Project Management in Crisis and Economic Recession

Mortimer Blum Virtual Class training program
- delivered by PMI Global Registered Education Provider.

July, 1 – 2, 2020
July, 21 – 22, 2020

Course description

The course presents how to prepare project portfolio towards an economic recovery as a response to public health dynamics and recurrence prevention policies in a variety of industries. The participants will learn and understand how to improve strategic approach to planning and scheduling in a structural brake; how to overcome a corporate crisis and adjust business models to benefit from new patterns using project & portfolio management techniques.

Key topics

Day 1 – Portfolio level

  • Differentiation between project and portfolio management
  • Strategy redefinition and the need to align project and portfolio to corporate strategy and new economic policies. Will strategy definition be different from country to country dependent on the government responses to pandemic alignment?
  • Goals, targets, vision, objectives and their relationship to strategy – kill or not to kill the project? Is your portfolio still relevant in the post coronavirus world? What sort of projects drop in importance and which gain more significance?
  • Modelling the uncertain – business case revision and alignment to business recovery objectives – preventive measures to remove uncertainty
  • Customer value seen as the main company asset building structural and fundamental ground for structural business model and project portfolio adjustment

Day 2 – Project level

  • Scenario and sensitivity analysis based on modelling key impact variables
  • Process simplification and complexity reduction in an situation where the old patterns vanish and the new ones emerge, such as the effect of WFH on project management and team working concept and its effectiveness
  • Project case financing and business process management
  • Change management process as part of recovery planning
  • Role of business analyst in a risk management process
  • Information flow, communication and decisions standards including agile techniques to avoid unnecessary effort and useless work


Who should attend?

  • Senior management
  • Strategic planners
  • Business development
  • Project Managers
  • R&D Managers

Key takeaways

  • Critical discussions will include how to make sure that the project plan is aligned to the strategy of the company. Delegates will understand what techniques might be used to build in challenging requirements in instability and tension
  • As many companies are involved in technology driven project management solutions it is necessary to look at the approach where solutions evolve through collaboration between self-organized, cross-functional teams, understanding that technology itself is neutral as it learns from us. The overall behaviours aiming to minimize wasteful work will ultimately be reflected back to teams working in many cases remotely
  • Understanding that recovery to previous fundamentals such as cutting cost is not enough to overcome recession dynamic and project risk management is still essential for project control
  • Check and accept that working on the changing assumption requires conservative approach with focus on the future
  • How to redefine project timelines using intervention models and recovery techniques
  • The move of the portfolio/project manager to a leadership role