Towards an Integrated Framework for Applying the Agile Project Methodology to Manage Task Uncertainty in Disaster Management

Natural and man-made disasters are a constant threat to cultural civilizations and pose various risks to the basic foundations of our known existence. Not only do these situations occur at any time and place; they have various unknown determinants until the tragedy exists. Task uncertainty remains a critical factor in disaster management. This research study examines different facets of task uncertainty and develops an integrated research framework that applies the agile project methodology, in particular Scrum, to properly manage the impact of task uncertainty in disaster response, coordination, mitigation and recovery. Our framework provides insights to researchers and practitioners alike and offers guidelines for effective management of task uncertainty in projects. Implications for future research and practice are discussed

Evaluating Agile Information-Based Framework for Flood Management Utilizing Metadata Concept to Support Flood Operation Activities

Operational policies are established to handle natural hazards including floods to minimize the effect with differing degrees of effectiveness and increasing relaxation. Sometimes policies are time-consuming of rigid protocols that are inadequate in a dynamic and somewhat chaotic environment synonymous with the complexity of flood disaster. Hence, this research aimed at recommending the incorporation of agile concepts in flood control, which would offer stability and adaptability in the control of the complex flood situation. Extensive reviews on flood management and existing frameworks for disaster management were conducted to understand the problems and the potential solution to construct an agile framework. A grounded analysis was conducted to obtain insight into how the agility of standard operating procedures could be enhanced. The agile components have been defined by contrasting characteristics from other effective disciplines, including software development and health care, that share common complexity in management environments. Consequently, an Agile Information-Based for Flood Management Framework is proposed in previous publication. The validation component for agile key-values presented in the earlier article is, however, absent. This study therefore presents the validation component from earlier publication on the Agile Information Based Framework. A theoretical evaluation of the proposed key-values for the agile framework has been conducted using the metadata concept. The evaluation identified the similarity feature in the same area where the proposed framework was agreed to be implemented in tandem with electricity company emergency response plan to improve flood operations. The proposed key-values in the agile framework are required to be adopted and further strengthened by other significant variables

Applying a Layered Framework to Disaster Recovery

Building highly available information technology (IT) infrastructures has become critical to many corporations’ survival. However, the disaster recovery (DR) industry lacks a common enterprise framework to capitalize on the value that DR provides corporations due in part to inadequate conceptual frameworks for DR that can facilitate the alignment of corporate efforts toward corporate resiliency. To address this problem, we propose a new conceptualization for the DR of enterprise architecture. This conceptual framework comprises DR layers that describe the nature of DR and its related components from a functional and technical point of view. We discuss the benefits of these DR layers to DR teams and compare our approach to traditional thinking. Further, we present a case study, its findings, and their implications for DR. As a result, we demonstrate how our layered framework of enterprise architecture provides a unified understanding of the DR practice, which one can then use to support decision making and corporate alignment of the DR practice and its associated technology

The safety and sustainability of mining at diverse scales: Placing health and safety at the core of responsibility

Mining plays a major role in meeting global resource demands with Europe hosting extensive mineral potential. However, few of these prospects are feasible for conventional exploitation due to their small size & ore grade, proximity to dense populations and tenement constraints. Hence, a significant paradigm shift towards switch-on, switch off small-scale mining (SOSO SSM) is needed in order to increase the viability of small, complex, high-grade deposits. The IMP@CT project developed mobile, modularised solutions to facilitate rapid deployment and in-situ extraction & processing, which necessitates the translation and extension of best practice safety and sustainability from established national regulations and industry standards. Despite decades of accumulated safety regulation, knowledge and experience, workplace errors and violations still lead to fatal accidents, particularly if immature safety attitudes and behaviours pervade an organisation. The presence of a mature safety culture is vital for mitigating the occurrence of injuries and fatalities, through a collective commitment to safety improvement. This study has aimed to consolidate safety and sustainability best practice that is tailored to SSM by identifying the critical safety considerations and applying safety culture maturity principles to the specific challenges associated with a semi-automated SOSO SSM system. Criteria-driven maturity modelling, informed by existing responsible mining initiatives and safety and socio-environmental culture perspectives from site personnel at all hierarchical levels, is developed to assess the environmental and social factors associated with small- to medium-scale regulated mining. The role of agile management for rapid adaptation and continuous improvement of safety and sustainability performance in SOSO SSM is discussed. This research has demonstrated that for SOSO SSM to effectively integrate a mature safety and socio-environmental culture within a flexible, containerised mining paradigm, managerial and technical agility, and human initiative must be encouraged to continuously drive progress in occupational health and safety and generate wider societal benefit

