Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Att planera ett storskaligt krishanteringsprojekt: En fallstudie om MSB:s ebolainsats i Västafrika 2014-2015
Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Karlstad Business School.
Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Karlstad Business School.
2015 (Swedish)Independent thesis Advanced level (degree of Master (One Year)), 10 credits / 15 HE creditsStudent thesisAlternative title
The Recipe for Planning a Large-Scale Crisis Management Project : A case study of MSB’s Ebola operation in West Africa 2014-2015 (English)
Abstract [en]

In 2014-2015 a large-scale Ebola epidemic occurred in West Africa. The Swedish Civil Contingencies Agency was given the order to conduct the Swedish response. The purpose of this case study was to investigate the impact on project planning of the three factors: the nature of the crisis, political initiative and developing countries. In this case study the crisis was an epidemic, and the project was initiated by the Swedish Government and conducted in two developing countries. The results were intended to contribute to developed understanding and recommendations for future project managers in similar projects. The data collected came from six qualitative interviews, where all respondents were directly involved in the project planning. The project managers suggest that the three external factors had significant effects on project planning. The nature of the crisis led to impaired recruitment processes and personnel safety, and that it was difficult to predict the development of the epidemic, which led to frequent replanning. The political initialization generated pressure on project managers and executives, as well as an increased workload as more reports had to be compiled and presented. Developing countries have a less developed infrastructure, and political and economic aspects, that contributed to a complicated planning process. Many project managers had previous knowledge of the influencing factors but did not have sufficient routines for how to handle them. The study's main conclusion is therefore that project organizations increasingly need to learn from past experiences.

Abstract [sv]

Mellan åren 2014 och 2015 pågick det en storskalig ebolaepidemi i Västafrika. Myndigheten för Samhällsskydd och Beredskap fick uppdraget att genomföra Sveriges respons. Syftet med denna fallstudie var att undersöka hur de tre faktorerna krisens karaktär, politisk initiering och utvecklingsland påverkade planeringsfasen i detta storskaliga krishanteringsprojekt. I det aktuella fallet var krisen en epidemi, projektet initierat av Sveriges regering samt utfört i två utvecklingsländer. Resultaten ämnade bidra med förståelse och rekommendationer för framtida projektledare vid liknande projekt. Den insamlade datan i studien kommer från sex stycken kvalitativa intervjuer, där samtliga respondenter var direkt involverade i fallstudiens projektplanering. Projektledarna upplevde att de valda påverkansfaktorerna hade betydande influenser på projektplaneringen. Krisens karaktär medförde försvårad rekryteringsprocess och personalsäkerhet, samt att det var svårt att förutspå epidemins utveckling vilket ledde till frekvent omplanering. Den politiska initieringen skapade press på projektledare och chefer, samt ökade arbetsbördan då fler rapporter skulle sammanställas, men gav samtidigt bättre samarbetsmöjligheter med övriga aktörer och en ledande roll i dessa relationer. Utvecklingsländer har en mindre utvecklad infrastruktur samt politiska och ekonomiska aspekter vilket bidrog till att planeringen komplicerades. Många av dessa påverkansfaktorer hade projektledarna kunskap om sedan innan men inte tillräckliga rutiner för hur de skulle hanteras. Studiens främsta slutsats är att projektorganisationer i större utsträckning måste ta lärdom av tidigare erfarenheter.

Place, publisher, year, edition, pages
2015. , 84 p.
Keyword [en]
Epidemic, Public Sector, Political initiatives, Project Management, Project Planning, Developing Countries
National Category
Social Sciences
Identifiers
URN: urn:nbn:se:kau:diva-36968Local ID: 147OAI: oai:DiVA.org:kau-36968DiVA: diva2:828159
Subject / course
Project Leadership
Educational program
Master's Degree Programme (one year) in Project Management, 60 hp
Supervisors
Examiners
Available from: 2015-07-01 Created: 2015-06-29 Last updated: 2015-07-01Bibliographically approved

Open Access in DiVA

fulltext(909 kB)95 downloads
File information
File name FULLTEXT01.pdfFile size 909 kBChecksum SHA-512
2cc5e99c1e224759b0fe3a04df061c91b8bc4b3b0b0daca1d16b1601fc2a4f35c39948b3feb170ffb9117d8cdd06de78001baa1e7b02b129bc7de493ea235bc5
Type fulltextMimetype application/pdf

By organisation
Karlstad Business School
Social Sciences

Search outside of DiVA

GoogleGoogle Scholar
Total: 95 downloads
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

urn-nbn

Altmetric score

urn-nbn
Total: 191 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf