PROJECT MANAGEMENT
construction works. The pandemic has demonstrated that the future of project management lies in working remotely yet implementing this mode of work for project management is not easy.
Building a digital team Building a digital team requires addressing the issues of collaboration, responsibility and culture. To best manage a virtual team, project managers need to focus on clear lines of communication, clear expectations and objectives, and direct feedback.
When managed properly, working
remotely offers many benefits to an organisation, project managers and teams including: increased productivity; access to the best talent globally; reduced turnover rates; reduced stress levels; and better work-life balance. It is essential to pay more
attention to the control of suppliers and operators necessary to complete the project, to carefully analyse contracts and perform risk analyses to prevent the risk of interruption arising from a lack of reliability. Lockdowns and border
closures have created serious problems for supply chains, resulting in higher costs and longer lead times. Project managers need to be proactive to limit the potential threat of a supply chain disruption. This can include the storage of critical materials or the procurement of local alternatives. For better or for worse, the
way project managers work has changed. With this change comes the growing need for retraining staff to improve operational practices and achieve successful project results. To manage people, given that
cultivating the best talent and inspiring innovation does not come easily through a computer monitor, it is essential to improve skills in order to learn new collaborative approaches and lead in a virtual environment. Project managers thus help guide
companies in terms of futureproofing, which is why improving everyone’s knowledge to keep pace with emerging technology is critical for long-term success. Finally, small budgets leave little or no margin for error in managing a project.
Agile management Agile management has also become a common way to manage the organisation and the unexpected. Decisions in conditions of uncertainty, short planning horizons, adjustment of activities which
28
l Communication skills in a virtual environment and mastery of technologies.
l Personal agility: adaptability and rapid reaction to changes in the environment.
l Resilience and stress management. l Coping with complexity and the ability to select the most valuable information.
l Knowing how to motivate people using empathy and emotional intelligence.
l Leadership based on human values, values of sustainability and trust.
Complexity science Complexity science views healthcare organisations as complex adaptive systems operating in highly complex and unpredictable environments. The view assumes that much of organisational life is unknowable, uncertain or unpredictable and therefore cannot be standardised and controlled. In this context, all the effective
are based on pandemic indicators. Among the impacts that COVID-19 has made on the role of project manager, one of the most relevant is the change in communication inside and outside projects – internal and external communication – that occurred very quickly.
Among the negative aspects, the loss of some pieces of informal communication on the context of the project and the nuances that are acquired in normal conversations over coffee should be emphasised. There is no face-to-face contact and online communication requires more effort and concentration. The main key competences of project managers at the time of COVID-19 and post-COVID are:
responses to the COVID-19 pandemic proposed by the top and middle management of hospitals and health systems, consistently with the principles of the science of complexity, have emphasised communication, collaboration and innovation. Insights from complexity science can help healthcare organisations increase their agility, resilience and learning to more effectively cope with future surprise events. The COVID-19 pandemic is a powerful reminder that we live in a highly complex and unpredictable world and that, when the future is unknown, it is necessary to create resilience and agility. Furthermore, an open and humble leadership is necessary, favouring interaction, interdependence and creative tension and identifying the right person at the right time (beyond roles and hierarchies). All of these processes
have occurred in health organisations that have responded effectively to pandemic. In the construction field, hospital and healthcare construction was one of the few types of non-residential buildings that increased over the course of 2020.
Impact on healthcare estate Contagion control and security protocols put in place at the start of the pandemic are becoming standard for new projects and renovations. The pandemic has created opportunities for design and construction, as it is understood that health systems must continue to bring
their services closer to where patients live. The system is looking for ways to design and futureproof by organising structures to accommodate whatever happens next, which are flexible and able to cope with present and future crises. It is essential to rethink current and
future space needs, deconstructing buildings in order to understand what is and what is not essential. These re- evaluations have opened the door to more flexible design options that include adaptive reuse, so as to leave patients in their own environments as much as possible. Alternative forms of patient care are being embraced, particularly telemedicine. With the help of technology, telemedicine will bring about changes in the physical building and plant environments; waiting rooms in the outpatient and diagnostic areas will give way to waiting for patients in the individual examination rooms. Regardless of space decisions,
structures must be made as controllable as possible with respect to the spread of
IFHE DIGEST 2022
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116
