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Post Pandemic Project Management Key Skills and Challenges

Shabir Hussain Khahro1, *, Tauha Hussain Ali2, Anees Ahmed Vighio3, Qasim Hussain
Khahro4, Muhammad Ali Moriyani3
1
Lecturer, Department of Engineering Management, Prince Sultan University, Saudi Arabia
(shkhahro@psu.edu.sa)
2
Professor, Civil Engineering Department, Mehran University of Engineering & Technology, Jamshoro
3
Lecturer, Civil Engineering Department, Mehran University of Engineering & Technology, Jamshoro
4
Post Graduate Student, Mehran University of Engineering & Technology, Jamshoro

Abstract
As the novel coronavirus continues to affect all aspects of life and work.In addition to a global health
crisis, COVID-19 has created a business challenge, unlike anything the modern construction industry has
previously faced. Many projects have even stopped, usually intending to resume work at a later
date.COVID-19 will almost certainly cause significant delays to the construction works. The overall
speed of recovery is expected to be relatively fast. This paper aims to explore the key features and skills
required for projects and project managers to revive the construction industry during COVID-19
pandemics. An extensive literature review has been conducted to explore these features and the selection
is made based on the expert’s opinion. The paper concludes that proper e-communication, revisiting
contract clauses and negotiations with clients, centralizing the data using online platforms, monitoring the
project activities, designing policies for adopting new work culture, implementing comprehensive project
risk management exercises, implementation of latest information technological tools and reinforce new
safety rules and PPE’s can assist the project managers to complete the projects safely and successfully.
Projects will also have to be managed radically differently or otherwise; stakeholders muststop the project
which has other implications. To manage the change effectively,it’ll take a coordinated effort from the
top.
Keyword: COVID-19, Pandemic, Construction Industry, Project Manager Skill

Background
It is not the first time the planet is facing a crisis. The horrific 9/11 or 2008 economic collapse
that in a matter of months swiped away billions of jobs. Yet, no-one has ever encountered a
coronavirus close. The pace and serious effect it has had worldwide is unparalleled, not just on
the health of millions of people and the worldwide healthcare systems, but also with enormous
implications for the global economy and society at large. Whereby its full consequences remains
unclear [1].
Every day introduces its difficulties to project teams, instantly Covid-19 has brought significant
consequences to enterprise ventures all over the world. Colleagues who sit next to each other in
the workplace setting are now geographically scattered and companies need to get to grips with
the dramatic change in business operations if they want to thrive. One good thing is that to a
certain degree our project managers today will be well positioned to cope with the present
circumstances in which we find ourselves. Professionals are living in a growing virtual

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environment, which means they need to develop their expertise and skills to lead virtual projects.
In the last number of years, a new dimension to project management activities is added by the
growth of the internet and the advancement of interactive software tools. Although some people
might be used to digitally function and have remotely dispersed team members, this scenario is
likely to be very different for others. The Covid-19 pandemic brought unpredictable problems for
all project managers, emphasizing the need for resilience, versatility and preparation for
transition [2].
The epidemic of coronavirus is a major concern for the health of potentially millions of people.
All global supply-chains are virtually affected at some point. Realistically, with many companies
adopting policies to restrict workplace travel and prepare workers to work from home if
appropriate, and to ensure their employees ' health, if possible,many industries would be
impacted to varying degrees. To contain the effects, most countries are trying to respond rapidly
because the outbreak is moving quickly. Many industries' operations may be affected for months
to come and the spread of the virus, however, will continue through 2020 [3].It would be helpful
to consider and appreciate what could be done differently, and it could provide the nudge to
begin to fix all those minor challenges and inefficiencies that we normally accept in our
everyday work, paving the way for a stronger, more effective project management plan for
tomorrow because it magnifies those challenges[4]. Resources will be one of the big problems.
The lockdown's 'rules' grant very few business and technical licenses to travel around freely. It's
possible that most human resources will be inaccessible for project managers, and supply chains
could slow. Continue modification of the project plan to comply with current technologies would
be imperative[5].This paper therefore focuses on the main skills that the project professionals
have to learn to cope with the pandemic impacts of COVID-19. This paper will include the
critical body of information areas for the professionals to focus on and concentrate during and
after COVID-19 pandemics. The recommendations will help the professionals work on project
sites that hold COVID-19 pandemics major concerns.
Significance of Project Managers
The project manager has a very critical role in the smooth operation and success of any
project[6][7][8][9][10][11]. This profession has been getting huge significance in almost every
industry of the world. The project managers are major productivity contributors. Talent shortages
in the profession in the 11 countries studied could potentially generate risks of almost US$ 208
billion in GDP over the 10-year period.There's a growing divide across the globe between
employers' need for qualified project management staff and competent availability to fill those
positions. By 2027, employers will need 87.7 million workers employed in positions oriented to
project management[12]. As per Project Management Job Growth and Talent Gap Report,
thousands of jobs will be created in project management area by 2027 as shown Figure 1.

