The Principles of Project Management, Coursework Example

Introduction and Scope of the Project

The devastation that occurred after Hurricane Sandy took place in 2012 serves as a critical reminder of the need to address major problems with a sound and reasonable project management plan in place. With Hurricane Sandy, many lessons were learned that demonstrated the lack of cohesiveness and support for a project management plan with a feasible strategy for growth and change in order to manage a serious problem without significant delays or complications. The process of addressing a problem with a project management strategy is essential, yet it requires a thorough understanding of the issues at hand and how they will impact a situation in a favorable manner.

Learning from past projects and the mistakes that were made provides greater support and acknowledgement of the needs of a project and how it is impacted by a project management plan that will support viable outcomes. This process is perhaps no better understood than in the aftermath of Hurricane Sandy, whereby this disaster created a critical path towards improving project management effectiveness in the event of a tragedy. This disaster required an organized and efficient approach to managing the needs of local residents who were impacted by the hurricane. In some ways, this process was successful, while in others, it was less than productive and created new challenges for the affected communities that have yet to be fully resolved.

Project management after a disaster of this magnitude requires a high level of organization and focus in order to achieve the desired recovery efforts, while also considering other aspects that play a role in shaping how a disaster is managed from the first signs of trouble. A contingency plan must always be in place that supports the development of new strategies to ensure that the organization achieves the desired level of support and success for the project as it unfolds so that those with the greatest level of need are provided with access to the necessary resources. When a serious issue emerges that requires a high level of focus and a project management strategy, it is important to identify methods of allocating these resources so that the organization is effectively prepared to manage the risks associated with the problem and to plan accordingly to mitigate the effects of the problem.

Progression of the Project

After Hurricane Sandy, many national support systems went into effect, thereby creating an opportunity to explore the different possibilities that were available to aid the residents of New York, New Jersey, and other areas affected by the superstorm.  Due to the serious turn of events, organizations such as the Federal Emergency Management Association (FEMA) were essential to the recovery effort; however, the agency did not learn from pervious experiences, such as Hurricane Katrina, and struggled with its response effort to Sandy, in spite of $60 billion in funding to support those in need (Bucci et.al, 2013).Therefore, FEMA leadership and the overall bureaucracy of the agency appeared to be a major pitfall during this disaster as it unfolded and required an immediate response from national organizations (Bucci et.al, 2013). In general, the number of disaster declarations continues to increase with each presidency; therefore, it is important to identify methods in the future that will accommodate the level of resources that are required to manage these disasters more effectively and with a greater focus on achieving the desired level of change (Bucci et.al, 2013).

After Hurricane Sandy occurred, the federal government passed a bill known as the Disaster Relief Appropriations Act of 2013 in order to allocate $50 billion in funding for distribution to 19 federal agencies to ensure that the Sandy rebuild was successful (HUD.gov, 2014). A program management office was also established to ensure that the funds would be properly allocated to the appropriate areas to ensure that the communities with the greatest need would receive the required services (HUD.gov, 2014). When the funds were allocated, however, sequestration events reduced the available funding by five percent to $47.9 billion (HUD.gov, 2014).

Problems Associated with the Project

It was already well known that FEMA was disorganized and inefficient in its handling of the events that took place post-Hurricane Katrina. Therefore, it was expected that the organization would have improved its focus and attention over a period of years. FEMA’s level of preparedness was a critical aspect of the Hurricane Sandy preparedness and recovery effort, and when it was unsuccessful, it demonstrated a lack of focus and understanding of the scope and magnitude of the problem and how it impacted individuals in the affected areas. It was important to remain on top of the events as they unfolded so that they were prepared to manage any unforeseen events beyond the norm. Unfortunately, this was not the case and it led to new and costly challenges for FEMA to manage. These experiences contributed to a number of important challenges that required the organization to improve their resources allocation and their ability to be timely in managing the project’s recovery on many levels.

