...catastrophes. By looking at and understanding the Framework of the National Preparedness plan, one can better understand how this Nation can come together in times of great need. When to utilize this Preparedness plan and when the individual Agencies and governmental bodies may enact the measures required, even when not specifically requested. In the event of great disaster comes the will of the people to survive. It is the people who must learn from the past to mitigate for the future and prepare for the unknown. By having a National Preparedness plan and Governmental Acts, Such as the Robert T. Stafford Act. (Staff, FEMA, 2015) The Nation can prepare for events that are unavoidable. The National Preparedness plan is a Plan that enables the Community to act as a whole by utilizing a five stage system to achieve one goal. As per Presidential Policy Directive / PPD-8. (Staff, DHS, 2011) The National Preparedness plan encompasses five stages to create the National preparedness framework. (Staff, FEMA, 2015) Stage 1- National Prevention Framework. 2- National Protection Framework. 3- National Mitigation Framework. 4- National Response Framework. (Second edition) 5- National Disaster Recovery Framework. Agencies on the Federal Level Such as FEMA (Staff, FEMA, 2015), Department of homeland security (Staff, Homeland Security, 2016), and the...
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...Project Risk Management Phillip Thatcher October 24, 2014 Edward Yerington TABLE OF CONTENTS Project Risks for Planning a Military Retirement Ceremony Course Project Part I ………………………………………………………………………………………….3,4,5,6,7,8,9 Introduction……………………………………………………………………………………………………………………………10 Decision Tree Analysis……………………………………………………………………………………………………………11 Discussion of Decision Tree…………………………………………………………………………………………………..12 Fault Tree……………………………………………………………………………………………………………………………….13 Discussion of Fault Tree………………………………………………………………………………………………………..14 Conclusions…………………………………………………………………………………………………………………………….15 Works cited…………………………………………………………………………………………………………………………….16 Introduction The Project Manager or the Commanding Officer of this project is responsible for the implementation of the Project Risk Management Plan. A formal detailed plan is required for these large complex and high-risk projects. These projects require a specified treatment plan to monitor and control risk. However, for smaller less complicated projects the risk plan is usually combined into the daily operations of the project tasks. In which I will assign to the appropriate sections. Such was the case for the planning a Military Retirement Ceremony. This report will discuss how risk were identified, prioritized and monitored for the project of planning of the Military Retirement Ceremony. I will discuss how the identification and ranking of risk were used to make key decision...
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...very recently (SCHROECK, 2002). Since the negative outcomes of an action are undesired and to some extent, catastrophic, risk management is getting greater attention overtime and becoming an integral part of managing businesses and projects or even personal events. Risk management, in my opinion, is described as the process of defining, assessing, prioritizing, and then developing and implementing plans for either minimizing the impact of the future outcome in case of negative risk or maximizing the impact of the future outcome in case of positive risk. Another definition dealing with the project’s risks, as per the Project Management Institute is that “Project Risk Management includes the process of conduction risk management planning, identification, analysis, response planning, and monitoring and control of a project.” (PMI, 2008, p. 273) Moreover, leveraging the possibility and effect of positive risks and reducing the possibility and impact of negative risks are indeed the objectives of project risk management (PMI, 2008) As we can see from those definitions, in brief, to manage risk, there is a need to systematically approach what is considered a risk (identify), compile a list, visit and analyze each entry by applying some techniques that help doing the task (asses), plan an action for each risk where, to some extent, taking no action can be considered a response (plan), then monitor and control the risks...
