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COVID and Project Management in India
As the world continues to grapple with the COVID-19 pandemic, countries are implementing a variety of protocols and measures to try and contain the spread of the virus. In India, this has included a nationwide lockdown, as well as a number of restrictions on movement and social interaction. For project managers in India, these measures have presented a unique set of challenges. In some cases, projects have been put on hold or even cancelled due to the restrictions. In other cases, project managers have had to adapt their plans and schedules to accommodate the new reality. Despite the challenges, project managers in India have generally been able to adapt and continue to deliver successful projects. In many cases, this has been made possible by the use of technology and communication tools that allow work to continue remotely. It is also worth noting that the resilience and resourcefulness of Indians is often lauded in the face of adversity, which has no doubt helped many projects to weather the storm.
As Mookerjee et al. (2021) point out, there has been a big impact on culture in India as a result of the Corona Virus Pandemic: for one thing, the lockdowns have been especially hard, and has meant that people are confined to their homes, with no opportunity to socialize or take part in cultural activities. Yet in India, socializing out of doors is a huge part of life, and to deny people this opportunity is detrimental to their way of life. Thus, the pandemic has had a significant impact on mental health, with many people reporting increased levels of anxiety and depression (Grover et al., 2020). The economic impact of the pandemic has also been severe, with millions of people losing their jobs and businesses struggling to survive. The pandemic has also resulted in a rise in xenophobia, with many Indians feeling that they are being unfairly blamed for the spread of the virus. In spite of all these challenges, the Indian people have shown great resilience and resolve in tackling the pandemic, and this is something that project management can hold onto as a sign of hope.
Advice I...…to provide cultural training for all members of the project team. This training should cover topics such as proper dress and etiquette, communication styles, and religious beliefs. By taking the time to learn about the culture of India, project managers can ensure that their projects are respectful of local customs and traditions and are more likely to be successful. In addition, by building relationships with key members of the local community, project managers can gain valuable insights into the culture and how best to approach new projects. India is a vast and culturally diverse country, with a rich history and many different customs and traditions. As such, it is essential for project managers to learn about the culture of India before embarking on any new projects.
Looking ahead, it remains to be seen how long the COVID-19 pandemic will continue to impact project management in India. However, it is clear that project managers will need to remain flexible and adaptable in order to deliver successful projects in this ever-changing landscape. Awareness of culture and how virtual technology can help in COVID times can…
References
Grover, S., Sahoo, S., Mehra, A., Avasthi, A., Tripathi, A., Subramanyan, A., ... &Reddy, Y. J. (2020). Psychological impact of COVID-19 lockdown: An online survey from India. Indian journal of psychiatry, 62(4), 354-362.
Larson, E., & Gray, C. (2017). Project Management: The Managerial Process 7e.
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Mookerjee, D., Chakravarty, S., Roy, S., Tagat, A., & Mukherjee, S. (2021). A culture-centered approach to experiences of the coronavirus pandemic lockdown among internal migrants in India. American Behavioral Scientist, 65(10), 1426-1444.
Singh, M. K., Kumar, V., & Ahmad, T. (2020). Impact of Covid-19 pandemic onworking culture: an exploratory research among information technology (IT) professionals in Bengaluru, Karnataka (India). Journal of Xi’an University of Architecture & Technology, 12(5), 3176-3184.
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