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Homeworking Project Management & Agility as the New Normal in a Covid-19 World

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  • Sonjit, Patcharin
  • Dacre, Nicholas
  • Baxter, David

Abstract

The Covid-19 global pandemic crisis has had a deep and profound impact on fundamental elements of society, the economy, and the environment as a whole. Key organisations, businesses, sectors and industries vital for delivering crucial projects have been affected by the relatively fast onset of Covid-19 on a global scale. As a result, organisational routines and project management processes that would have focused on established methods and practices have incurred dramatic changes leading to a greater emphasis on agility as part of a more exhaustive strategic Covid-19 world, where new routines and processes become embedded as the new normal. This research focuses on the increased demand in Homeworking Project Management (HPM) and more significant agility requirements across dispersed virtual project management teams. Initial insights from semi-structured interviews with a cross-section of 12 high-level project professionals suggest that; (i) Transitional homeworking project management processes have a direct impact on collaborative and operational routines; (ii) There is a greater level of demand on agility with HPM teams which do not necessarily have the organisational infrastructure to support these, (iii) Technological resources are becoming a primary concern with inequality of information across HPM teams, and (iv) Increasing critical bottlenecks across dispersed HPM teams is adversely affecting tenable project outcomes.

Suggested Citation

  • Sonjit, Patcharin & Dacre, Nicholas & Baxter, David, 2021. "Homeworking Project Management & Agility as the New Normal in a Covid-19 World," SocArXiv 5atf2, Center for Open Science.
    • Handle: RePEc:osf:socarx:5atf2
    DOI: 10.31219/osf.io/5atf2
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    References listed on IDEAS

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    1. Tite, Caroline N J & Pontin, David & Dacre, Nicholas, 2021. "Embedding Sustainability in Complex Projects: A Pedagogic Practice Simulation Approach," SocArXiv b4gya, Center for Open Science.
    2. Dong, Hao & Dacre, Nicholas & Bailey, Adrian, 2021. "Sustainable Agile Project Management in Complex Agriculture Projects: An Institutional Theory Perspective," SocArXiv v4je2, Center for Open Science.
    3. Dacre, Nicholas & Kockum, Fredrik & Senyo, PK, 2020. "Transient Information Adaptation of Artificial Intelligence: Towards Sustainable Data Processes in Complex Projects," SocArXiv pagbm, Center for Open Science.
    4. Dacre, Nicholas & Senyo, PK & Reynolds, David, 2019. "Is an Engineering Project Management Degree Worth it? Developing Agile Digital Skills for Future Practice," SocArXiv 4b2gs, Center for Open Science.
    5. Hsu, Ming-Wei & Dacre, Nicholas & Senyo, PK, 2021. "Applied Algorithmic Machine Learning for Intelligent Project Prediction: Towards an AI Framework of Project Success," SocArXiv 6hfje, Center for Open Science.
    6. Kockum, Fredrick & Dacre, Nicholas, 2021. "Project Management Volume, Velocity, Variety: A Big Data Dynamics Approach," SocArXiv k3h9r, Center for Open Science.
    7. Reynolds, David & Dacre, Nicholas, 2019. "Interdisciplinary Research Methodologies in Engineering Education Research," SocArXiv cj6wt, Center for Open Science.
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    Cited by:

    1. Barber, Carl & Dacre, Nicholas & Dong, Hao, 2021. "Reframing Project Management Process Paralysis: An Autoethnographic Study of the UK Fire Service," SocArXiv hxm68, Center for Open Science.
    2. Ariadna Linda Bednarz & Marta Borkowska-Bierć & Marek Matejun, 2021. "Managerial Responses to the Onset of the COVID-19 Pandemic in Healthcare Organizations Project Management," IJERPH, MDPI, vol. 18(22), pages 1-25, November.

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