Project Management Methodology for Post Disaster Rebuild a volunteer effort by PMI to shorten and decrease suffering after natural or man-made disasters 23 November 2006 PMMPDR 1
Project Management Methodology for Post Disaster Rebuild Done • Project Management Methodology for Post Disaster Rebuild day, Sample • One –NGOcase scenario-based course for –Relief Agency –Government trainers • Introduces Project Management (PM) to new practitioners in Crisis/Disaster Rebuild situations On. Going • 24/7 access to methodology, tools and training support materials • Follow-up support available locally through PMI in 150 countries. Feedback is appreciated. It will drive future updates to the methodology and training courses • Search for 150. 000 trainers in 150 countries S. 1. 1. 1. a 2
Project Management Methodology for Post Disaster Rebuild os ha C 23 November 2006 PMMPDR 3
Project Management Methodology for Post Disaster Rebuild Local Power Organization Army Government ? Not 2 But 1000’s 23 November 2006 PMMPDR 4
Project Management Methodology for Post Disaster Rebuild Assessment Prioritization Mobilization Rebuild Transfer De. Mobilize Infrastructure Coordination Human Services s n tio i Culture and Heritage Services ial c Economy nd o C pe S Citizen and Relief Worker Safety Prepare for Transfer 23 November 2006 PMMPDR 5
Why ? Situation: You are one of several senior executives of an newly formed NGO. You are traveling in Southeast Asia for a conference in Dec 2004, and while there the Tsunami hits. Your small team had been asked to “take charge” and “get things underway. ” Task: As a team, assemble the following collection of tasks into a logical order by day using whatever means you feel appropriate. The end-product should see all the tasks arranged over a series of days. Total Exercise Time: 10 minutes plus discussion Before starting: Please take a couple of minutes to read the tasks. When ready to start the exercise please inform the facilitator. Consideration: What constraints might your team face in the field? (time – 1 minute equals 1 day, max. of three tasks per day, no going backwards!) Observers: Please make notes on how each team manages the process and be prepared to share your observations 23 November 2006 © Peter R. Classen, PA Consulting Group PMMPDR 6
Why ? establish vehicle fleet finalize scope of work establish premises establish vehicle fleet check cash flow connect financial system to financial services arrange security for staff finalize project sites rollout project STOP obtain import clearances/waivers finalize HR requirements build online supply chain arrange security for supply chain conduct in-country training establish communication system 23 November 2006 check revenue forecast obtain signed letter of cooperation obtain permits/clearances arrange security for project sites recruit local staff conduct in-country briefing establish financial system online PMMPDR 9 10 7 8 5 6 3 4 1 2 7
Why ? Basic Resources check revenue forecast check cash flow Legal Access & Raison d’être obtain signed letter of cooperation obtain permits/clearances obtain import clearances/waivers Physical Access finalize scope of work finalize project sites finalize HR requirements NGO field functionality establish premises establish communication system establish vehicle fleet establish financial system online connect financial system to financial services recruit local staff 23 November 2006 build online supply chain arrange security for staff arrange security for project sites arrange security for supply chain Roll-out conduct in-country briefing conduct in-country training rollout project There is a logical sequence of major aspects but not at the detail level… What else? PMMPDR 8
Why ? Observations “Desire to change the rules” “This is not helpful to me” “Unfair to have time constrains” “Some tasks aren’t important” “Agreement on what tasks are what” “That’s not the sequence we use” “Lack of a guiding policy” “You cannot order it that way!” The Point: Disasters are unfair, confusing, unpredictable, and complex What did you need first in order to be successful? Agreement on how decisions would be made… Strict line of authority… Knowledge of how to run such Projects in the field and on the fly… Experience… The Point: Boy Scouts were right, Being prepared helps the most Failing that: Focus on the practical, leave Theory in the suitcase 23 November 2006 PMMPDR 9
