CASE STUDY ANALYSIS-

IMPACT OF COVID IN PM/PRM

EPGDM / PRM-OCT’21

GROUP MEMBERS:
BEN BOSE
GEORGEKUTTY GEORGE

JOSE GEORGE
 Virtual Teams

IMPACT of
COVID in
Project and Hybrid Approaches for Project Management: Waterfall – Agile Hybrid,
Scrumban

Project risk
management Tighter Connection between Strategy and Execution: Without good
execution, even the most flawless strategy can fall apart when put into
motion. This becomes especially true for online project management as it’s
easy for confusion to arise between project manager and virtual teams
without regular face-to-face communications
IMPACT of COVID in
Project and Project
risk management
 Artificial Intelligence (AI) &
Automation :Redundant and
repetitive tasks of managers can
be automated
 Emotional Intelligence in
Leadership :In current times
when there is a greater emphasis
on virtual teams and online
project management, emotional
intelligence of a Project Manager
IMPACT of COVID in Project and
Project risk management

FLEXIBLE WORK HOURS RISE OF CLOUD STORAGE & MORE FOCUS ON DATA INCREASING ROLE OF PROJECT
CLOUD APPLICATIONS:CLOUD ANALYTICS & NUMBERS: MANAGEMENT IN CHANGE
APPLICATIONS GET UPDATED ‘ON WHETHER IT’S PROJECT MANAGEMENT:MANAGERS ARE
THE AIR’ BY SERVICE PROVIDER PLANNING, QUALITY NOW FREQUENTLY TRUSTED
WITHOUT SIGNIFICANT MANAGEMENT, WORK WITH NOT ONLY THEIR OWN
DOWNTIME. MEASUREMENT OR RISK PROJECTS, BUT THE
ESTIMATION, USE OF BIG DATA ORGANIZATION’S CHANGE
ANALYSIS HAS ALREADY INITIATIVES AS WELL.
STARTED RESHAPING THE
PROJECT MANAGEMENT
ENVIRONMENT.
Strategy for RECOVERY &
RENEWAL OF BUSINESS
TO RAPID GROWTH
 Protect your people :Reduce the need for travel. Encourage more
home working. Put people’s health ahead of project deadlines.
 Put it on your risk register: Convene a project Working Group
and discuss a series of scenarios. Then use each of those to
identify risks and work on mitigations. Look for base case common
features across scenarios and build infrastructure to handle it.
 Consider if your project should be halted or delayed: Open a
conversation with your project sponsor, board, client… You need to
be the one that goes to them, rather than them coming to you – that
shows you as Leading the situation, rather than just managing
outcomes
 Key into organizational responses : Your wider organization will
be responding too. Your skills are valuable, so offer your help in
formulating it. Bring organization-tier thinking into your project. And
also link into responses among your wider business and social
communities.
Strategy for RECOVERY & RENEWAL
OF BUSINESS TO RAPID GROWTH
Consider procurement commitments: This one cuts both ways. You may need to delay deliveries of
materials or bringing in contracted staff, if your project will slow down. Liaise with your suppliers. But
equally, if you plan to continue work, you may choose to advance purchase decisions and delivery dates to
de-risk availability of materials.

Keep talking: In times of uncertainty, fear, and possible panic, make communication a top priority. Even if
you don’t know anything new, communicate that fact. Be open and candid with your team, stakeholders,
and your client/boss/sponsor. Communicate your scenarios and plans, and then update with how events are
affecting your project and changes to those plans.

Regular review cycle to reconsider plans and responses: Set up a regular review process, to keep
yourself and key people up-to-date on external facts and allow time to consider responses. The situation
may change fast. Establishing a process to evaluate changes will give you the infrastructure to adapt
quickly.
THANK YOU
PRESENTATION BY :
BEN BOSE


GEORGEKUTTY GEORGE


JOSE GEORGE
