Resilience management - readiness and response - Revision history

S220156: /* What are the key elements of resilience management? - A framework */

2023-05-09T15:18:27Z

What are the key elements of resilience management? - A framework

← Older revision		Revision as of 15:18, 9 May 2023
Line 46:		Line 46:
	'''3. Respond/ Recover''' - Develop and implement appropriate activities to respond to issues that impact the project. This may involve establishing incident response plans, communication protocols, and analysis of issues to determine the root cause and appropriate mitigation strategies. Outcome categories may also include process improvements to prevent similar issues from occurring in the future. Develop and implement appropriate activities to recover from issues that impact product development, launch, and support. This may involve establishing business continuity plans to ensure that the core activity of the organisation can continue in the event of an issue or disruption, as well as developing resilience plans to minimize the impact of potential risks.		'''3. Respond/ Recover''' - Develop and implement appropriate activities to respond to issues that impact the project. This may involve establishing incident response plans, communication protocols, and analysis of issues to determine the root cause and appropriate mitigation strategies. Outcome categories may also include process improvements to prevent similar issues from occurring in the future. Develop and implement appropriate activities to recover from issues that impact product development, launch, and support. This may involve establishing business continuity plans to ensure that the core activity of the organisation can continue in the event of an issue or disruption, as well as developing resilience plans to minimize the impact of potential risks.

	'''4. Improve''' - Outcome categories also include process improvements to enhance the resilience and recovery capabilities of management processes. Due to this iterative process, the organisation is able to reduce their vulnerability over time. Additionally, it is crucial to measure the resilience within the organisation ~~or project~~.		'''4. Improve''' - Outcome categories also include process improvements to enhance the resilience and recovery capabilities of management processes. Due to this iterative process, the organisation is able to reduce their vulnerability over time. Additionally, it is crucial to measure the resilience within the organisation.

	=== Historical perspective ===		=== Historical perspective ===

S220156: /* What are the key elements of resilience management? - A framework */

2023-05-09T15:18:08Z

What are the key elements of resilience management? - A framework

← Older revision		Revision as of 15:18, 9 May 2023
Line 46:		Line 46:
	'''3. Respond/ Recover''' - Develop and implement appropriate activities to respond to issues that impact the project. This may involve establishing incident response plans, communication protocols, and analysis of issues to determine the root cause and appropriate mitigation strategies. Outcome categories may also include process improvements to prevent similar issues from occurring in the future. Develop and implement appropriate activities to recover from issues that impact product development, launch, and support. This may involve establishing business continuity plans to ensure that the core activity of the organisation can continue in the event of an issue or disruption, as well as developing resilience plans to minimize the impact of potential risks.		'''3. Respond/ Recover''' - Develop and implement appropriate activities to respond to issues that impact the project. This may involve establishing incident response plans, communication protocols, and analysis of issues to determine the root cause and appropriate mitigation strategies. Outcome categories may also include process improvements to prevent similar issues from occurring in the future. Develop and implement appropriate activities to recover from issues that impact product development, launch, and support. This may involve establishing business continuity plans to ensure that the core activity of the organisation can continue in the event of an issue or disruption, as well as developing resilience plans to minimize the impact of potential risks.

	'''4. Improve''' - Outcome categories also include process improvements to enhance the resilience and recovery capabilities of management processes. Due to this iterative process, the organisation is able to reduce their vulnerability over time.		'''4. Improve''' - Outcome categories also include process improvements to enhance the resilience and recovery capabilities of management processes. Due to this iterative process, the organisation is able to reduce their vulnerability over time. Additionally, it is crucial to measure the resilience within the organisation or project.

	=== Historical perspective ===		=== Historical perspective ===

S220156: /* What are the key elements of resilience management? */

2023-05-09T15:16:19Z

What are the key elements of resilience management?

← Older revision		Revision as of 15:16, 9 May 2023
Line 33:		Line 33:
	On the other hand we have the complementary concept. Here, risk analysis appears as a crucial part of resilience management which is used to exploit the risk analysis by the identification of threats and stress factors. Organisations can withstand certain types of stress factors better than other types of stressors. Thus, the complementary concept promotes the integration of risk analysis as part of resilience and therefore, resilience cannot function without risk analysis.<ref>Ran Bhamra, Samir Dani & Kevin Burnard (2011) Resilience: the concept, a literature review and future directions, International Journal of Production Research, 49:18, 5375-5393, DOI: 10.1080/00207543.2011.563826 .</ref>		On the other hand we have the complementary concept. Here, risk analysis appears as a crucial part of resilience management which is used to exploit the risk analysis by the identification of threats and stress factors. Organisations can withstand certain types of stress factors better than other types of stressors. Thus, the complementary concept promotes the integration of risk analysis as part of resilience and therefore, resilience cannot function without risk analysis.<ref>Ran Bhamra, Samir Dani & Kevin Burnard (2011) Resilience: the concept, a literature review and future directions, International Journal of Production Research, 49:18, 5375-5393, DOI: 10.1080/00207543.2011.563826 .</ref>

