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Wikipedia:WikiProject Disaster management

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This is a WikiProject, an area forfocused collaboration amongWikipedians.Guide to WikiProjects Directory ofWikiProjects

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WP:DM

WP:DISASTER

Photo of Mount Rinjani, Indonesia erupting in 1995.

Some Wikipedians have formed a project to better organizeinformation in articles related to Disaster Management (a.k.a.Emergency management). We have three main work areas:

Theoretical and background information, including thephrases: Mitigation, Preparedness, Response, andRecovery. This section also covers methods

hazards and their impacts, which cause disasters.Examples of hazards include, earthquakes, drought anddirty bombs. When those hazards impact people, it createsa disaster, such as the Boxing Day tsunami and the WorldTrade center attack).

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Organisations and Individuals involved in disastermanagement

Thank you for taking the time to be a part of educating

Wikipedians about managing disasters. This page and itssubpages contain their suggestions; it is hoped that this projectwill help to focus the efforts of other Wikipedians. If you wouldlike to help, please inquire on the talk page and see the to-do listthere.

Contents

y 1 About the Projecto 1.1 Aimo 1.2 Goalso 1.3 Central articles

y 2 Participantsy 3 Standards

o 3.1 Definition, scope & structureo 3.2 Naming convention

y 4 To Do Listy 5 Article Specific

o 5.1 Assessmentso 5.2 Quality Statisticso 5.3 Article checklist

y 6 Editors' toolso 6

.1 Templateso 6.2 Infoboxeso 6.3 Categories

y 7 Related Wikiso 7.1 Wikipedia WikiProjectso 7.2 Wikibooks

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o 7.3 Wikiversityy 8 Bibliographyy 9 External links

[edit] About the Project

[edit] Aim

The main aim of this WikiProject is to develop consistentlyformatted articles of a high standard relating to the disastermanagement, emergency management and related disciplines. .

[edit] Goals

1.Create a categorisation of concepts and appliedterminology

2.Maintain one inventory page of disastrous events, see list ofdisasters

3.Merge articles that describe similar concepts into onecomprehensive article

[edit] Central articles

y Emergency managementy Emergency services

o Public safetyo Civil defence

y Disasters, List of disasterso Natural disasters

Severe weathero Man-made disasters

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[edit] Participants

If you want to help out, just add your name and join in byadding your name on the participants page! If you want to you

can use this code {{User WikiProject DM}} to add the belowmember template to your user page:

This user is amember of the

Disaster

Management

WikiProject.If you don't like userboxes, then just add

[[Category:WikiProject Disaster management members]].

[edit] Standards

[edit] Definition, scope & structure

No classification of this project has been agreed upon. Thesubject is being discussed by project members on a dedicatedtalk page. The scope of this WikiProject is any article relating topolicies as well as implementations of disaster management.This include emergency services operations (police, ambulance,and fire service) as well as the phenomenological description ofnatural and man-made hazards. It also include individualdisastrous events, e.g. hurricane Katrina and the Ethiopianfamine in the 1980s.

[edit] Naming convention

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Planned steps taken to minimize the effects of a disaster, and tobe able to proceed to business continuity stage. See alsobusiness continuity plan.

Crashing is a process of expediting project schedule bycompressing the total project duration. It is helpful whenmanagers want to avoid incoming bad weather season. However,the downside is that more resources are needed to speed-up apart of a project, even if resources may be withdrawn from onefacet of the project and used to speed-up the section that islagging behind. Moreover, that may also depend on what slack

is available in a non-critical activity, thus resources can bereassigned to critical project activity. Hence, utmost care shouldbe taken to make sure that appropriate activities are beingcrashed and that diverted resources are not causing needless riskand project scope integrity.

Adding more resources to a project to shorten its duration iscalled "crashing" (perhaps because of the traffic jams that occur

when a dozen team members try to work in an office spaceintended for only three). For nonproject managers, crashingseems like an obvious thing to do for example, if it takesDale four weeks to fabricate frizzbricks, Dale and Karen shouldbe able do it in two. But adding resources to a project is oftenthe least dependable way to shorten duration. What's more, italmost always costs more and generates far more work for you,

the project manager.

The damage that crashing can do

As any pregnant woman knows, you can't add more resources toa pregnancy to get it over with in five months instead of nine.

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Truth be told, adding resources to a project stands as muchchance of increasing duration as it does shortening it. Newresources aren't familiar with the tasks at hand and are less

productive than current team members. And who guides the newmembers up the learning curve? Usually the experienced, mostproductive members of the project team, who could be workingthemselves to get the tasks finished.

At times, the extra hands are often only tangentially qualified forthe work. They might do their best, but the world's foremostneurosurgeons won't help if you need HTML programmers.

Even if the new resources have the right skills, they might not beof the same caliber as the current team members. Either way, thequality on the project might slip.

Time is money

When you crash a project, you hope to trade off time for money.The project spends more money to (with luck) deliver in less

time. And this can still make economic sense in the long run.For example, high-tech gadgets grow obsolete at an alarmingpace, so getting the goods to market sooner can mean anincrease in profit, which more than makes up for the crashingcost.

Still, why throw money away? You don't have to spend$100,000 to shorten the schedule by 12 weeks, if you determine

that eight weeks and only $50,000 will do. As you'll see, themore you crash a project, the more expensive the crashesbecome. By crashing the most cost-effective tasks first, you canpull the schedule in for the lowest possible cost.

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