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...Catastrophic Failure Risk - Empire State Building John R. South, Jr. Keller Graduate School of Management PM 595 Project Risk Management Professor Bill Ketterman February 11, 2011 Table of Contents Catastrophic Failure Title Page 1 Table of Contents 2 Introduction 3 Sources of Construction Risks 4 Systems to Address Project Risk 8 Discussion of Fault Trees 10 Conclusion 13 References 15 Appendix I - III 16 Introduction As the contractor that will construct the largest building during this time period, we must first review the facts about this building. New York City's soaring skyline wouldn't be the same without the Empire State Building. Reaching 1,250 feet, it holds the title of the seventh tallest building in the world. It remained the world’s tallest building for 41 years until the World Trade Center topped it off and seven followed. Built during the depression in 1930 and 1931, it cost a whopping 41 million dollars. The engineer who took on this giant project was H.G. Balcom. The design of the building changed 16 times during planning, but the 3,000 workers managed to pull it off in record timing, 1 year and 45 days, including holidays and Sundays. This skyscraper is made of 60,000 tons of steel, 200,000 cubic feet of Indiana limestone and granite, 10 million bricks, and 730 tons of aluminum and stainless steel. In 1945, a B-25 Bomber on its way to Newark Airport in New Jersey crashed into the 79th floor only causing minor damage luckily...
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...Monday morning, 29 August 2005, this is a day most New Orleans residents will never forget. This was the day a category 5 hurricane named Katrina made its catastrophic debut to the Gulf Coast region and killed over 1,300 people. (The White House, 2006, p. 1) After it was all said and done, the nation was shocked at the events that unfolded in Alabama, Louisiana and Mississippi and people were left wondering, “What went wrong?” National Geographic reported that the storm originated about a week earlier, 23 August, in the Caribbean and worked its up from the Bahamas making landfall Thursday, 25 August, in Miami. Winds at this time were 75-80 mph making it a category 1 hurricane causing some tree damage and killing two people. (Drye, 2005) The storm lost strength for a little while but once it hit the warm waters of the Gulf of Mexico, it rapidly gained momentum and before long reached wind speeds up to 175 mph making it a category 5 hurricane. On Sunday, 28 August, New Orleans mayor, Ray Nagin, issued a mandatory evacuation order. Roughly 24 hrs later, the full strength of Katrina slammed into New Orleans and Biloxi. (Drye, 2005) Local and state emergency managers are responsible for coming up with a plan of action for different hazardous situations. Once a situation gets overwhelming for those levels of management, federal assistance is then requested. Prior to Hurricane Katrina’s arrival, various local emergency management agencies (LEMAs), such as local fire, police, and...
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...cooperation and communication among local and federal agencies. This paper will address what measures have been and can be taken in the future to improve inter-agency cooperation and communication. Table of Content Terrorism and Homeland Security: The Impacts on Preventative Measures Abstract……………………………………………………………………………………………2 Introduction………………………………………………………………………………………..4 Terrorism and the creation of the DHS………................................................................................4 USA PATRIOT ACT……………………………………………………………………………...5 Appropriate roles of agencies and community………………………………………………….5-6 Preventative plans…………………………………………………………………………………6 Community Emergency Response………………………………………………………………...6 FEMA……………………………………………………………………………………………..7 National Response Plan…………………………………………………………………………...7 Interagency cooperation………………………………………………………………………...7-8 Development of information sharing system…………………………………………………...…8 Conclusion……………………………………………………………………………………….10 References……………………………………………………………………………………11-12 Appendix A: Al-Qaeda…………………………………………………………………………..13 Appendix B: French Revolutionary War………………………………………………………..14 Terrorism and...
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...Communications of the IIMA 25 2006 Volume 6 Issue 2 Disaster Planning and Management Holmes E. Miller Muhlenberg College, Allentown, PA 18104 Kurt J. Engemann Iona College, New Rochelle, NY 10801 Ronald R. Yager Iona College, New Rochelle, NY 10801 ABSTRACT Recent events such as hurricanes, tsunamis, earthquakes, power outages, and the threat of pandemics have highlighted our vulnerability to natural disasters. This vulnerability is exacerbated by many organizations’ increasing dependence on computer, telecommunications, and other technologies, and trends toward integrating suppliers and business partners into everyday business operations. In response many organizations are implementing disaster recovery planning processes. In this paper we discuss how to identify threats and scenarios; how to articulate the disaster recovery strategies; and four elements of the generic disaster recovery plan: Mitigation, preparedness, response, and recovery. We then provide examples of software that can help disaster recovery professionals in the planning and implementation process. Finally we present some trends that will reinforce the criticality of the issue. Keywords: Disaster Recovery Planning; Business Continuity Planning; Risk Assessment INTRODUCTION Several major natural disasters that have occurred in the past few years have placed disaster management on the front pages: The Tsunami of late 2004, Hurricanes Katrina and Rita, and the earthquake in Pakistan in 2005 affected both...
