Critical utility projects cannot pause scheduled milestones without risking severe operational and regulatory disruptions. This study introduces U–CARE–PM, a six-component framework—Real-Time Continuity Gate (RTCG), Continuity–Compliance Gauge (CCG), Log-Scaled Catastrophic Risk (LSCR) index, Regulatory Feed Engine (RFE), Resource Allocation Matrix (RAM), and an optional Early Compliance Drift Indicator (ECDI)—designed to manage high-impact, low-probability (HILP) threats under continuous operations. A multi-case study was conducted across four anonymized organizations—engineering services, infrastructure construction, IoT water-tech, and a multinational energy–water operator—over a six- to twelve-month period. U–CARE–PM was integrated into existing ERP-BPMS or SCADA systems, with tiered implementations reflecting digital maturity. Data sources included operational logs, semi-structured interviews (8–15 participants per site), and Delphi panel validation thresholds (CCG = 0.85; LSCR = 10). Pilot deployments reduced downtime by 18–24%, lowered compliance breaches by 30–40%, and improved schedule adherence by eight points. One site prevented an estimated USD 1 million outage through near-real-time resource reallocation. While the ECDI occasionally generated false positives, it accelerated regulatory response and reduced overnight emergencies. Unlike static milestone-based controls, U–CARE–PM integrates real-time continuity metrics, log-based risk weighting, and continuous compliance updates. This framework offers a replicable, data-driven approach for nonstop infrastructure projects, enhancing resilience and agility in the face of catastrophic risks. Compared with existing literature on project resilience, it advances the field by shifting from retrospective control toward proactive, continuous risk-compliance management.

There are challenges Jordanian Islamic banks face in maintaining and enhancing their competitive advantage in a rapidly evolving and increasingly competitive market. This paper aims to examine the factors that affect Jordanian Islamic banks towards competitive advantage, in addition to examining the roles of strategic intelligence and organizational creativity in enhancing Jordanian Islamic banks' competitiveness. However, this paper relied on the descriptive analytical approach, and the study population included general manager, department manager, branch manager, head of department based on Banks structures and annual reports from 2018 to the end of 2023. A stratified random sample was used, approximately 243 questionnaires were examined. The results indicated that organizational creativity and strategic intelligence play a crucial role in building competitive advantage. Also, organizational creativity contributes to achieving superiority by creating an innovative organizational environment, while strategic intelligence reflects the ability to make smart decisions that enhance competitive effectiveness. This paper also demonstrated the importance of managing and harnessing information effectively in order to enhance strategic intelligence. However, this paper contributes to the understanding of success factors in Islamic banking and provides actionable insights for managers navigating the complexities of the banking sector, emphasizing the importance of innovation, differentiation, and strategic decision-making for sustained growth and competitiveness.