Shows preventing crises on construction projects and, turning them into an advantage. This work provides lessons drawn from high-risk industries. It helps readers examine others' experiences and gain insight into their behavior during a real-life crisis. It includes topics like Planning for Crises and Lessons for Crisis Managers.
The only step-by-step guide to crisis management for the design andconstruction industry Accidents, lawsuits, labor walkouts . . . A crisis can come out ofnowhere to strike even the most responsible and safety-consciousdesign and construction companies. The good news is that when badthings happen, there are ways to navigate successfully through thetough times to get your company back on track and back in businessas soon as possible. The secret is to be prepared--and this bookshows you how. Written by one of the best-known experts in the field. Crisis Management gives you the detailed practical knowledge,tools, and techniques you need to get ready for virtually anycrisis situation--before it happens. With proven procedures, forms,and checklists to guide you through every step of the process, ithelps you to: * Anticipate, identify, and prevent potential crises whenpossible * Assemble and manage a quick-response crisis managementteamDevelop a comprehensive crisis management plan * Understand and use media communications effectively * Establish and cultivate good media relationships * No matter what area of design or construction you work in, Crisis Management will make a vital contribution to the overallhealth and survival of your business--because when it comes to theunexpected, preparation really is everything.
This book addresses an increasingly important area in the construction industry. Case studies are used extensively to illustrate important points and refer to current successful safety management techniques.
This book provides an understanding of Business Continuity Management (BCM) implementation for local/international construction operations, with a primary focus on Indonesian construction firms as an illustrative example. It reviews the whole spectrum of work relating to organizational culture (OC) and the institutional framework (IF) as one of the key ways for companies to evaluate and implement BCM in construction operations. Once readers have acquired a sound understanding of BCM, OC and IF linkages in construction firms, the lessons learned can be extended to other companies. This is facilitated through a systematic assessment framework presented in the book using a Knowledge Based Decision Support System (BCM-KBDSS), which allows these companies to evaluate their current status quo with respect to BCM, OC and IF, and then make informed decisions on how and to what extent BCM should be implemented in their operations. As such, the book offers a unique blend of theory and practice, ensuring readers gain a far better understanding of BCM implementation in the construction industry.
Project managers in construction and civil engineering need to base their decisions on realistic information about risk and public perceptions of risk. This second edition of the original practical and straightforward text retains the easy-to-read format, but has been expanded to encompass the entire risk management process and to give a fuller presentation of how risk is generally perceived. Two new chapters cover risk identification and risk response, and the chapters on risk analysis have been completely reorganized. There is also greater emphasis on the theory behind the principles, and an expanded bibliography is given to guide an exploration of the subject in greater detail. The book demystifies risk management by presenting the subject in simple and practical terms, free of technical jargon, and case studies are used extensively to enliven the text and to illustrate the concepts discussed.
This work explains the principles and theories of project management and how and when the different project management techniques can be applied. Based on the author's own experience and knowledge, this text has been endorsed by the Association for Project Management.
Crisis and Disaster Management for Sport is the first book to introduce key concepts and best practice in crisis and disaster management in sport and international sports events. The book draws from multiple disciplines to provide insight into the issues and challenges involved in planning for, and managing, crises and disasters in the context of sport. With an initial focus on sports event and venue resilience, the book also explores social, community and individual resilience within sport and examines concepts and issues such as fandom, risk perception, crowd control and management, crisis communication and reputational risk and the growing challenges posed by climate change. The book includes real-world case studies as well as disaster management-related simulation and scenario-building exercises and looks ahead to what might be the most significant threats in future to the safe and sustainable management of sport. With the devastating impacts of COVID-19 illustrating the central importance of resilience and proper preparation for crises and disasters, this book is an essential read for all researchers, students, practitioners and policy-makers working in sport, tourism, entertainment, leisure and critical event studies.
This book explores the differences in cultural attributes and management factors to enable managers working for Japanese contractors to reduce misunderstandings and misinterpretations when communicating with project team members from different cultural backgrounds. It focuses on Japanese contractors operating in Singapore, since the Singapore construction industry has, for many years, been one of the largest overseas construction markets for the top-5 Japanese contractors. Using Hofstede’s national cultural framework for the cultural studies in construction project management, it reveals various real-world management practices and discusses national cultural differences relating to managers working for Japanese contractors in Singapore as well as the communication weaknesses of current management practices and styles. The results presented provide useful lessons for Japanese contractors operating in Singapore, as well as other parts of the world, to bridge cultural and communication gaps.
The audience for this book in the United States alone is well over half a million: construction managers (389,000), architects (113,000), engineers (228,000), and urban planners (32,000)
Complex projects are often the most high-profile projects within an organization. How can early warning signs be identified and acted upon, so that problems are avoided and projects are successful in delivering the expected value for their owners and other stakeholders? What signals should we look for? Looking for early warning signs takes more than a keen eye. Collaborating with the Norwegian University of Science and Technology in Trondheim and the University of Southampton in the United Kingdom, Ole Jonny Klakegg, Terry Williams, Derek Walker, Bj&ørn Andersen, and Ole Morten Magnussen have expanded on their research of governance frameworks and guidelines as well as provided interviews with experts and case studies from Australia, Norway, and the United Kingdom. This international report identifies early warning signs in highly complex projects and offers tips on how to combat them.
