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Successful management of post-disaster reconstruction projects (PDRPs) can ensure the efficient use of resources and lead to improved outcomes. The literature on PDRP management is yet in its embryonic stage and systematic research efforts are necessary to address the topic. Paper compares the challenges faced in conventional projects to those in PDRPs according to project management knowledge areas, through an analytical evaluation of the interdependencies between different areas of expertise. A descriptive-exploratory research was designed and qualitative data from interviews with 11 managers with PDRP experience from different countries were analysed. Cause-and-effect relationships between the factors leading to 'frequent changes in scope, ' 'time overruns, ' 'cost overruns, ' and 'low quality' were identified. Outputs suggest that managing stakeholders, risks and communications appears critical to cope with an evolving scope, while procurement management has a significant impact on project outcomes due to resource scarcity.
Keywords: project management, post-disaster reconstruction, knowledge areas, iron triangle
INTRODUCTION
Post disaster reconstruction projects (PDRPs) involve the "the modification, conversion or complete replacement of an existing facility that involves expansions, additions, interior renovation, or upgrading the functional performance of a facility" (Attalla et al. 2004). PDRPs aim to restore essential services and life support infrastructure to normal, while they may also provide valuable opportunities to build back better and transform the disaster areas into sustainable communities in the long term (Ophiyandri et.al, 2013, p.236, Barakat, 2003, p.1). The conventional construction processes, however, may be inadequate especially in the case of large-scale disasters, which generally require a higher degree of coordination effort to achieve project targets (Le Masurier et al., 2006). The process can be quite complex due to the variety of project types, urgency of planning with limited financial resources, a multi-stakeholder environment (Mojtahedi and Oo, 2017, p. 842; Lin et al, 2017, p. 913), and the need to use unconventional procurement methods (MacAskill and Guthrie, 2017). Community vulnerability, time pressure and uncertainty may add to complexity (Lin et al, 2017, p.913). However, research studies that focus on the management of disaster recovery projects is quite limited (Mojtahedi and Oo, 2017, p. 841). "The project management literature has little to say about its application to disaster management, and disaster management literature has little to say about project management" (Walker et...