	==== What are the key elements of resilience management? ====		==== What are the key elements of resilience management? - A framework ====

	Resilience management is an approach that helps organizations prepare for and adapt to disruptions, whether they are caused by internal or external factors. This approach applies to project, program, and portfolio management in order to mitigate risks and ensure successful delivery. <ref>El-Tawil, S., & Svetinovic, D. (2014). Resilience management in networked infrastructure systems. In Resilience engineering in practice (pp. 109-126). Ashgate Publishing.</ref>		Resilience management is an approach that helps organizations prepare for and adapt to disruptions, whether they are caused by internal or external factors. This approach applies to project, program, and portfolio management in order to mitigate risks and ensure successful delivery. <ref>El-Tawil, S., & Svetinovic, D. (2014). Resilience management in networked infrastructure systems. In Resilience engineering in practice (pp. 109-126). Ashgate Publishing.</ref>

S220156: /* Main Causes */

2023-05-09T15:12:44Z

Main Causes

← Older revision		Revision as of 15:12, 9 May 2023
Line 67:		Line 67:
	In this paragraph the case of the Deepwater Horizon incident in the year 2010 is used to do an analysis regarding resilience management and to identify the root cause which led to the catastrophe. In the end of that section, measures will be listed which could have been used to prevent the incident by applying the previous mentioned framework.		In this paragraph the case of the Deepwater Horizon incident in the year 2010 is used to do an analysis regarding resilience management and to identify the root cause which led to the catastrophe. In the end of that section, measures will be listed which could have been used to prevent the incident by applying the previous mentioned framework.

	====Main ~~Causes~~====		====Main causes====

	First of all it should be mentioned that special technical expertise is required for deepwater drilling for oil and gas since it is a highly complex and technological endeavour. The Deepwater Horizon oil spill was a catastrophic oil spill that occurred on April 20, 2010, in the Gulf of Mexico. The spill was caused by an explosion and fire on the Deepwater Horizon oil rig, which was owned by Transocean and leased by BP. The explosion killed 11 people and injured 17 others, and it resulted in the largest marine oil spill in history.		First of all it should be mentioned that special technical expertise is required for deepwater drilling for oil and gas since it is a highly complex and technological endeavour. The Deepwater Horizon oil spill was a catastrophic oil spill that occurred on April 20, 2010, in the Gulf of Mexico. The spill was caused by an explosion and fire on the Deepwater Horizon oil rig, which was owned by Transocean and leased by BP. The explosion killed 11 people and injured 17 others, and it resulted in the largest marine oil spill in history.

S220156: /* Annotated Bibliography */

2023-05-09T15:06:29Z

Annotated Bibliography

← Older revision		Revision as of 15:06, 9 May 2023
Line 122:		Line 122:
	==Annotated Bibliography==		==Annotated Bibliography==

	<b>"A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"</b> - Fundamental resource about ~~the topic of project management~~.		<b>"A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"</b> - Fundamental resource about commonly used models e.g. framework, methods and artifacts.

	<b>"Project Management Institute, Inc. (PMI). (2019). Standard for Risk Management in Portfolios, Programs, and Projects"</b> - Resource about the definition of risk and the fundamentals about risk management and assessment.		<b>"Project Management Institute, Inc. (PMI). (2019). Standard for Risk Management in Portfolios, Programs, and Projects"</b> - Resource about the definition of risk and the fundamentals about risk management and assessment.

	<b>"Program Management: "Managing Successful Programmes“ (2011 Edition)"</b> - Key elements of risk and issues management on the strategic, programme and project level.		<b>"Program Management: "Managing Successful Programmes“ (2011 Edition)"</b> - Key elements of risk and issues management on the strategic, programme and project level.

S220156: /* What are the key elements of resilience management? */

2023-05-09T14:53:27Z

What are the key elements of resilience management?

← Older revision		Revision as of 14:53, 9 May 2023
Line 39:		Line 39:


	[[File:Resilience_Lifecycle.png‎\|thumb\|~~230px~~\| Resilience life cycle]]		[[File:Resilience_Lifecycle.png‎\|thumb\|200px\| Resilience life cycle]]
	'''1. Identify''' - Develop an understanding of the project management process and the potential risks and challenges that may impact the project success. This involves identifying critical resources, people, and capabilities needed to manage projects effectively. Outcome categories may include project analysis, market research, stakeholder engagement, risk assessment, and strategic planning.		'''1. Identify''' - Develop an understanding of the project management process and the potential risks and challenges that may impact the project success. This involves identifying critical resources, people, and capabilities needed to manage projects effectively. Outcome categories may include project analysis, market research, stakeholder engagement, risk assessment, and strategic planning.

