Case Study Summary Overview
Philosopher William James once stated, “acceptance of what has happened is the first step to overcoming the consequences of any misfortune” (n.d.). For New York and the world, this acceptance of the terrorist attacks on September 11th would take a back seat to a more pressing concern; the search for survivors or their remains. A task made harder by the sheer nature of the disaster. “The wreckage was a precarious mess of twisted steel, concrete and debris, which could shift at any time” (Harris, 2002). Moreover, engineers were concerned about the affect the weight of trucks or cranes would cause the wreckage. Project managers are expected to manage projects that start with an objective, scope, budgets and etc. What changes when the project is urgent and unexpected? What are the expectations for the project manager (PM)? What interpersonal skills will the PM leverage to manage such a project?
In their case study summary, Wearne and White-Hunt (2014) reviewed the project to clear the 9/11 site of survivors, remains and debris. This case study summarize focused on the leading stakeholders, schedule, team structure, resources, performance and lessons learned (Wearne & White-Hunt, 2014). The project evolved from a search and rescue mission for survivors, to the search for the remains to the removal of rubble and other hazardous materials. Along with this evolution, the project team leadership as well as the team members evolved. For example, the