Project Management

The Proactive PMO: The Key to Surviving Disruption

Andy Jordan is President of Roffensian Consulting S.A., a Roatan, Honduras-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at andy.jordan@roffensian.com. Andy's new book Risk Management for Project Driven Organizations is now available.

As you might expect, a lot of the questions I have been receiving over the last few months have been related to the COVID-19 crisis. Increasingly, I am hearing from organizations that are looking to implement a recovery and are finding it very difficult to plan their projects appropriately. One of the major challenges is that the budgets available for projects are both significantly reduced and highly uncertain.

The reduction is perhaps the easiest part to understand. Many industries have seen a significant downturn in revenue—to the point where some have lost virtually all revenue streams for the last several months. Preserving cash in order to stay in business has become critical, and that has meant that the amount of funds available for investments in projects has been significantly reduced.

For these businesses, phase one of the recovery is likely to focus on simply returning to as close to “normal” operations as they can so that there is some positive cash flow to build up a pool of funds to use for more strategic recovery projects.

The uncertainty comes from the fact that there are still a huge number of variables impacting an organization’s ability to both project revenue and costs, and to determine how successful potential projects will be. The cost and revenue side of the equation comes from the restrictions still in place around most …


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You may have to fight a battle more than once to win it.

- Margaret Thatcher