COVID-19期间项目后续实践的连续性:确定预测因素和挑战

Majeda Salman, A. Zolait, Mahmood Alaafia, Shaikha Almalood, Zainab Fateel
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引用次数: 0

摘要

由于没有对后续机制进行研究,特别是在突发大流行病期间没有对后续机制进行研究,因此必须研究各组织后续机制的连续性。因此,本研究试图研究组织用于监测项目进展和完成的后续机制的连续性。此外,探讨管理远程工作的预测因素、问题和挑战。跟踪是根据标准对项目进度进行监测和评估,使管理层能够通过团队沟通做出干预项目完成的决策。研究结果表明,COVID-19期间随访实践的连续性受到远程监测挑战和组织对大流行限制的依从性的影响(R2 = 0.35)。组织遵守大流行限制是与组织在监测结构、内部政策以及通信和资源设施方面的行为相关的三个决定因素的函数(R2 = 0.54)。研究人员采用了定量和定性相结合的混合方法。一项调查随机分布到158个可实现的样本中,随后采访了12位决策者,包括选定组织的经理和高管。该研究建议使用更多的技术工具和应用程序来提高随访性能并克服远程监测的挑战。
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Continuity of Project's Follow-up Practice During COVID-19: Identifying Predictors and Challenges
The importance of studying organizations' continuity of follow-up mechanisms is raised by the absence of research conducted on the follow-up mechanisms, especially during sudden pandemics. Therefore, this study attempts to research the continuity of follow-up mechanisms organizations use to monitor projects progress and accomplishment. Also, explore the predictors, problems, and challenges for managing remote working. Follow-up is the monitoring and evaluation of project progress against standards to enable management to make decisions for interventions towards project completion through team communication. Findings show that continuity of follow-up practice during COVID-19 is influenced by remote monitoring challenges and Organization compliance to pandemic restrictions (R2 = 0.35). Organization compliance to pandemic restrictions is a function of three determinants related to the organization's behavior regarding monitoring structure, internal policies, and communication and resource facilities (R2 = 0.54). Researchers used the mixed method approach consist of quantitative and qualitative methods. A survey was randomly distributed to an achievable sample of 158 respondents, followed by interviews with twelve decision-makers, including managers and executives in selected organizations. The study suggests more technological tools and applications for improving followup performance and overcoming remote monitoring challenges.
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