S220156: /* Annotated Bibliography */

2023-05-09T14:36:35Z

Annotated Bibliography

← Older revision		Revision as of 14:36, 9 May 2023
Line 126:		Line 126:
	<b>"Project Management Institute, Inc. (PMI). (2019). Standard for Risk Management in Portfolios, Programs, and Projects"</b> - Resource about the definition of risk and the fundamentals about risk management and assessment.		<b>"Project Management Institute, Inc. (PMI). (2019). Standard for Risk Management in Portfolios, Programs, and Projects"</b> - Resource about the definition of risk and the fundamentals about risk management and assessment.

	<b>"Program Management: "Managing Successful Programmes“ (2011 Edition)"</b> - Key elements of risk and issues management on the strategic, ~~program~~ and ~~product~~ level.		<b>"Program Management: "Managing Successful Programmes“ (2011 Edition)"</b> - Key elements of risk and issues management on the strategic, programme and project level.

S220156: /* Annotated Bibliography */

2023-05-09T14:35:49Z

Annotated Bibliography

← Older revision		Revision as of 14:35, 9 May 2023
Line 125:		Line 125:

	<b>"Project Management Institute, Inc. (PMI). (2019). Standard for Risk Management in Portfolios, Programs, and Projects"</b> - Resource about the definition of risk and the fundamentals about risk management and assessment.		<b>"Project Management Institute, Inc. (PMI). (2019). Standard for Risk Management in Portfolios, Programs, and Projects"</b> - Resource about the definition of risk and the fundamentals about risk management and assessment.

			<b>"Program Management: "Managing Successful Programmes“ (2011 Edition)"</b> - Key elements of risk and issues management on the strategic, program and product level.

S220156: /* Annotated Bibliography */

2023-05-09T14:25:51Z

Annotated Bibliography

← Older revision		Revision as of 14:25, 9 May 2023
Line 124:		Line 124:
	<b>"A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"</b> - Fundamental resource about the topic of project management.		<b>"A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"</b> - Fundamental resource about the topic of project management.

	<b>Project Management Institute, Inc. (PMI). (2019). Standard for Risk Management in Portfolios, Programs, and Projects</b> - Resource about the definition of risk and the fundamentals about risk management and assessment.		<b>"Project Management Institute, Inc. (PMI). (2019). Standard for Risk Management in Portfolios, Programs, and Projects"</b> - Resource about the definition of risk and the fundamentals about risk management and assessment.

S220156: /* Limiting factors */

2023-05-09T14:23:22Z

Limiting factors

← Older revision		Revision as of 14:23, 9 May 2023
Line 110:		Line 110:
	'''1. Complexity of products:''' As highlighted in the case study of the Deepwater Horizon accident, the general operation on the deep water thrilling is a complex endeavor. As products or services become more complex, it becomes increasingly difficult to anticipate all possible risks and plan for them and additionally apply resilience management.		'''1. Complexity of products:''' As highlighted in the case study of the Deepwater Horizon accident, the general operation on the deep water thrilling is a complex endeavor. As products or services become more complex, it becomes increasingly difficult to anticipate all possible risks and plan for them and additionally apply resilience management.

	'''2. Limited resources:''' Resilience management requires additional resources such as time, money, and human resources. E.g. the development of risk consciousness among an organization or within a program or project can only be achieved by using more time and effort to educate all the responsible. ~~However,~~ product management teams ~~may have limited resources available, which~~ can ~~hinder their ability~~ to effectively plan for and manage risk but also establish a proper resilience management culture.		'''2. Limited resources:''' Resilience management requires additional resources such as time, money, and human resources. E.g. the development of risk consciousness among an organization or within a program or project can only be achieved by using more time and effort to educate all the responsible. Due to the limit of resources the ability of product management teams can be hindered to effectively plan for and manage risk but also establish a proper resilience management culture.

	'''3. Flow of information''': In some cases, product management teams may not have access to all the information needed to effectively manage risks. This can be due to limited data availability or a lack of communication between different departments within an organization, which is also emphasized by the case study of BP - Deepwater Horizon since the key decision-makers did not know in which bad condition some of their systems were. Thus, no preventive investigations or actions followed.		'''3. Flow of information''': In some cases, product management teams may not have access to all the information needed to effectively manage risks. This can be due to limited data availability or a lack of communication between different departments within an organization, which is also emphasized by the case study of BP - Deepwater Horizon since the key decision-makers did not know in which bad condition some of their systems were. Thus, no preventive investigations or actions followed.