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Vol. XII Issue III - March 2010

Project Management eJournal
PM ADVISORY:
Managing Projects in a Crisis: Every project manager can learn something from emergency situations
By Chris Cattaway
I have seen firsthand the havoc nature inflicts on the world’s most vulnerable people. Having managed the responses to devastating earthquakes and cyclones, I know that project managers have a key role to play in helping those worst affected by disaster. I think the lessons learned from these extreme situations are valuable for anyone involved in managing projects.
I cut my humanitarian teeth in Rwanda’s Refugee Camps with Medecins Sans Frontieres. In 2001 I was responsible for Save the Children’s response to the Indian earthquake in Gujarat , co-ordinating the effort to build 27,000 temporary homes in under six months. In 2003 I established Save the Children’s emergency programme following the earthquake which killed 50,000 people in the ancient city of Bam, Iran. Then in 2008 I headed-up Save the Children’s response to Cyclone Nargis, in Myanmar, Burma, which was one of the largest emergency programmes ever mounted by a single agency.
The cyclone severely affected 2.4 million people. 95% of housing was destroyed in a huge area and the immediate relief effort will be followed by many years rebuilding the country’s devastated infrastructure.
In Burma the relief team grew from 500 people to 1300 people in a few weeks – some of whom had never worked before at all. They have a lot to deal with but even experienced managers who have different backgrounds will have their own way of doing things. In an emergency everyone has to learn to work together quickly. However, with no common project management vocabulary or methodology being used in the NGO sector, it’s like everyone is living on their own little island. If we are to get people working together more effectively and more efficiently they need to be taken to the ‘mainland’ where they can share a common language, learn from each other, work with, and understand, some underlying principles so that they can access resources available to the mainstream project management profession.
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