Resilience and projects: An interdisciplinary crossroad

Naderpajouh, Nader; Matinheikki, Juri; Keeys, Lynn A.; Aldrich, Daniel P.; Linkov, Igor

doi:10.1016/j.plas.2020.100001

Cited by 52 publications

(41 citation statements)

References 88 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In this environment, one of the most important aspects of project management is uncertainty, which means dealing with problems where possible events are known without predetermined probability (Mensah et al 2021 ) which can significantly challenge project objectives and cause many disturbances (Torabi Yeganeh and Zegordi 2020 ). Same as before, this special case of the COVID-19 pandemic is also one of the most recent examples of a disaster directly affecting the resilience of projects and operations performance globally (Naderpajouh et al 2020a , b ). However, the disaster management process (i.e.…”

Section: Introductionmentioning

confidence: 84%

“…Ivanov 2020 ), and others mainly focused on supply chain resiliency challenges (e.g. Naderpajouh et al 2020a , b ). However, the current article considers both issues including project management and supply chain resiliency issues in the proposed model and approach.…”

Section: Discussionmentioning

confidence: 99%

“…Researchers interest in blending the resilience concept and projects has been revealed recently. Main PM concepts of risk and uncertainty have been studied in prior research aiming to discover the dimensions and role of risk and resilience (Naderpajouh et al 2020a , b ). In recent literature, Nachbagauer and Schirl-Boeck ( 2019 ) studied system theory and resilience in the context of megaprojects.…”

Section: Literature Reviewmentioning

confidence: 99%

“…In the same sense, Einabadi et al ( 2019 ) applied a fuzzy-DEA approach to analyze PM performance regarding resilience engineering and HSE factors. A lightly more specialized batch of research targets innovative (Oeij et al 2017 ; Todt et al 2019 ) and exploratory projects (Wied et al 2020 ), aiming to discriminate flexible and creative organizing approaches (Naderpajouh et al 2020a , b ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Resilience helps systems to get through disruption times and assure that they return to a stable condition at the post-disaster stage (Mehrjerdi and Shafiee 2021 ). In the same sense, academic researchers have shown interest in terms of resilience in projects, aiming to perceive the ability of different systems involving in projects to adequately perform in times of unpredictable imposed changes (Naderpajouh et al 2020a , b ). Project management practices desire to assure that the project can meet allocated time and budget.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

A scenario-based robust time–cost tradeoff model to handle the effect of COVID-19 on supply chains project management

et al. 2021

View full text Add to dashboard Cite

The COVID-19 pandemic outbreak deeply impressed supply chains in different aspects. In response to this unexpected situation, supply chain managers have decided to recover and reinforce their supply chains. Considering the expanse of these decisions, project management principle and tools seems inevitable to successfully manage the transformation from before pandemic to post-pandemic supply chains (SCs). In this study, the problem of time-cost tradeoff is extended to time, cost, and risk tradeoff. The risk factor is considered to convey the uncertainty arising from the COVID-19 pandemic situation. Since projects are affected by the level of pandemic expansion and different countries ruled out various quarantine policies (isolation, quarantine, social distancing, and lock-down), the tradeoff problem is influenced accordingly. Therefore, a scenariobased robust optimization model is proposed to deal with time, cost, and risk tradeoff problems to reflect the effects of the global pandemic of COVID-19 on managing projects in supply chains. In addition, various quarantine policies (isolation, quarantine, social distancing, and lock-down) as a prevalent response to the pandemic have been investigated separately. To illustrate the model, a real-world case study in the emerging economy of Iran is examined using the proposed approach. The results indicated that supply chain managers can use the designed model and approach as a tool for a flexible and adaptable decision-making framework dealing with a global pandemic such as COVID-19.

show abstract

Section: Introductionmentioning

confidence: 84%

Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

A scenario-based robust time–cost tradeoff model to handle the effect of COVID-19 on supply chains project management

et al. 2021

View full text Add to dashboard Cite

show abstract

Building project resilience: A critical systems practice approach

Zarghami,

Zwikael

2024

Syst Res Behav Sci

View full text Add to dashboard Cite

Consisting of multifaceted interactions between various human and non‐human actors, projects are prime illustrations of complex systems. Such complexity amplifies the negative effect of disruptive events—common in projects owing to their high level of uncertainty. Therefore, building project resilience to provide a quick recovery process with minimal adverse consequences is of critical importance. However, literature lacks an effective framework for such. This paper argues that methodological pluralism is necessary for solving complex practical problem situations, based on the view of Mike C. Jackson—a seminal figure in the field of systems thinking. Accordingly, this paper takes a critical systems practice (CSP) approach to develop a framework for building resilience in projects. The application of the proposed framework is illustrated through a case of supply shortages in the automotive industry. The results underscore the significance of portraying a comprehensive view of both human and non‐human contributors to projects, surpassing conventional project‐driven management methods, which rely on science and experimentation. Additionally, the study emphasises how CSP, as an ideal type of multimethodological practice, broadens our perspective by offering insights into the multidimensional characteristics of resilience.

show abstract