Time Management of Infrastructure Recovery Schedules by Anticipation and Valuation of Disruptions
Publication: ASCE-ASME Journal of Risk and Uncertainty in Engineering Systems, Part A: Civil Engineering
Volume 4, Issue 2
Abstract
A key project management capability is time management, prioritizing activities in time while tracking emergent and future conditions along with the influences of those conditions on project metrics. The research objective of this paper is to introduce a method of updating of importance for project activities as a class of entity. The methodology is based on identification of scenarios with two modes of disruption: shifting preferences related project management objectives, and disruptions of project networks and constituent activities. The findings are that time management and control can be guided by this approach to recognize and address the most and least disruptive scenarios as combinations of emergent and future conditions. The management implications point to allocating managerial resources where most needed. The results are demonstrated in a time-critical example of posthurricane disaster response.
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Acknowledgments
This work was supported in part by National Science Foundation Grant 1541165 “CRISP Type 2: Collaborative Research: Resilience Analytics: A Data-Driven Approach for Enhanced Interdependent Network Resilience.” Additional support for this effort was provided by the Virginia Department of Transportation (VDOT), Commonwealth Center for Advanced Logistics Systems (CCALS), and Volkswagen Group of North America Fellowship.
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Published In
ASCE-ASME Journal of Risk and Uncertainty in Engineering Systems, Part A: Civil Engineering
Volume 4 • Issue 2 • June 2018
Copyright
©2018 American Society of Civil Engineers.
History
Received: Jul 10, 2017
Accepted: Oct 30, 2017
Published online: Mar 8, 2018
Published in print: Jun 1, 2018
Discussion open until: Aug 8, 2018
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