Outcomes of the Project                                    

Based upon the level of progress to date, the project management efforts to address Hurricane Sandy have been challenging at best, as they have contributed to a number of negative complications that have limited the success of the project and its ability to be successful in addressing the daily recovery needs of residents and businesses affected by the disaster. Some of the most important lessons to consider will be addressed in the following paragraphs and will consider the role of effective resource allocation efforts to address cleanup and other needs.

From a communications perspective, it should be noted that Mayor Bloomberg was on top of the events as they impacted New York City and the press office shared information as necessary to ensure that residents and visitors alike were provided with updates regarding the storm on a regular basis (Gibbs & Holloway, 2013). When electricity was not available, the City responded in the following manner: “In the absence of power and telecommunications, the City used paper flyers to distribute information through neighborhoods about available food and water distribution points, mobile charging locations, Restoration Centers, Rapid Repairs, and other programs” (Gibbs & Holloway, 2013, p. 7).

Other resources included the 311 system of communication and information sharing that exists throughout the City (Gibbs & Holloway, 2013) With this strategy, the City was able to have a positive impact on local residents through its communication strategy; however, lessons learned include technological improvements to ensure that the City is prepared to manage resident needs and phone calls during a disaster more effectively to minimize disruptions (Gibbs & Holloway, 2013).

The response to Hurricane Sandy was limited on many levels, as those who required urgent resources were unable to obtain them in a timely manner due to lack of communication and leadership in managing these events (Abramson & Redlener, 2013). For example, “Primarily nonprofit groups delivered health services in the wake of Hurricane Sandy because there were no measures put in place by the NYCHA or other city agencies to reach vulnerable residents who had not been evacuated and who ended up stranded in their homes due to power loss or pre-existing medical conditions” (Abramson & Redlener, 2013, p. 1). These challenges contributed to the lack of focus and direction in allocating resources to those in the wrath of the storm, and this contributed to significant concerns regarding the ability of local communities to provide for their residents in the wake of a disaster (Abramson & Redlener, 2013). As a result, communication was severely limited and posed a threat to the overall integrity of the response effort that required urgent attention, leadership, and focus (Abramson & Redlener, 2013).

The public health risks associated with a disaster such as Hurricane Sandy are significant; therefore, it is important to identify resources that might be available to address disaster preparedness to ensure that communities are effectively prepared to manage these concerns so that gaps in aid and assistance are not observed (Abramson & Redlener, 2013). Due to massive energy failures, many healthcare facilities were compromised, thereby creating a risk for residents who needed healthcare services in the aftermath of the disaster (Abramson & Redlener, 2013).

Most importantly, one of the lessons learned from the experiences of Hurricane Sandy is as follows: “Efforts should be made to broaden those coordination channels to include more diverse and emergent groups. Also, as the metropolitan area turns its attention from response to recovery, and the press turns its attention away completely, communities have an even greater need to consider what sustainable redevelopment can look like, and to take seriously an investment in preparedness and mitigation” (Abramson & Redlener, 2013, p. 329).

Under these conditions, it was evident that in the aftermath of Hurricane Sandy, poor communication was obvious, accompanied by a limited and unfocused means of communication to share important information regarding the storm for those affected (Abramson & Redlener, 2013). Therefore, the project management team possessed severe limitations that impacted the quality of care that they provided, along with a critical lack of focus and understanding of the needs of local residents after the disaster had occurred (Abramson & Redlener, 2013). Future events must take these experiences into account so as not to make the same mistakes that could ultimately impact how a future disaster is managed.

Risk mitigation efforts for those impacted by Hurricane Sandy were substantial, as airlines had sufficient warning to address possible disruptions of service well ahead of the events; therefore, some aircraft were relocated to prevent damage and flights were cancelled accordingly (PM Forward, 2012). Although the storm impacted airline travel in and out of the New York Metropolitan area in a significant way, this was a necessity to ensure that locals and visitors would be protected from risk, and the airlines were able to provide service at a faster rate once the storm had passed (PM Forward, 2012).