A framework to manage uncertainties in cloud manufacturing environment

This research project aims to develop a framework to manage uncertainty in cloud manufacturing for small and medium enterprises (SMEs). The framework includes a cloud manufacturing taxonomy; guidance to deal with uncertainty in cloud manufacturing, by providing a process to identify uncertainties; a detailed step-by-step approach to managing the uncertainties; a list of uncertainties; and response strategies to security and privacy uncertainties in cloud manufacturing. Additionally, an online assessment tool has been developed to implement the uncertainty management framework into a real life context. To fulfil the aim and objectives of the research, a comprehensive literature review was performed in order to understand the research aspects. Next, an uncertainty management technique was applied to identify, assess, and control uncertainties in cloud manufacturing. Two well-known approaches were used in the evaluation of the uncertainties in this research: Simple Multi-Attribute Rating Technique (SMART) to prioritise uncertainties; and a fuzzy rule-based system to quantify security and privacy uncertainties. Finally, the framework was embedded into an online assessment tool and validated through expert opinion and case studies. Results from this research are useful for both academia and industry in understanding aspects of cloud manufacturing. The main contribution is a framework that offers new insights for decisions makers on how to deal with uncertainty at adoption and implementation stages of cloud manufacturing. The research also introduced a novel cloud manufacturing taxonomy, a list of uncertainty factors, an assessment process to prioritise uncertainties and quantify security and privacy related uncertainties, and a knowledge base for providing recommendations and solutions

Risk Management

Every business and decision involves a certain amount of risk. Risk might cause a loss to a company. This does not mean, however, that businesses cannot take risks. As disengagement and risk aversion may result in missed business opportunities, which will lead to slower growth and reduced prosperity of a company. In today's increasingly complex and diverse environment, it is crucial to find the right balance between risk aversion and risk taking. To do this it is essential to understand the complex, out of the whole range of economic, technical, operational, environmental and social risks associated with the company's activities. However, risk management is about much more than merely avoiding or successfully deriving benefit from opportunities. Risk management is the identification, assessment, and prioritization of risks. Lastly, risk management helps a company to handle the risks associated with a rapidly changing business environment

The Partner Proliferation Problem in Disaster Response Networks

The extraordinary conditions of a major disaster require mobilization of all available resources. This necessity, together with the stretch in the response budget in the public sector and the difficulty of raising funds in the private sector, draws various humanitarian actors with widely diverse capabilities into the affected area. This phenomenon is called the proliferation of actors, or the partner proliferation problem. This problem can have serious counterproductive effects on disaster operations, such as unmanaged independent efforts that lead to a duplication and confusion of effort. The disaster response phase generally lacks the contributions of a long-term outlook and pre-planning, which are adopted in existing long-term structures such as supply chains. The aim of this paper is to provide a structured review of the partner proliferation problem in the response phase and to suggest alternative courses of action for restructuring the disaster response network. Drawing on the concept of Virtual Organizations, the paper concludes that short-term collaboration is a suitable structure for the response phase. Short-term collaboration in the response phase is complementary to long-term collaborations such as supply chains in the recovery, mitigation, and preparedness phases of the disaster cycle. To that end, a conceptual framework is provided for re-structuring the disaster response network to align with the other phases of disaster management. Finally, further research is suggested to develop a decision making tool for partner configuration to meet the specific requirements of a disaster response network

Disruptive Risk Management: What makes supply chains resilient to low probability/ high impact disruptions to the inbound and outbound aspects of the supply chain? A Systematic Literature Review

The business community has found itself in the predicament of first understanding and then knowing how to deal with the risk and disruptions to which it is exposed. Risk management is a well informed field in other disciplines. Supply chain risk management however, still needs to be understood and adequately practised, but seemingly, of even more urgency is disruption risk management, which as a new hot topic, is still evolving in both the academic and the practical fields. To compound the problem is the fact that not all practitioners believe that this risk actually exists and that they need to plan for it. If they believe that it exists, they still are unsure as to how to prepare for it and many still need to be convinced that money needs to be put aside to plan for and to mitigate against disruptive events. Disruptive events such as acts of nature, accidents, terrorist and non-terrorist activities can cause a breakdown in the supply chain and thus very quickly cripple the supply chain, possibly causing disruptions to the transportation, communication and information technology systems. This is indeed a critical situation given the fact that many companies have chosen efficiency over effectiveness by employing such strategies of JIT, outsourcing and single sourcing strategies (Norrman, Jansson, 2004; CLSCM 2003, Christopher 2005, Tang 2006). In effect what they have done is exposed their supply chains making them very vulnerable to disruptive events. This report then, seeks to answer what makes a resilient supply chain. To this end the author has used the systematic review process in an attempt to use evidence-based methods of scientific research (Tranfield et al., 2003) to identify, select and critically appraise relevant research. The process is so designed that the information, once discovered and developed can then be discussed and synthesized. The broad fields of literature will include Supply Chain Risk, Vulnerability, Resilience, Risk Management and Disruption Risk Management. Findings thus far indicate that resilient supply chains have seemed to evolve from business continuity planning and supply chain risk management. Additionally, they are hinged on creating a flexible and agile supply chain, having enhanced communication within the network and establishing the right company culture. Firstly, the report seeks to situate the research in the current body of knowledge. It then describes in detail the methodology employed for the research and analysis of the information. The descriptive and thematic findings are presented, followed by their synthesis, discussion and conclusion. One of the main purposes and benefits of the systematic review is that it sets the stage to allow an issue to evolve, which can then be used to frame a PhD question. To this end, the conclusion includes PhD questions that the author has found of interest and considers as good, sound and feasible for further research and analysis