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Record Nr. |
UNINA9910806108903321 |
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Autore |
Wearne S. H. |
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Titolo |
Managing the urgent and unexpected : twelve project cases and a commentary / / Stephen Wearne and Keith White-Hunt |
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Pubbl/distr/stampa |
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Surrey, England ; ; Burlington, Vermont : , : Gower, , 2014 |
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©2014 |
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ISBN |
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1-315-59367-X |
1-317-10132-4 |
1-317-10131-6 |
1-4724-4251-2 |
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Descrizione fisica |
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1 online resource (221 p.) |
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Collana |
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Advances in Project Management |
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Disciplina |
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Soggetti |
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Construction projects - Management |
Emergency management |
Public works - Management |
Project management |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di bibliografia |
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Includes bibliographical references and index. |
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Nota di contenuto |
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Cover; Contents; List of Figures; List of Tables; Preface; Acknowledgements; I Narrative; 1 You Get a Start!; 2 Urgent?; 3 Unexpected?; 4 Project Starts; 5 Project Implementation; II Analysis; 6 What's Different?; 7 Lessons; III Future Needs; 8 And Now?; Appendix 1: Case Summaries; 1.1 New TV Business, Freeview, UK, 2002; 1.2 Temporary Rail Station, Workington, 2009; 1.3 Thames Bank Raising, London, 1971; 1.4 Flood Diversion Scheme, Chichester, 2000; 1.5 Ouse Banks Heightening, Selby and Barlby, Yorkshire, 2000; 1.6 Motorway Viaduct Propping, North London, 2011 |
1.7 Embankment Stabilization, Heck, Yorkshire, 2000-20011.8 Remote Bridge Repair, Arnhem Highway, Northern Australia, 1998; 1.9 Temporary Power Line, Auckland Central Business District, 1998; 1.10 Aire Banks Repair, Gowdall, Yorkshire, 2000; 1.11 Reinstatement of Railway, Great Heck, Yorkshire, 2001; 1.12 9/11 Pile Sift, Make Safe and Remove Operations, World Trade Center, New York, 2001-2002; Appendix 2: References to Publications on Other Cases; References; |
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Sommario/riassunto |
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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 lessons offered here will help private and public organizations |
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