This strategy appeared to have a positive impact on alleviating some of the issues that could have contributed to damage for some of the planes that were in the wake of the storm, and although there was significant congestion due to massive cancellations into and out of the affected airports, these issues could not be avoided with a disaster of this magnitude (PM Forward, 2012). Unfortunately, one of the casualties of any disaster is convenience, as this is eliminated from the equation when individuals are scrambling for survival and no other alternatives are available except to cancel flights to minimize further risks to safety (PM Forward, 2012).

Other serious risks during the recovery process included a massive shortage of fuel throughout New York City, which was attributed to damage sustained at regional pipelines, refineries, and electrical plants (Gibbs & Holloway, 2013). Furthermore, “The lack of subway and bus service caused standstill traffic on the City’s major roads and highways, leading to gridlock for the general public and interfering with emergency services and the City’s recovery operations” (Gibbs & Holloway, 2013, p. 21). As damage to the transportation network was sustained, it created a number of challenges that continued after the storm had passed, thereby exposing a number of vulnerabilities within the system that led to significant risks that require long-term planning and modifications to the infrastructure to alleviate future risk for transportation alternatives in this area (Gibbs & Holloway, 2013).

A report developed by the Futures Industry Association (FIA) in the aftermath of Hurricane Sandy addressed some of the key issues and obstacles that occurred, using a survey method to address such issues as risk mitigation, recovery, response, and other concerns (FIA, 2013). This report demonstrated that there were significant issues related to the management of the Hurricane Sandy effort, thereby requiring a new level of focus and an understanding of the issues that limited the recovery effort on many levels that could be prevented when future disasters occur (FIA, 2013). The results of this survey will be considered in the following paragraph in order to determine how to best move forward with an effort that is not only comprehensive in nature, but that also demonstrates the importance of achieving favorable results in the future.

Based upon the results of the survey, it should be noted that “Firms that heeded the storm warnings, communicated early and often, were better prepared and fared well…Actions from the authorities to close down mass transit, highways, bridges and tunnels impacted service providers, impeded the movement of key staff, support services” (FIA, 2013, p. 53). These findings suggest that there are critical issues to consider in managing the aftermath of a disaster that impacts transportation and roadways at a significant level, and that by closing down the roads to traffic, this impacts how organizations respond to different events that impact the availability of resources for the communities who require the most support (FIA, 2013).

Based upon the outcomes related to Hurricane Sandy, there were significant challenges related to communication, even with the continuous availability of social media during the aftermath of the storm. Therefore, it was evident that the use of social media was a benefit in some ways and a deterrent in others. New York City and the Mayor’s office were particularly instrumental in supporting a swift response to Hurricane Sandy; however, this led to significant challenges that were difficult to overcome and that require further attention in the wake of future disasters (Department of Homeland Security, 2013). Although other organizations such as FEMA also provided information via social media to the general public, their efforts were somewhat challenged in different ways, as conflicting information was generated through different organizations that may have contributed to an already confused state (Department of Homeland Security, 2013). The factors associated with a successful effort to mitigate the effects of a disaster depend on accurate and timely information sharing, and through social media, this is possible when the information is appropriate for release and consideration for the public (Department of Homeland Security, 2013). These factors require an ongoing approach that will have a significant impact on future disasters so that the lessons of Hurricane Sandy may be applied to other scenarios.

A disaster of this magnitude may introduce rumors and speculation that are difficult to overcome, thereby leading to difficult issues for the general public to absorb: “Throughout the course of the storm, misinformation and doctored photographs circulated on the Internet, made it difficult to find and verify accurate information…unfortunately, due to the viral nature of social media and the sensationalism that often accompanies a disaster, it becomes difficult to sift through various photos, verify those that were accurate, and push correct information back out to the Internet” (Department of Homeland Security, 2013, p. 22).

