. Where direct when the project is forced to be finished quicker, or the scope is made greater, and constructive acceleration is when the construction company simply must complete the project on the agreed upon timeline. <ref name=over/>		There are two types of acceleration activities, direct and constructive. Where direct when the project is forced to be finished quicker, or the scope is made greater, and constructive acceleration is when the construction company simply must complete the project on the agreed upon timeline. <ref name=over/>

	[[File:Types of Acceleration.jpg~~\|none~~\|right\|thumb\|x200px\|alt=Types of Acceleration\|Figure 4: The two types of Acceleration, Direct vs. Constructive. Created by William Durant Mangum]]		[[File:Types of Acceleration.jpg\|right\|thumb\|x200px\|alt=Types of Acceleration\|Figure 4: The two types of Acceleration, Direct vs. Constructive. Created by William Durant Mangum]]


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	[[File:Increased workforce.jpg~~\|none~~\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 5: A visual Representation of adding new workers to increase productivity. Created by William Durant Mangum]]		[[File:Increased workforce.jpg\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 5: A visual Representation of adding new workers to increase productivity. Created by William Durant Mangum]]


	[[File:Increasing hours worked.jpg~~\|none~~\|right\|thumb\|x200px\|alt=Increasing hours worked\|Figure 6: A visual Representation of adding increasing the amount of time worked for current workforce to increase productivity. Created by William Durant Mangum ]]		[[File:Increasing hours worked.jpg\|right\|thumb\|x200px\|alt=Increasing hours worked\|Figure 6: A visual Representation of adding increasing the amount of time worked for current workforce to increase productivity. Created by William Durant Mangum ]]

	After these types of measurements are taken, employees, customers, and customers may lose trust. This should be considered in the overall scope of the project and especially with Key stakeholders who may be affected by the acceleration. <ref name=over/>		After these types of measurements are taken, employees, customers, and customers may lose trust. This should be considered in the overall scope of the project and especially with Key stakeholders who may be affected by the acceleration. <ref name=over/>
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	'' </ref>		'' </ref>

	[[File:Succesful Response.jpg~~\|none~~\|left\|thumb\|x200px\|alt=Increased workforce\|Figure 7: The three pillars of successful Response. It offers a perspective on succesful response at different levels of an organization. <ref name=titan/>]]		[[File:Succesful Response.jpg\|left\|thumb\|x200px\|alt=Increased workforce\|Figure 7: The three pillars of successful Response. It offers a perspective on succesful response at different levels of an organization. <ref name=titan/>]]


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	'' </ref>		'' </ref>

	[[File:Internal Exteranal Perspective.jpg~~\|none~~\|left\|thumb\|x200px\|alt=Increased workforce\|Figure 8: Maintaining and internal and external perspective as the crisis happens, before and after. <ref name=jou/>]]		[[File:Internal Exteranal Perspective.jpg\|left\|thumb\|x200px\|alt=Increased workforce\|Figure 8: Maintaining and internal and external perspective as the crisis happens, before and after. <ref name=jou/>]]

S190035 at 16:11, 4 March 2019

2019-03-04T16:11:38Z

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	*Psycho- Terrorism, Copycats, on-site Sabotage/tampering, off-site sabatoge/tampering/sexual harassment, rumors.		*Psycho- Terrorism, Copycats, on-site Sabotage/tampering, off-site sabatoge/tampering/sexual harassment, rumors.

	[[File:Crisis Types.jpg\|none\|~~left~~\|thumb\|x200px\|alt=Increased workforce\|Figure 1: The various types of crises in relation to severity and if it is a technical and economical problem, or a human problem. <ref name = Pears/>]]		[[File:Crisis Types.jpg\|none\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 1: The various types of crises in relation to severity and if it is a technical and economical problem, or a human problem. <ref name = Pears/>]]


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	#Learning		#Learning

	[[File:Phases of Crisis.jpg\|none\|~~left~~\|thumb\|x200px\|alt=Increased workforce\|Figure 2: the 5 phases of crisis. Inspired by ( NN Pearson & Mitroff, 1993)		[[File:Phases of Crisis.jpg\|none\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 2: the 5 phases of crisis. Inspired by ( NN Pearson & Mitroff, 1993)
	<ref name = Pears/>]]		<ref name = Pears/>]]

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	A perspective offered from proactive to reactive is offered by the article “Effective Crisis Management” and outlined in the figure.		A perspective offered from proactive to reactive is offered by the article “Effective Crisis Management” and outlined in the figure.

	[[File:Proactive reactive.jpg\|none\|~~left~~\|thumb\|x200px\|alt=Increased workforce\|Figure 3: The different phases of crisis in relation to proactive or reactive behaviors. Figure inspired by (Mehra & Lon, 1987) <ref name=PMI> ''Mehra, A., & Lon, J. (1987). Effective Crisis Management. Academy of Management, 32(3), 986–990.		[[File:Proactive reactive.jpg\|none\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 3: The different phases of crisis in relation to proactive or reactive behaviors. Figure inspired by (Mehra & Lon, 1987) <ref name=PMI> ''Mehra, A., & Lon, J. (1987). Effective Crisis Management. Academy of Management, 32(3), 986–990.
	'' </ref>]]		'' </ref>]]

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	There are two types of acceleration activities, direct and constructive. Where direct when the project is forced to be finished quicker, or the scope is made greater, and constructive acceleration is when the construction company simply must complete the project on the agreed upon timeline. <ref name=over/>		There are two types of acceleration activities, direct and constructive. Where direct when the project is forced to be finished quicker, or the scope is made greater, and constructive acceleration is when the construction company simply must complete the project on the agreed upon timeline. <ref name=over/>

	[[File:Types of Acceleration.jpg\|none\|thumb\|x200px\|alt=Types of Acceleration\|Figure 4: The two types of Acceleration, Direct vs. Constructive. Created by William Durant Mangum]]		[[File:Types of Acceleration.jpg\|none\|right\|thumb\|x200px\|alt=Types of Acceleration\|Figure 4: The two types of Acceleration, Direct vs. Constructive. Created by William Durant Mangum]]


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	[[File:Increased workforce.jpg\|none\|~~left~~\|thumb\|x200px\|alt=Increased workforce\|Figure 5: A visual Representation of adding new workers to increase productivity. Created by William Durant Mangum]]		[[File:Increased workforce.jpg\|none\|right\|thumb\|x200px\|alt=Increased workforce\|Figure 5: A visual Representation of adding new workers to increase productivity. Created by William Durant Mangum]]