LEADER 03944nam 2200757 450 001 9910465505603321 005 20200520144314.0 010 $a1-317-10132-4 010 $a1-317-10131-6 010 $a1-4724-4251-2 035 $a(CKB)3710000000225048 035 $a(EBL)1774203 035 $a(OCoLC)889675809 035 $a(SSID)ssj0001334706 035 $a(PQKBManifestationID)11747406 035 $a(PQKBTitleCode)TC0001334706 035 $a(PQKBWorkID)11271419 035 $a(PQKB)11513901 035 $a(MiAaPQ)EBC1774203 035 $a(MiAaPQ)EBC5294155 035 $a(Au-PeEL)EBL1774203 035 $a(CaPaEBR)ebr10957060 035 $a(CaONFJC)MIL922488 035 $a(OCoLC)896598519 035 $a(Au-PeEL)EBL5294155 035 $a(CaONFJC)MIL674647 035 $a(OCoLC)990592654 035 $a(EXLCZ)993710000000225048 100 $a20141030h20142014 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aManaging the urgent and unexpected $etwelve project cases and a commentary /$fStephen Wearne and Keith White-Hunt 210 1$aSurrey, England ;$aBurlington, Vermont :$cGower,$d2014. 210 4$dİ2014 215 $a1 online resource (221 p.) 225 1 $aAdvances in Project Management 300 $aDescription based upon print version of record. 311 $a1-322-43365-8 311 $a1-4724-4250-4 320 $aIncludes bibliographical references and index. 327 $aCover; 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 327 $a1.7 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; Index 330 $aSometimes unanticipated threats or opportunities create a situation in which work is required unexpectedly. On these occasions, such urgent and unexpected work demands an instant start, in contrast to the often lengthy processes of investigation, evaluation, development, selection and planning normal in businesses and public services before the start of a project. Managing the Urgent and Unexpected explores what is different managerially if work is unexpected, its implementation is urgent and an immediate start it is required. The lessons offered here will help private and public organizations 410 0$aAdvances in project management. 606 $aConstruction projects$xManagement$vCase studies 606 $aEmergency management$vCase studies 606 $aPublic works$xManagement$vCase studies 606 $aProject management$vCase studies 608 $aElectronic books. 615 0$aConstruction projects$xManagement 615 0$aEmergency management 615 0$aPublic works$xManagement 615 0$aProject management 676 $a624.068/4 700 $aWearne$b S. H.$0921776 702 $aWhite-Hunt$b Keith 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910465505603321 996 $aManaging the urgent and unexpected$92068059 997 $aUNINA