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Our recent work-from-home mandate has accelerated the transition to the electronic cottage, and maybe some of Alvin Toffler’s other predictions about changes to work and society will also come true. What does this mean for project managers?
This two-part article looks at how a globally operating organization can leverage that multi-location presence to deliver a more effective and efficient pandemic recovery. In Part 1, we set the context and consider the variables an organization must prepare for.
COVID-19 is acting as an equalizer for how people work—and that forces us to see the similarities we have with people instead of the differences. If we start to see our colleagues as real people instead of just co-workers, then that has to change how we think about them, how we act toward them and how we collaborate together.
In the last weeks, every project has effectively become distributed. While travel has almost completely ground to a halt, the way all teams operate has mirrored remote teams almost perfectly—which will forever shift the way we work moving forward.
Organizations have been forced to demonstrate a lot of agility in the last few weeks, with more to come. Many of those organizations have found they aren’t as agile as they thought. So how do they improve?
The logical and illogical ramifications of the pandemic will change how we work in large and small ways. At a macroeconomic level, the business case for many projects will change. At the project level, what might change?
Organizations are taking a fresh look at options to improve team productivity, which seems to be affected by the lack of personal interaction during the COVID-19 pandemic. This new model could be a long-lasting one that can bring about life-changing impacts and, at the same time, new opportunities for project teams to deliver value to organizations.
Organizations approve more initiatives than they are capable of delivering, creating frustration when those projects fail to achieve expected results. Why is there a reluctance to reduce the number of projects in progress? More important, how do we change that mindset?
Are modern organizations successful in helping employees at every level see how the work they do contributes to the success of the organization—as well as the success of their customers?
For project management to truly be a gift, we need to rethink how we speak about it, how we present it and how we practice it. We need to present to the world something that they want, that they will appreciate and that they will value.
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"The good die young, because they see it's no use living if you have got to be good." - John Barrymore |