These findings suggest that the media does not always take its responsibility to provide accurate information to the masses seriously and that in an effort to be the first to break a substantial news story, they may publish information that is inaccurate, thereby potentially frightening the general public without warning (Department of Homeland Security, 2013). These factors have a significant impact on the response effort and require an ongoing approach that will be effective in reporting information that is purely accurate and appropriate for publication in the future (Department of Homeland Security, 2013).

Other factors to consider included the massive cleanup that was required and the level of support and commitment that was necessary from the community to ensure that the response effort was sufficient. Insurance companies shared the burden from the storm, particularly in areas that sustained the highest levels of damage. These considerations impacted how organizations responded to the cleanup effort and the time that was required to address these matters in an effective manner (FM Global, 2013). Individuals with flood emergency response plans (FERPs) were able to mitigate some of the disaster-related events because they impacted how the cleanup efforts took place (FM Global, 2013). In this context, organizations were sufficiently prepared to manage these risks to the extent that was required, given the approaches that are necessary to ensure that insurance resources were available when required (FM Global, 2013).

Those with flood insurance and FERPs in place were able to receive evaluations of their properties in a timely manner: “An estimated 600 locations were contacted by FM Global via telephone within three days of Sandy. Field visits began in the greater New York City area two days after the storm, and within two weeks almost 500 locations were visited, including 230 on Manhattan, and the remainder in the other New York City boroughs, Long Island and New Jersey” (FM Global, 2013). Under these conditions, therefore, organizations were required to be successful in their efforts to address the aftermath of Hurricane Sandy through the use of specific assessment tools that were already in place to ensure that residents would receive the resources that were necessary to mitigate damage and begin the recovery process (FM Global, 2013). This was an important step towards the discovery of new techniques and strategies to ensure that the risk was minimized, along with a means of developing new tools and frameworks to facilitate a greater response in the future for those who are affected by disasters (FM Global, 2013).

The costs associated with the Hurricane Sandy cleanup effort were and continue to be substantial, thereby increasing the level of risk associated with the disaster and how it impacted local communities, as well as state and federal resource allocation efforts. The damages associated with Hurricane Sandy were between $50 and $60 billion in the early stages; however, efforts made to manage the disaster recovery effort were not at the same level of performance (Savitz, 2013). To be specific, “Social media has dramatically changed the public’s expectations around communications. Social media sites like Twitter are being monitored for real-time, location-specific impact to individuals and communities to deliver situational intelligence to emergency response teams as quickly as possible…Regular system and staff testing and preparation procedures are followed including system testing for effectiveness and data accuracy. Staff should be trained to operate the critical communications system from both computer and mobile devices to achieve an aptitude with the system ensuring more consistent results in high anxiety situations” (Savitz, 2013).

As these conditions emerge in the future, it will be necessary to develop strategies that capitalize on the critical issues and weaknesses identified during Hurricane Sandy so that organizations are effectively prepared at all levels to manage these disasters and to recognize the importance of developing new strategies to improve outcomes and to address the weaknesses that have been identified. This process supports a comprehensive network of resources that will capture the spirit of these events and recognize the importance of creating an environment that will properly respond to disaster-related events and needs in a timely manner. These efforts will also demonstrate the importance of developing new approaches to generate a coordinated response effort that will impact outcomes in a positive manner, while also considering other opportunities to allocate resources properly to improve recovery efforts over time.

The efforts that are made to mitigate the impact of a disaster such as Hurricane Sandy are critical because they support a movement to ensure that programmatic efforts are aligned with resources, along with an effort to produce viable outcomes through long-term strategies to consider new methods to promote efficiency and effectiveness within the chosen project management strategy. This process is instrumental in achieving successful results and in determining how to best move forward with a response effort that will be indicative of a successful project management effort.

