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close this bookCommunity Emergency Preparedness: A Manual for Managers and Policy-Makers (WHO, 1999, 141 p.)
close this folderChapter 1 Introduction
View the documentDecision-making for emergency preparedness
View the documentWhat is emergency preparedness?
View the documentCommunity participation
View the documentProject management
View the documentSummary
View the documentReferences

Project management

Whether for developing and implementing an entire emergency preparedness programme or for conducting a vulnerability assessment or emergency planning project, project management methods are often required. These methods are used to ensure that the project is:

- appropriate (it sets out to do something worthwhile);
- effective (it achieves the required results);
- efficient (it is completed on time and with the available resources).

Project management methods are not an end in themselves and project management should not take over a project. Any project has a series of inputs and processes that produce outputs, which result in outcomes.

Inputs include people’s time and energy; their perceptions of vulnerability and of emergency management requirements; money and resources; and commitment and perseverance. Processes, in this instance, are the processes of emergency preparedness. Outputs include:

- an understanding of the hazards and their likely effects;

- a community that is aware of these hazards and of its vulnerability;

- people who are aware of their responsibilities in emergency prevention, preparedness, response, and recovery;

- commitment to an emergency plan;

- enhanced emergency preparedness.

The outcomes of appropriate and effective emergency preparedness are the improved protection of life, property, and the environment, and the ability to sustain development.

There are three major parts to project management: project definition; project planning; and project implementation (13). These are described in Annex 1.