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...breached to make the designation that hurricane Katrina was a "incident of national significance--requiring an extensive and well-coordinated response by federal, state, local tribal and nongovernmental authorities to save lives, minimize damage and provide the basis for long-term community and economic recovery." What followed this statement was a project management failure of catastrophic measures. I believe there are 4 major project management failures that could have been handled differently by local, state, and FEMA- communication, planning, leadership, and execution. FEMA, Local, and State officials failed to plan for events like this, they failed to communicate with each other during/after the event, they failed to show leadership, and they failed to execute any of the plans presented in a timely manner (one of which was to provide the trapped residents of the city basic needs of food and water). Given that New Orleans is essentially a bowl by being that about half of the city and surrounding areas are above sea level and the other half is up to 6 feet below sea level, the failure of the rescue efforts, and overall readiness of the city of New Orleans was a terrible joke in the midst of this devastating natural phenomenon. This is not your typical project management failure even though many lessons have been learned from this event. Hurricane Katrina can be viewed as a failure of project management that did not have proper management to be...
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...------------------------------------------------- Effective Preparedness and Resilience Planning during Hurricane Sandy: Hurricane Sandy Lessons Learned from Hurricane Katrina University of Maryland University College Homeland Security Management: Resilience Planning and Preparedness for Disaster Response and Recovery (2152), Spring 2015 Written By: Brittany Wiley Introduction: Major Hurricane disasters along the coastlines have affected many cities and communities which have forced them to take into action and adopt the conception of emergency management, such as resilience planning, disaster preparedness, response and recovery planning. Mitigation preparedness plays an effective part in the emergency management plan. Many cities and communities must explore strategies to reduce the major impact these disasters have and implement resilience planning that will allow communities to rebuild. According to the National Disaster Recovery Framework (2011), “a successful recovery process promotes practices that minimize the community’s risk to all hazards and strengthens it’s ability to withstand and recover from future disasters, which constitute a community’s resiliency” (p. 11). Furthermore, Hurricane disaster’s not only expose community’s vulnerabilities but it gives them the opportunity to rebuild with more resiliency. When comparing two devastating Hurricane disasters that have impacted many cities, communities and lives; it’s important to consider Hurricane Katrina...
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...submitted, in whole or significant part, to any other class in this university or elsewhere, or used for any purpose other than satisfying the requirements of this class, except that I am allowed to submit this material to a professional publication, peer reviewed journal, or professional conference. In adding my name following the word 'Signature', I intend that this certification will have the same authority and authenticity as a document executed with my hand-written signature. A Historical Perspective of Government Training in Emergency Management In the field of disaster response when the public demands assistance from emergency providing organizations that maintains various forms of aid and delivers relief, preparation is the critical component that drives the effectiveness of subsequent outcomes. An important aspect of preparation that has a tremendous influence on the outcome of emergency response activity is the training of personnel tasked with the supervision, application and provision of the emergency management process. Training prepares emergency management professionals at all levels from first responders to the emergency management leadership at both private and government organizations with the necessary qualifying...
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...The term Force Majeure is commonly used in maritime transportation in regards to riots, war, explosions, flooding, hurricanes, typhoons, earthquakes, and other natural disasters deemed as acts of god. It means that when these unforeseeable events occur, the party affected is not at fault and legally not at fault (Burnett, 2006). The way in which a company handles these events is called supply chain crisis management. I am currently employed by TFE Group Inc. TFE is a global procurement and logistics company with core competencies in Liquid Natural Gas production plants and mining facilities. Their head office is located in France with seven other offices strategically placed throughout the world, in the United States, China and Africa. Not only does this aspect play a major role in TFE’s marketing to maintain new and current business, but it is at the core of their disaster management practice. The placement of offices demonstrates how TFE can handle natural disasters for themselves and their customers. They have sales and operational offices in the major areas in which their customers are located and these offices should be the foundation of their future Disaster Response Plan since they do not have one already in place. What they have is the strategic framework with the appropriate human resources to incorporate a plan in more ways than just theory and table conversation. As the article Supply Chain Disruption Risk points out there must be top down oversight by the...