Conclusion

The problems associated with the Hurricane Sandy effort became apparent as the recovery effort moved forward, thereby creating a challenging environment in which there were difficult issues to address that could not easily be overcome. This was an important step towards the discovery of new opportunities to overcome long-standing issues that have paralyzed recovery efforts throughout history. With the events that have taken place in recent history, a pattern has evolved with ever-changing weather patterns that will not likely disappear anytime soon. Therefore, disaster relief and support efforts must be improved and expanded upon in order to accomplish new objectives that will positively impact communities that are hit hardest during a disaster.

These factors require an ongoing effort to ensure that federal, state, and local organizations and their resources are on board and are in full support of any recovery effort that is made. It is essential for key contributors such as FEMA to improve their resource allocation efforts and to recognize where the need is greatest in the aftermath of a disaster. At the same time, these organizations must be fully prepared to manage any disaster efforts that are required to ensure that individuals in need of recovery services are not ignored or are required to wait for these services for long periods of time. This process supports a greater understanding of the risks associated with project management in the wake of a disaster and the resources that are required to ensure that these efforts are successful during the recovery process at a consistent level over time.

The expansion of recovery efforts within an organization also requires a high level of support and engagement from the surrounding community in order to accomplish any project management directives that have been identified. Any type of large-scale event requires an attentive and focused project management plan in place, and the plan necessitates an effective understanding of each role and responsibility that is required to meet the defined project objectives. This process requires an ongoing strategic approach that will positively impact those who are affected most by the disaster. It is also anticipated that some of the most severe components of the disaster will be mitigated by the project management and response effort to ensure that the team is effective in meeting its required goals and objectives within the required timeframe and in using the resources that are available. This process will utilize the knowledge and expertise that is available to ensure that organizations are successful in achieving the desired results at all times.

References

Abramson, D.M., & Redlener, I. (2013). Hurricane Sandy: Lessons Learned, Again. Retrieved from http://www.northeastern.edu/kostas/wp-content/uploads/2013/08/Health-Systems-and-Services-Resilience.pdf

Bucci, S.P., Inserra, D., Lesser, J., Mayer, M.A., Slattery, B., Spencer, J., & Tubb, K. (2013). After Hurricane Sandy: Time to learn and implement the lessons in Preparedness, response, and resilience. The Heritage Foundation, retrieved from http://www.heritage.org/research/reports/2013/10/after-hurricane-sandy-time-to-learn-and-implement-the-lessons

FM Global (2013). Lessons learned: Hurricane Sandy. Retrieved from http://www.fmglobalreason.com/article/lessons-learned-hurricane-sandy

Futures Industry Association (2013). Industry impact and lessons learned from Hurricane                      Sandy. Retrieved from http://www.futuresindustry.org/downloads/Industry-Impact-and-Lessons-Learned-From-Hurricane-Sandy_Summary-Report.pdf

Gibbs, L.I., & Holloway, C.F. (2013). Hurricane Sandy after action: report and recommendations to Mayor Michael R. Bloomberg. Retrieved from http://www.nyc.gov/html/recovery/downloads/pdf/sandy_aar_5.2.13.pdf

PM Forward (2012). Project management lessons of Hurricane Sandy. Retrieved from http://www.pmforward.com/project-management-lessons-of-hurricane-sandy/

Savitz, E. (2013). 5 lessons from Hurricane Sandy for emergency preparedness. Retrieved from http://www.forbes.com/sites/ciocentral/2013/01/02/5-lessons-from-hurricane-sandy-for-emergency-preparedness/

United States Department of Homeland Security (2013). Lessons learned: social media and Hurricane Sandy. Retrieved from https://communities.firstresponder.gov/DHS_VSMWG_Lessons_Learned_Social_Media_and_Hurricane_Sandy_Formatted_June_2013_FINAL.pdf

United States Department of Housing and Urban Development (2013). Sandy Recovery Progress Home Page. Retrieved from http://portal.hud.gov/hudportal/HUD?src=/sandyrebuilding/recoveryprogress