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Project Management Lessons From Hurricanes Katrina, Gustav and Ike

On August 29, 2005 hurricane Katrina, a class five storm, raced across the Gulf of Mexico and made landfall in New Orleans, Louisiana. When it was around, levees experienced been breached, eighty per cent of the city was flooded, 1,five hundred folks experienced died, and assets hurt exceeded $eighty billion.

It was the costliest normal catastrophe in US record.

Then, a few decades afterwards, on September 1, 2008 the city was threatened once more. Hurricane Gustav, a class three storm, was racing towards New Orleans.

But this time the White Residence, FEMA, point out and nearby companies had been ascertain to place the management classes learned from Katrina to function.

The planning and cleanup of Katrina experienced experienced from a completely ineffective organizational composition. Deficiency of coordination between a assortment of companies, all of them with ambiguous limitations of authority and duty, prevented something from getting carried out. It was bureaucracy at its worst, from the White Residence to the city officers in New Orleans.

But Gustav was diverse. The classes learned from Katrina aided to orchestrate an orderly course of action of evacuation which commenced Saturday August thirty, 2008 when Metropolis of New Orleans officers ordered everyone to leave by the adhering to working day.

There was a little bit of around exaggeration when Mayor C. Ray Nagin warned that “this is the mom of all storms, and I am not positive we’ve seen something like it,” but this was tempered by formal forecasts from the Nationwide Hurricane Center suggesting a to some degree fewer serious storm.

The citizens of New Orleans, on the other hand, did not need a lot coaxing. With the memory of Katrina continue to vivid, the exodus from New Orleans was fast and finish.

The storm, the good news is, did not make a immediate strike on New Orleans and in its aftermath many assumed that the intense campaign to evacuate the city was overdone.

Then on September thirteen, 2008 a further key hurricane, Ike, a class two storm, approached Galveston Texas. The storm surge, expected to be about 20 feet (when it arrived the surge was among 10 to twelve feet) promised to completely inundate the city. Warnings to evacuate had been sounded very well in progress of the storm, but this time, according to a report in the New York Situations, 20,000 citizens in a city of fifty seven,000 refused.

Why did so couple evacuate with Katrina bearing down on New Orleans in 2005, so many evacuate New Orleans in progress of Gustav in 2008, and so couple leave prior to Ike made landfall in 2008?

There are, of study course many reasons, but a single that stands out and a single that accounts for many project failures, stands out.

Recency Result. The assistance necessary to approach and execute the evacuation, jointly with the willingness of citizens to cooperate with authorities, can be related to a very well known behavioral thought named the “Recency Result.” We can interpret it in this way. When there have been no modern hurricanes, folks are additional inclined to dismiss the risk of an impending storm. Even when warned, many will not hear.

Why? Simply because we tend to area most of our emphasis on modern events, providing fewer and fewer emphasis to events as they fade into the earlier.

With the recollections of Katrina continue to vivid, the recency influence underscored the warnings issued by the Mayor and the Nationwide Hurricane Center. As the threat from Gustav became apparent, the buy to evacuate was made. Inhabitants, remembering the movie pictures of the devastation and death from Katrina, heeded people warnings and remaining.

Then, as Ike approached Galveston, and citizens reflected on the tv pictures of folks fleeing New Orleans as Gustav approached, the recency influence worked in the reverse route, considering that the evacuation of New Orleans just weeks prior to appeared so pointless and overdone.

What lesson was Realized? Whilst many organizations fall short to understand from failures, a single summary is that New Orleans did understand from Katrina and that they had been much better prepared to cope with Gustav levees had been repaired, communication between companies was much better, lines of authority had been plainly proven.

But, a incredibly fascinating result right here is that the proof from Gustav and Ike confirms a incredibly essential systematic bias that generally impacts the way we initiate, approach, execute, and monitor jobs. This bias, the recency influence, points out why NASA unsuccessful to examine when items of foam insulation broke absent from the propellant tanks on every shuttle flight prior to the Columbia catastrophe. It points out why you ought to do your very best function just prior to an yearly general performance overview, it assists to clarify why Basic Motors held to a approach of generating successful gasoline guzzlers, and it assists to clarify why citizens resist evacuation just after a hurricane takes place in which small hurt is carried out.

Superior determination makers know that they need to be watchful not to overemphasize modern events but to judiciously use all of the information obtainable to them. George Santayana stated it this way around a hundred decades back “people who dismiss record are doomed to repeat it”.


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