03944nam 2200757 450 991046550560332120200520144314.01-317-10132-41-317-10131-61-4724-4251-2(CKB)3710000000225048(EBL)1774203(OCoLC)889675809(SSID)ssj0001334706(PQKBManifestationID)11747406(PQKBTitleCode)TC0001334706(PQKBWorkID)11271419(PQKB)11513901(MiAaPQ)EBC1774203(MiAaPQ)EBC5294155(Au-PeEL)EBL1774203(CaPaEBR)ebr10957060(CaONFJC)MIL922488(OCoLC)896598519(Au-PeEL)EBL5294155(CaONFJC)MIL674647(OCoLC)990592654(EXLCZ)99371000000022504820141030h20142014 uy 0engur|n|---|||||txtccrManaging the urgent and unexpected twelve project cases and a commentary /Stephen Wearne and Keith White-HuntSurrey, England ;Burlington, Vermont :Gower,2014.©20141 online resource (221 p.)Advances in Project ManagementDescription based upon print version of record.1-322-43365-8 1-4724-4250-4 Includes bibliographical references and index.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, 20111.7 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; IndexSometimes 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 organizationsAdvances in project management.Construction projectsManagementCase studiesEmergency managementCase studiesPublic worksManagementCase studiesProject managementCase studiesElectronic books.Construction projectsManagementEmergency managementPublic worksManagementProject management624.068/4Wearne S. H.921776White-Hunt KeithMiAaPQMiAaPQMiAaPQBOOK9910465505603321Managing the urgent and unexpected2068059UNINA