Project Management Methodology for Post Disaster Rebuild Guiding Principle 1: There is a logical order of the main lifecycle components sequences but no specific sequence at the sub-process level. Guiding Principle 2: In order for our Methodology to work, AT FIRST GLANCE the contents and order MUST look relevant and “acceptable” to the End-User’s specific situation Guiding Principle 3: PRESSURE to make decision and pressure to “get it right” is real. The PMI Methodology must understand the audience will be anxious, unfocused, intolerant of theory, focused on “what’s going to help me right NOW”, are fearful of adopting something that is not obviously beneficial Guiding Principle 4: BUY-IN begins with the Table of Contents – it must be flexible enough that all audiences perceive an ATTENTION to their NEEDS. In this area, the NEEDS of the END USERS must comes first. 23 November 2006 PMMPDR 10
Luc Wijns is a project manager with Ordina – Iterum Services NV. Ordina is a 4500 person, Netherlands and Belgium-based Consulting firm specialized in the delivery of IT solutions. Prior to Ordina – Iterum Services, he was acting as a project, project portfolio and program manager for over 20 years within consulting firms and large companies. He was also responsible for business continuity management for Belgacom’s end-to-end supply chain. Additionally, Luc volunteered for a multitude of community service oriented projects like the implementation of a quality handbook in institutions for people with a mental handicap, the development and implementation of a project management methodology for post-disaster rebuild and the development for a general disaster management framework. E-mail : luc. wijns@skynet. be 23 November 2006 PMMPDR 11
Project Management Methodology for Post Disaster Rebuild Background Material 23 November 2006 PMMPDR 12
Human Services • • • Shelter, Housing Clothing Food, Water Triage Centres First Aid Field Hospitals Medical Logistics Avoid Epidemics Psychological Care Identification Issues 23 November 2006 • Decontamination – Biological – Chemical – Nuclear • Information to Relatives • Disposal of Dead • Identification of Dead • Ceremonies for Dead • Schools • Cultural & Religious Differences • … PMMPDR 13
Citizen & Relief Worker Safety • Define Criteria • Physical Integrity of Structures • Safe Access to Places and Facilities • Administration of Justice • Police Services • Courts, Jails ? • Fire Services • Detect & Neutralize Dangerous Substances • Decontamination – Biological – Chemical – Nuclear • Animal & Plant Disease Response • Evacuation (1) • Weather Forecast (1) • … (1) : Changing wind, … may severely impact safety conditions 23 November 2006 PMMPDR 14
Infrastructure • Transport over • Repair & Rebuild – Land – Sea – Air – – – – • Distribution Network • Damage Assessment • Debris Removal Water Supply Sewage Electricity Supply Gas Supply Communication Public Facilities Private Property … • … 23 November 2006 PMMPDR 15
Culture & Heritage Services • • • Archives Libraries Museums Monuments Built Heritage Structures Land Registries 23 November 2006 • Companies Registries • Civil & Population Registries • Natural Heritage Sites and Features • Education • … PMMPDR 16
Economy • • • Analyze Activities that Generate Income Prioritize Organize / Stabilize Distribution Network Organize / Stabilize Services Network Provide Physical Means to Restart … 23 November 2006 PMMPDR 17
Some Considerations • Relief Worker Safety • Special Programs like • Huge inflow of volunteers – – – “Food for Work” –. . . • Stress changes behaviour • Team Size Organizations Individuals (trained or not) Post-traumatic stress Keep the good ones • Involve locals – All population groups, incl. the vulnerable ones – Language Barriers – Cultural Differences – All relevant knowledge must be there or at least accessible – Oversized = not effective – Single line of command • Efficiency in the field should prevail over HQ efficiency • Proposed standards do not overrule applicable law • Conflict is part of the standard 23 November 2006 PMMPDR 18
Activity : Simulation to reach a common appreciation of the Disaster Response / Reconstruction environment. Peter R. Classen Peter Classen is a senior executive with PA Consulting – a 3, 000 person, 35 -country Strategic Management Consulting firm based in the UK. He brings fifteen years experience directing strategic initiatives in government, industry and humanitarian relief. Prior to PA, Mr. Classen was a Senior Vice President at Columbus. Newport, where he headed the firm’s strategic business services practice. Over the past decade he has held senior management roles in both operational and consultative settings; most notably serving as the COO of the largest professional service firm in Russia, with 1, 600 staff and offices in 72 cities. His expertise is in the design and implementation of complex corporate, humanitarian and governmental initiatives. He has worked in more than fifty countries and has headed commercial, governmental, and humanitarian initiatives totaling more than $5 billion US. He holds an MBA from Georgetown University and BA (Hons) in Politics and Economics from the University of King’s College. 23 November 2006 PMMPDR 19
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