Please use this identifier to cite or link to this item: https://scholarbank.nus.edu.sg/handle/10635/220177
Title: EARTHQUAKE PROJECT MANAGEMENT : LESSONS FROM SICHUAN EARTHQUAKE
Authors: ZHANG LAN
Keywords: Building
Project and Facilities Management
Tan Chee Keong, Willie
2008/2009 PFM
Issue Date: 20-Oct-2009
Citation: ZHANG LAN (2009-10-20T06:52:30Z). EARTHQUAKE PROJECT MANAGEMENT : LESSONS FROM SICHUAN EARTHQUAKE. ScholarBank@NUS Repository.
Abstract: In 2008, the Sichuan earthquake caught global attention. China, which has about one half of its population living in earthquake-prone areas, suffered the worst earthquake since its political independence. This raises the issue of effective project management in managing earthquakes. The objectives of this research are to study the project management in managing rescue and relief project of Sichuan earthquake, to analyze the strengths and weaknesses of project management methodologies used, and lastly to recommend ways to improve the project management practices in managing future earthquakes. Arising from the literature review, the hypothesis of this research is the three key problems require close attention for effective management of earthquakes. They are leadership, coordination and resources. The research design is based on a case study of the Sichuan earthquake. The study hopes to identify problems with earthquake project management in the Chinese context. Data is collected from publications, journals, reference books and websites, newspaper articles, professional reports, magazines and periodicals. The main finding of this research is that there are strengths and weaknesses of standard PM methodologies in managing Sichuan earthquake. The good practices in managing earthquakes are the strong leadership skills in dealing with earthquake, the project initiation document which helps to clearly define the project, the work breakdown structure (WBS) which decomposes the total work scope of the project into detailed sub work elements, and the organization structure which provides a description of roles and responsibilities of working teams. However, the detailed planning and inflexibility of the scope and requirements to deal with changes in standard PM are the problematic areas. vii The implication of the study is that the standard PM methodologies alone are not adequate to manage earthquake effectively. There is a need to come out with new methods such as the integration of both the standard and agile PM methodologies to overcome its weaknesses. The limitations of the study include a single-case study which may not be comprehensive enough to make any representative conclusions for all the earthquakes, and there are other factors affecting the effectiveness of earthquake management besides the PM methodologies.
URI: https://scholarbank.nus.edu.sg/handle/10635/220177
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