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...series of power and equipment failures, explosions, nuclear meltdowns and release of radioactive material. The disaster was regarded as a manmade disaster which could have been avoided with appropriate human response as stated by the chairman of NAIIC, Professor Kiyoshi Kurokawa (Bloomberg, 2012). TEPCO lacked a sense of responsibility to ensure safety and protection to the people effected by the disaster. The nuclear incident was caused by poor earthquake safety planning and faulty post-tsunami communication. The collusion between TEPCO and the regulators resulted in there being no separation of atomic regulation and promotion which led to nuclear power become unstoppable force immune to scrutiny. TEPCO, government and the regulators failed to develop the most basic safety requirements like assessing the probability of damage, preparing for containment of collateral damage, and developing evacuation plans. The lack of training and knowledge among TEPCO’s employees greatly reduced the efficacy of response at a critical time after the earthquake and the Tsunami. As the crisis intensified, TEPCO, the government and the regulators failed to reduce the impact of the crisis from getting to epic proportions (Wakatsuki and Mullen, 2012). By studying the flow of events, I have conducted an analysis of the risk...
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...for disaster preparation and response. In total, the original chapter comprises Chapters 1, 14, 16-18. Chapter Overview Many of you are reading this manual as part of your efforts to prepare as a spiritual care professional who will be ready to respond during times of disaster. Your main role will be to provide emotional and spiritual support to those affected by disaster, but it is also critical for you to understand the context in which you will be providing this support—the bigger picture, so to speak. Disaster relief operations are complex systems having more to them than just a response mechanism. They require a significant amount of pre-planning. Disaster experts have long known that waiting until a disaster strikes to test a community’s response procedures can be disastrous. How communities respond to disaster can even induce more stress on individuals and place them at risk for developing a variety of adverse reactions and psychological consequences. This section takes the first step towards introducing you to the key elements of disaster management and response at multiple levels. The focus of this chapter is on the framework of disaster planning, preparedness, and response. In the event of a disaster in your community, you may be asked and/or may want to help. It will help you to have an understanding of the structure of the overall response so that you know how your efforts will enhance the overall operation that makes disaster response possible. Disaster Management...
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........................................................................................................ 2.3 Risk Assessment ............................................................................................................. 2.4 Risk Response................................................................................................................. 2.5 Risk Mitigation ............................................................................................................... 2.6 Risk Contingency Planning............................................................................................. 2.7 Tracking and Reporting .................................................................................................. 2.8 Processes to Address Immediate Unforeseen Risks ....................................................... 1 Executive Summary Risk is defined as an event that has a probability of occurring, and could have either a positive or negative impact to a project should that risk occur. A risk may have one or more causes and, if it occurs, one or more impacts. For example, a cause may be requiring an environmental permit to do work, or having limited personnel assigned to design the project. The risk event is that the permitting agency may take longer than...
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...Business Services, through the IBM Institute for Business Value, develops fact-based strategic insights for senior executives around critical public and private sector issues. This executive report is based on an in-depth study by the Institute’s research team. It is part of an ongoing commitment by IBM Global Business Services to provide analysis and viewpoints that help companies realize business value. You may contact the author or send an e-mail to iibv@us.ibm.com for more information. Additional studies from the IBM Institute for Business Value can be found at ibm.com/iibv Introduction By Robert Torok, Carl Nordman and Spencer Lin multitude of existing challenges of operating in today’s global business climate. The threat of catastrophic loss – from terrorism, natural disasters, financial mismanagement, IT security breaches, supply chain disruptions and more – demands preparedness to assure financial and business continuity. Yet recent studies suggest few companies fully understand or are properly prepared for the breadth of risks they encounter. Historically viewed as the domain of the CFO, less than 20 percent of enterprise risks are financial, legal or compliance in scope, yet all risks can ultimately have a financial consequence. Addressing the scope of Enterprise Risk Management (ERM) requires a level of organizational collaboration that culturally and practically can be very difficult to implement. The first step toward creating a robust ERM program encompasses...
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