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''ABSTRACT:'' ''RESUMEN:''   Once an emergency removes essential infrastructure, such as highways and roadways, bridges, or electrical power , restoring the services as early as possible becomes the priority. Una vez que un desastre natural daña los servicios de infraestructura esenciales, como carreteras, puentes, energía eléctrica y agua potable, la prioridad es restablecer estos servicios lo antes posible. Under normal circumstances, procuring complex infrastructure projects requ ires an extended period of time for planning, design and construction . En circunstancias normales, la planificación, diseño y construcción de proyectos complejos de infraestructura requiere un período prolongado de tiempo que en muchos casos dura años. La reconstrucción de servicios esenciales después de un desastre es compleja no solo porque la cantidad de tiempo que se puede dedicar a la planificación es extremadamente limitada, sino también porque las agencias gubernamentales y sus funcionarios están bajo el escrutinio público. La prensa y las instituciones políticas frecuentemente critican el tiempo de reacción y las decisiones de los funcionarios públicos para restablecer los servicios, lo cual aumenta la complejidad de los proyectos. This paper discuses effective practices for expedited procurement procedures and uses a five-dimensional project management model (5DPM) with complexity maps to identify and manage the sources of complexity in emergency restauration of services of complex infrastructure projects. Este artículo utiliza un modelo de gestión de proyectos en cinco dimensiones (5DPM) para identificar y gestionar las fuentes de complejidad en proyectos de emergencia. El artículo describe las fuentes de complejidad en los proyectos de reconstrucción después del paso de los desastres naturales que impactaron las islas de Nueva Zelanda y Puerto Rico causando gran devastación. Los desastres naturales analizados en este artículo son los terremotos del 2010 y 2011 en Nueva Zelanda y los huracanes Irma y María en el 2017 en Puerto Rico. Estas islas, debido a su ubicación geográfica, enfrentaron retos similares en cuanto a la escasez de trabajadores, materiales y equipo para la reconstrucción, los cuales debieron ser importados. La escasez impactó negativamente el tiempo de respuesta a la emergencia, la percepción de la prensa, y la opinión pública sobre el adecuado manejo ante la emergencia. The natural disasters analyzed in this paper are the 20 10 and 2011 earth wake s in New Zealand and Hurricanes Irma and Maria in 2017 in Puerto Rico.The paper analyzes the sources of complexity in restoring the damaged infrastructure and concludes that the socio-political context is often the most complex dimension to manage when procuring projects expeditiously.El artículo analiza las fuentes de complejidad en la reconstrucción de la infraestructura dañada y concluye que el contexto sociopolítico a menudo es la dimensión más compleja cuando se realizan proyectos de reconstrucción de manera expedita.
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Once a natural disaster damages essential infrastructure services, such as roads, bridges, electric power and potable water, the priority is to restore these services as soon as possible. Under normal circumstances, the planning, design and construction of complex infrastructure projects requires an extended period of time that in many cases lasts for years. The reconstruction of essential services after a disaster is complex not only because the amount of time that can be devoted to planning is extremely limited, but also because government agencies and their officials are under public scrutiny. The press and political institutions frequently criticize thereaction time and decisions of public officials, which increases the complexity of the projects. This article uses a five-dimensional project management model (5DPM) to identify and manage the sources of complexity in emergency projects. The article describes the sources of complexity in reconstruction projects after natural disasters hit the islands of New Zealand and Puerto Rico causing great devastation. The natural disasters analyzed in this article are the earthquakes of 2010 and 2011 in New Zealand and the hurricanes Irma and Maria in 2017 in Puerto Rico. The islands, due to their geographical location, faced similar challenges in terms of the shortage of workers, and materials and equipment for reconstruction, which had to be imported. The shortage negatively impacted the response time to the emergency, the perception of the press, and public opinion about the proper handling of the emergencies. The article analyzes the sources of complexity in the reconstruction of the damaged infrastructure and concludes that the sociopolitical context is often the most complex dimension when reconstruction projects are carried out in an expeditious manner.
  
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''KEY WORDS:'' ''PALABRAS CLAVE:''emergency contract; contratos de emergencia; expedited procurement , complex projects , natural disaster recovery proyectos expeditos, proyectos complejos, reconstrucción ante desastres naturales
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<pdf>Media:Review_312224194640_5556_pp. 109-115 López, Scheepbouwer y Andrade.pdf</pdf>

Latest revision as of 08:30, 26 June 2018


Abstract

Once a natural disaster damages essential infrastructure services, such as roads, bridges, electric power and potable water, the priority is to restore these services as soon as possible. Under normal circumstances, the planning, design and construction of complex infrastructure projects requires an extended period of time that in many cases lasts for years. The reconstruction of essential services after a disaster is complex not only because the amount of time that can be devoted to planning is extremely limited, but also because government agencies and their officials are under public scrutiny. The press and political institutions frequently criticize thereaction time and decisions of public officials, which increases the complexity of the projects. This article uses a five-dimensional project management model (5DPM) to identify and manage the sources of complexity in emergency projects. The article describes the sources of complexity in reconstruction projects after natural disasters hit the islands of New Zealand and Puerto Rico causing great devastation. The natural disasters analyzed in this article are the earthquakes of 2010 and 2011 in New Zealand and the hurricanes Irma and Maria in 2017 in Puerto Rico. The islands, due to their geographical location, faced similar challenges in terms of the shortage of workers, and materials and equipment for reconstruction, which had to be imported. The shortage negatively impacted the response time to the emergency, the perception of the press, and public opinion about the proper handling of the emergencies. The article analyzes the sources of complexity in the reconstruction of the damaged infrastructure and concludes that the sociopolitical context is often the most complex dimension when reconstruction projects are carried out in an expeditious manner.

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Published on 04/07/17
Accepted on 04/07/17
Submitted on 04/07/17

Volume 17, Issue 2, 2017
Licence: CC BY-NC-SA license

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