Parallels of Controlling Chaos in Emergency Response and in Project Management
When an emergency occurs or a crisis hits, there is often what appears to be chaos, disorganization, and poor communication. This can exist to some extent, however the reality is there is much more organization and structure than initially appears. Emergency management has its own processes and flexible formality, similar to the formal yet flexible structure used in the profession of project management.
The Project Management Body of Knowledge (PMBOK) defines a project as “a temporary endeavor undertaken to create a unique product, service or result.” The PMBOK (read “pimm-bock”) further describes the temporary nature of a project in that is has a definite beginning and end, resources are applied to it, and its conclusion is often decided by whether objectives are met. This has many similarities to emergency response and Incident Action Plans (IAPs). Incident objectives are determined, and resources, including people and equipment, are applied toward the problem to complete the objective. The five project management processes align easily with elements of disaster response.
Project Management Process #1: Initiating
This one’s pretty simple. It’s when the disaster or emergency begins. It can be a somewhat gradual buildup, such as tracking a hurricane or other storm days from impact, or it can be instantaneous, such as an earthquake, a hazardous materials spill, or an active shooter incident. Project Managers (PMs) may develop a project charter and plot out initial project limits. Emergency Managers (EMs) or emergency responders initiate alerts and notifications to their teams to activate. In both project management and emergency management professions, this stage is built upon beginning to determine the scope of the event and the extent of resources that may be needed over time.
Project Management Process #2: Planning
PMs develop project objectives and courses of action to complete those objectives. Emergency responders and planners do the same, whether it’s done with time to think through numerous options as in developing an agency or city emergency response plan, or it’s done as San Bernardino PoliceDepartment Lieutenant Mike Madden expressed at a news conference the day after the terrorist attack there that left 14 dead and 21 wounded, “My goal was to assemble an entry team, and enter into the building to engage the active shooter.” He chose his course of action and developed a quick plan for how to execute it, with his colleagues on scene.
Project Management Process #3: Executing
In project management as well as in emergency management, executing involves coordinating people and resources to complete the work. The PMBOK states, “During project execution, results may require planning updates and re-baselining. This can include changes to expected activity durations, changes in resource productivity and availability, and unanticipated risks.” Each minute and hour of an emergency event, or each week of a longer emergency response, planners and responders are updating the planning approach based on new information and changing conditions, specifically to manage risk for all responders and those whose lives are impacted by the event
Project Management Process #4: Monitoring and Controlling
PMs track and review progress toward project objectives. This is done through continuous monitoring and should include quality control, control of schedule and costs, and review of any proposed project changes. Emergency responders and managers do the same. Project status is done through a formalized written situation report (SITREP), or a simple verbal update. Costs and personnel time are exhaustively documented. Resources are requested and deployed as needed, and are tracked both for cost management and recovery, and for personnel safety.
Project Management Process #5: Closing
Closing a project for project management is a process involving acceptance of the final product with all associated deliverables. It’s where it is determined that project objectives have been met, and the work is complete. Similarly, a disaster must be closed out, and all associated costs and equipment accounted for. Both professions conduct a lessons learned or after action review to identify what went well and what can be improved for the next emergency. Most importantly, emergency responders account for the safe return of all personnel assigned to the event. All equipment and supplies must be repaired and replenished…until the next disaster event.
There are many similarities between project management and emergency response processes. Project management is guiding a project from beginning to end, while managing personnel, product quality, and the bottom line. Emergency response shares these qualities, and ads saving and protecting of lives and property in a chaotic environment — but not an environment of chaos.
Suzanne Boccia is a certified Project Management Professional (PMP) and Certified Emergency Manager (CEM). She has 18 years experience in emergency management and is the Emergency Management Coordinator with the City and County of Denver Department of Environmental Health. She coordinates emergency preparedness and response efforts for the Department and its divisions. Opinions expressed are her own. You can follow Suzanne on Twitter: @SuzBocc
Suzanne is part of The White Hat Syndicate, a Medium account launched on October 26 that aims to publish thought-provoking articles about cutting-edge homeland security topics. The six authors come from a diverse array of professional and personal backgrounds: legal, fire, environmental health, federal transportation security, and law enforcement.
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