PROJECT MANAGEMENT
and challenges contained in the Italian National Recovery and Resilience Plan as common construction sites, for which the ability to work together, in a more cohesive and faster way, will allow us to make a leap in the design and implementation dimension of plans and activity programmes. If we make an international
comparison, it is clear that reflection and investment on managerial skills in the public sector and in the health sector are a common priority in many countries, including the US, UK, France and Switzerland. The novelty of the approach is to enhance them not as mere professionals, but as real managers, increasingly responsible and protagonists in the management of change alongside company management.
COVID-19 as a stress test The problems related to the impact of COVID-19 have been and, in some respects, continue to be a real-world stress test for the ability of companies, bodies, public administrations and organisations in general to be able to carry on and finish projects and programmes successfully. The pandemic has exposed the fragility of work organisations and the answers to the problem have been very varied, but it is still possible to draw a common scenario from a first moment of disorientation to a general reorganisation of work that factors in a new balance. It is the responsibility of the managers –
portfolio, programme and project managers – to create and determine all the ways and means necessary to allow a successful conclusion of their activities, using the disadvantages and advantages of the new reality that has arisen. Surely the perception of IT tools by those who, up to that point, considered them unreliable has also changed and it will be possible to resort to a greater percentage of working remotely, having acquired practices and methodologies – as well as a certain confidence – to the management of the mix of activities in presence and remotely. The approach within companies will
presumably change in terms of selection and delivery of projects as will the role of the project manager. For many, even during the period of the health emergency, it was productive to start planning and planning reconstruction actions, taking into account the changes induced by the emergency both in the way of working and in people’s attitudes. There will, therefore, be a great need
for project management and also for innovation to make the best use of the new operating methods that we have been forced to experiment and/or use on a large scale due to a global health emergency that has influenced our lifestyles and our values.
IFHE DIGEST 2022
No turning back
Nothing will be the same again and the recovery must be supported by a large investment programme that needs qualified project managers who are indispensable to manage the investment projects of companies and to support the economic initiatives that will be implemented by public institutions to encourage recovery. Italy is usually observed and taken as
an example for its ability to respond to emergency management, but we are instead lacking in the ability to prevent and prepare in advance. To guide this reconstruction, it is essential to have widespread project management skills as well as a considerable number of highly qualified project managers. This is all the more true for Italian public administration, which must plan and guide, at the same time, both how to deal with the emergency and how to direct the reconstruction phase. Surely the discipline of project management can help to tackle these initiatives with greater probability of success, most of which are real projects or better still, programmes? As is well known, even if the decisions are initially political, they reverberate on the whole public administration and consequently on all of us. The programme and project management can help in the operational phases to deal with the emergency, and perhaps even more so in the previous planning phases, i.e. those of prevention of the emergency itself. Therefore, competent people must be involved at all levels, and related measures and actions must be planned and implemented consistently.
New opportunities New rules must be agreed, also in terms of cooperation and solidarity. This is precisely the time to put people back at the centre. Stakeholder-centred values have always been valid, and can constitute a fundamental reference for living both in health and in wellbeing. For example, with the arrival of
extraordinary funds – in addition to ‘ordinary’ planning – there will be many opportunities for project management in which innovation and digitization can lead to progress and benefits in the most diverse and heterogeneous areas. Indeed, we all share two key challenges that face our world: the pandemic and climate change. The role of artificial intelligence is not only important as a technology for the future, but also as a tool that can bring benefits to healthcare and make healthcare accessible to more people. We have to make sure that the technology is used to benefit the people who need it most, especially those in low-income countries or in countries where healthcare simply is not affordable for many. Participating in calls for proposals and
drawing up projects that are innovative requires two things. Firstly, profound competence in project management issues, as a structural element through whose disciplines we can create a framework capable of supporting the project initiative. The other component needed alongside project management, is the ability to coagulate, in a project proposal, multiple skills, with a multidisciplinary character. In a world beyond COVID-19, project management remains the key to success for many healthcare projects and
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