Project Management in a COVID-19 World
Introduction
Each day brings its own challenges to project teams, overnight Covid-19 has introduced substantial changes to business projects on a global scale and we at Version 1 have felt this effect. Colleagues are suddenly dispersed geographically and businesses are having to react to the rapid shift in business operations if they want to survive.
We as professionals live in an increasingly virtual world, resulting in the need to upgrade our knowledge and skillset to lead virtual projects. Over the last number of years, there has been a vast increase in the development of collaborative software tools which have created a new dimension into project management.
Due to the uncertain challenges project managers now face since Covid-19 has struck, there is now an even greater need for increased levels of agility, flexibility, and change.
How to Respond in a Crisis Situation to Keep your Project on Track
As part of the COVID-19 response, project managers may be required to make decisions with rapidly changing data. If an initial risk assessment was conducted, the project team will be better prepared to implement contingency plans and make the most informed and effective decisions to drive the project forward. Take inventory of the skills and competencies that exist within your project team to confirm what gaps exist or to discover any hidden talents.
One of the most common risks that organisations are assessing due to COVID-19 is the risk to the project schedule. Many organisations have had to reallocate resources. To avoid a complete halt in a project, review the schedule and determine if there are areas that can be compressed or if there is work that can be done concurrently rather than sequentially. Develop a priority scale following the simple but effective MoSCoW prioritisation technique and work on deliverables.
- Must Haves- Critical Requirements that must be satisfied.
- Should Haves- High-priority requirements.
- Could Haves- Desirable requirements.
- Won’t Haves- Wish list requirements.
Once requirements have been re-prioritised, adjust the project plan including the methods that will be leveraged to accomplish the work. Although internal, non-essential, in-person meetings have been placed on hold until post-crisis, remote meetings can still go ahead to engage project teams. Take an inventory of work that can be accomplished remotely and present a modified project plan.
Once your plan has been approved, you will be able to change direction and provide clear communication. It is critical to be patient as teams adapt to the new project environment. The biggest challenge many stakeholders will encounter is balancing work with home and social pressures, so a best practice is to record meetings for those unable to attend and send a summary of highlights as soon as the meeting is over. A daily 15-minute stand-up meeting is helpful to ensure that everyone is on the same page. A typical agenda includes:
- Announcements.
- Priorities for the day and week.
- Updates: What are you working on, what do you need, what is urgent/critical path, anything in your way?.
- Summary: Follow up and assignments.
Three Vital Factors that a Virtual Project Manager Needs to Consider During Covid-19
1. Risk Management
Risk analysis and management will be a crucial practice for project managers. Project managers will need to look at their risk plans and revise in key areas such as resources, communication, technology and finance to ensure that the project is fully prepared for all eventualities during the Covid-19 crisis.
The most effective ways to assess project risk during these challenging times are:
· Start by identifying which project activities will be most affected.
· Anticipate the types of disruption that pose the greatest risk.
· Implement plans to mitigate effects.
2. Communication
As a result of Covid-19 teams are now dispersed geographically meaning that now communication becomes the most important element in project management. Project managers now need to make a shift to a virtual means of communication, utilising some of the tools we have readily available to us to work collaboratively on projects. Tools such as video conferencing platforms, instant messaging programs, project management software, and cloud-based document storage/file sharing suites allow teams to access the information and materials from any location.
Project managers must place more importance on the planning side of communication. It is important that the method of communication used works well for all the team, taking individual needs and preferences into consideration. The use of effective tools, combined with a well-defined plan which tracks progress, workflow, and expectations will mean more effective means of working.
3. Team Performance
With the rapid spread of Covid-19, project managers must prioritise the care and protection of their team, helping them adapt to new working conditions and cultivate a digital culture within the team.
Virtual project managers should focus on creating the right conditions for their team to succeed, this can be achieved by carrying out the following:
· Ensure that all team members are clear on the overall goals, deliverables, and target dates.
· Project Managers should revalidate the project vision and objectives when needed to ensure all team members are working towards the same outcome.
· Create and communicate clear processes for decision making, conflict resolution, and communication.
· Offer compassion and support to team members and empower them to ask for help when they need it.
· Clearly define the digital communication tools across the team to ensure each member is trained on how to use them.
· Recognise team efforts towards digital culture adoption through rewards.
Conclusion
There is no doubt that many project managers will have to take a step back from original plans to assess how best to move forward in order to minimize impacts to project schedule and cost. By focusing on the immediate needs of the project and adjusting the overall approach, keeping communication, risk assessment, and team performance at the forefront then project managers can keep their projects on track to achieve success.
About the Author
Victoria Roche is currently working as a Project Manager for Version 1’s Marketing team. Victoria is passionate about Project, Campaign & Event management in an Agile world, working to maintain the planning, organisation and execution of successful projects during this global pandemic.
