|
1
|
The Challenge of Integrating OHS into Industrial Project Risk Management: Proposal of a Methodological Approach to Guide Future Research (Case of Mining Projects in Quebec, Canada). MINERALS 2015. [DOI: 10.3390/min5020314] [Citation(s) in RCA: 8] [Impact Index Per Article: 0.9] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
|
|
2
|
Wearne S. Stakeholders in excellence in teaching and learning of project management. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2008. [DOI: 10.1016/j.ijproman.2008.02.002] [Citation(s) in RCA: 10] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
|
|
3
|
Abstract
Unexpected urgent projects can arise because of a new business opportunity, or for protection against a sudden threat, or, most obviously, to restore a severely damaged asset. This paper summarizes the critical decisions and lessons learned from the management of six different unexpected and urgent projects. These cases show how unexpected urgent work can demand not only instant acceptance of cost risks but also the sustained involvement of top management, immediate attention to all stakeholders' interests and trust in oral commitments.
Collapse
|