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Figure 1: New Jobs for Project Talent during 2017-2027

To cater this forecasted demand of project management professionals, it is pivotal to make major
actions by the stakeholders including public and private sector. The project managers ensure
seamless flow of knowledge and information. To keep the project going forward, they need both
technological know-how and firsthand knowledge of the tasks they delegate to others.
Project Management Key Skills after COVID-19 Pandemic
Leadership is always relevant in the difficult and good times, but it becomes much more crucial
when in a matter of weeks, a global crisis hits millions. Under COVID-19 pandemic, the project
manager and experts will be supported to work efficiently following main skills.
1. Effective Communication
In case of COVID-19 nature pandemic a key element of every facet of a project is
Communication rather wireless communication which serves as its foundation. Getting teams
spread globally means coordination is the most critical factor of project management now more
than ever before. Project managers are familiar with using contact strategies for their partners
and a virtual means of communication, using various resources like emails, Microsoft projects,
google meetings, zooming, skype, facetime, what's up, imo and WeChat to communicate on
small-scale projects. To access the information and materials from any avenue for a large-scale
project, many technologies such as video conferencing systems, instant messaging services,
project management software, and cloud-based document storage / file sharing suites allow
teams to do so.
Because now teams can be remotely operated therefore the more focus and attention will be
placed on the preparation side of communication by Project managers[13]. Considering the
individual needs and preferences, the employed communication approach works well for all
those who are involved in it. Using efficient resources, coupled with a well-defined plan that

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monitors progress, workflow, and goals, would mean more productive working ways.
Communication is by far the most critical element of digitally overseeing your project. If you
have excellent contact all the other things can be discussed. Despite daily progress sessions, the
chance to ask or answer questions or to "just check in" doesn't present itself as easily despite
having colleagues in the workplace every day. It is an opportunity to try to use other contact
forms. Don't compensate for that though by sending hundred emails a day. That would defeat the
intent, and frustrate the teams only[4].
2. Revisit Contracts
COVID-19 has a huge effect on building programs, but the legal consequences differ according
to country and contract. On the contractual side, the vocabulary of traditional types, where
applicable, such as FIDIC and NEC, is now receiving much emphasis. COVID-19 does not,
generally speaking, make projects completely impossible to complete at this point. But it slows
them down, causing delay and chaos, even though it was only because supply chains were
seriously affected. Contractually, incidents like the COVID-19 pandemic typically indulge in
contractual clauses about the implications of unexpected events. Such clauses generally fall into
two broad categories, including force majeure and the use of contract provisions to amend the
law [14].
3. Data Centralization
The art of handling the data is one of the main challenges at any project. -- team works on a
specific mission, and the primary need is for all these data to be collected and coordinated. In the
current environment of lockout, organizations have no choice but to centralize information
including schedules, correspondence, worksheets, pieces of documentation, reports and records.
Without a centralized information system, a good project management activity will no longer
exist. The solution is to implement a large-scale project & portfolio management tool, and any
other small-scale system. To track the progress of each project to make sure everything goes as
planned and to see whether everything happening in real-time immediately or not, the manager
should also be able to log in. Holding all in a single place means that all members of the team
know what they are responsible for and what they need to focus on. Nobody may complain that
they didn't see job assignments or that they didn't realize anything was due. Project managers
must track the timetables, development, milestone achievement and level of resources and take
the appropriate actions accordingly [4].
4. Efficient Monitoring
Project managers need to closely track the progress of a project. Most businesses are unable to
afford additional expenses, delays or insufficient resources which would result in significant
losses during the year. A loss of thousands of dollars could be spelled by a one-day delay even in
favorable economic conditions. Monitoring is more than ever necessary for effective project
management. An effective reporting can be accomplished with a good data centralization
method, and the project can be controlled properly. Monitoring and centralization processes
should be coordinated so that information in real time can take immediate action if necessary[4].

