Effect of Remote Work on Project Management in Finland
Singh, Tejinder; Kureshi, Shamin (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025112529769
https://urn.fi/URN:NBN:fi:amk-2025112529769
Tiivistelmä
This research provides insight into the shifting practices of project management brought about by remote work, practically in a country like Finland characterized with robust digital infrastructure and a progressive work culture. The subject matter of this research was intended to study how planning, execution, monitoring, leadership, and communication measures for Finnish project managers have been adjusted to the overwhelming diffusion of remote and hybrid ways of working which were catalyzed by the COVID-19 pandemic.
For this qualitative research, semi-structured interviews were conducted with nine project managers from different sectors: IT, real estate, and consultancy. Web-based tools such as Microsoft Teams, Airtable, and CRM systems for collaboration and task and accountability tracking have been widely accepted into projects run from a distance. Supervising with presence has turned into management with trust based on results, inspiring people towards autonomous ways of working. The results indicated that even more digital tools for collaboration, task-tracking, and accountability like Microsoft Teams, Airtable, and CRMs have been embraced widely in projects that are managed from geographical distance; presence-based supervision has now shifted to trust-based management, driven by results motivating people into autonomous ways of working.
Benefits such as clear flexibility, cost reduction, talent source accessibility, and better work-life balance were characterized by respondents. However, other challenges included communication, difficulties in on boarding, and sustaining team culture. The change from an emergency response to remote project management is now strategic and is set to remain as a culture by the digital innovation as well as cultural readiness. Among the recommendations to be made are the development of hybrid frameworks, increasing digital literacy, people-centric leadership, and leveraging emerging technologies such as AI and automation for future project performance improvements.
For this qualitative research, semi-structured interviews were conducted with nine project managers from different sectors: IT, real estate, and consultancy. Web-based tools such as Microsoft Teams, Airtable, and CRM systems for collaboration and task and accountability tracking have been widely accepted into projects run from a distance. Supervising with presence has turned into management with trust based on results, inspiring people towards autonomous ways of working. The results indicated that even more digital tools for collaboration, task-tracking, and accountability like Microsoft Teams, Airtable, and CRMs have been embraced widely in projects that are managed from geographical distance; presence-based supervision has now shifted to trust-based management, driven by results motivating people into autonomous ways of working.
Benefits such as clear flexibility, cost reduction, talent source accessibility, and better work-life balance were characterized by respondents. However, other challenges included communication, difficulties in on boarding, and sustaining team culture. The change from an emergency response to remote project management is now strategic and is set to remain as a culture by the digital innovation as well as cultural readiness. Among the recommendations to be made are the development of hybrid frameworks, increasing digital literacy, people-centric leadership, and leveraging emerging technologies such as AI and automation for future project performance improvements.