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Pre-defined milestone and key performance indicator will be helpful in this case. Using
information technology real-time monitoring dashboards can be created and visualization of
project progress in real-time will be more effective like various tools of Building Information
Modelling (BIM) and Digital Twin. Warning systems can also be integrated into these systems
for potential issues or risks.
5. Adoptability of New Work Culture
To adjust the new working conditions, project managers must prioritize their team’s treatment
and security with quick spread of Covid-19 pandemics. By focusing on communication and
collaboration and fostering a digital culture in the team and by building trust and resilience
among teams, it can be achieved. A resilient project team beginswith a resilient project leader.
To adopt a new digital way of working, project managers step up and equip their teams with the
requisite resources and expertise because it is critical during this period. We will lead with
humility, show employee empathy and promote openness by daily contact by internal emails,
social media channels, applications such as Microsoft Teams and forums. Digital communication
is central to a successful digital culture. The project manager should encourage the sharing of
knowledge and insights among teamsby involving their project team in sharing sessions because
it is important for a successful digital culture[2].
6. Effective Risk Management
For project managers risk identification and management will now more than ever be a critical
task. By identifying new risks arising from the new ways of working during the Covid-19
pandemic,project managers will need to review their risk plans. Project managers will need to
look at baseline risk plans and revise key areas such as resources, communication, technology
and financein order to ensure that whether the project is fully prepared for all eventualities or
not. The most successful way to evaluate the project danger is to predict the types of disruption
that present the highest risk and enforce strategies to minimize their effects, start by identifying
the project activities would be most impacted, during these difficult times.
7. Use of Technology and Tools
As technology becomes ever more immersive in Industry 4.0, many project management skills
have become digitized. This doesn’t mean that intrinsic human skills need to be
overlooked. Using project management software will also enable you to keep detailed project
notes that can be shared with your team in real-time and help you build rapport with your
teammates and clients through social features such as chat or video conferencing.During
COVID-19 pandemics very useful tools in project progress and monitor can be Telematics,
mobile apps, autonomous heavy equipment, drones, robots, Internet of Things (IoT), virtual
reality and 3D printing.
In between the Jobsite and back office project managers the mobile technology enables data
collection and sharing in real-time. The timetables, expense reports, information requests, job
records and other checked documents can be sent through Cloud-based systems because it allows
employees on-site to send. By this way, hundreds of hours a year of data entry would be saved

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and sensitive files could be organized automatically and therefore no longer dig through files
looking for old records [15].
8. Team Members Safety
Safety of every team member at the project is very critical, especially in current COVID-19
pandemics. Therefore, the safety plans should be revised and new safety guidelines will be
designed based on the guidelines given by the government and concerned authorities. In COVID-
19, safety precautionary measure designed by various countries can protect the project team
members and the guidelines can vary from country to country and even project to project. It was
challenging to create the culture of wearing Personnel Projective Equipment’s (PPE) now
cultivating the new trend of extra PPE due to COVID-19 will be more challenging. Therefore,
for small scale project, the enforcement of general guidelines for COVID-19 is fine but in the
case of large-scale projects, it is suggested to take assists from current advancements in
information technology.
Virtual Reality (VR) may have a significant effect on the construction industry in two fields such
as Safety awareness and training of equipment operators. Enclosed spaces, or work at height in a
secure, regulated environment with VR are certain conditions to which workers may become
exposed of. To train troops, pilots and surgeons and may even be used to train staff on anything
from running cranes and excavators to welding and masonry jobs, VR simulators have been used
for many years. Augmented Reality (AR) is another technology that could dramatically enhance
construction site safety. AR can be deployed on the Jobsite in many ways, either to create a more
comprehensive safety plan or to provide instruction on heavy machinery using actual equipment
on specific sites with increased risks. [15].
In general, the key skills of project managers and project management profession required in
coming decade is highlighted in Figure 2.

Figure 2: Key Skills for Tomorrow’s Project Managers [16]

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The coming decade will be challenging because the resources are getting shirked and projects are
getting complex because of user preferences. It is imperative to make major actions in this area
because thousands of jobs are upcoming in this area of expertise.
Conclusion
No one ever expected or predicted the current scenario developed after COVID-19 pandemics.
Every industry is distressed and every segment of life is also disturbed. The countries were
closed and now they are opening the industries to live up with the economic challenges. The case
is similar tothe construction industry. Many countries announced the reopen of the construction
industry because it is directly and indirectly linked with many other industries. This paper
concludes that the workers at all levels in the construction industry can carry up the construction
activities by adopting few key features including; proper e-communication, revisiting contract
clauses and negotiations with clients, centralizing the data using online platforms, monitoring the
project activities, designing policies for adopting new work culture, implementing
comprehensive project risk management exercises, implementation of latest information
technology toolsand reinforce new safety rules and PPE’s can assist the project managers to
complete the projects with safety and success. The paper suggests that the project managers and
project team members have to adapt and learn the new skills required to manage and monitor the
project using various IT-based solutions.
Acknowledgement
The authors are thankful to Saudi Arabia's Prince Sultan University for providing a forum to
conduct the work. The writers are also grateful for scholarly support form Mehran University of
Engineering and Technology, Jamshoro, Pakistan.
Conflict of interest
The authors report no conflict of interest.
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