The Impact of COVID-19 on Project Managers Risk Management Practices, from the perspective of past and current practices, in Finland : a comparative analysis of pre- and post-pandemic risk management strategies.

Abstract

The COVID-19 pandemic exposed major weaknesses in conventional project-risk systems that had been designed for stable and predictable environments. This study examines how project managers in Finland adapted their risk-management practices during and after the pandemic, and what lessons these changes provide for future resilience. The study draws on project-management and risk-management theory and uses a qualitative-descriptive research design.

Data were collected through an structured interview via different means completed by eight project managers from manufacturing, logistics, healthcare, IT, hospitality, environmental services, start-ups, and telecommunications. Responses were analysed descriptively, and open-ended answers were subjected to thematic analysis using NVivo.

Results show that pre-pandemic risk management focused on efficiency and compliance, while the pandemic prompted rapid adoption of digitalisation, supplier diversification, flexible work arrangements, and agile planning. Many of these practices have become permanent, marking a shift from efficiency-driven to resilience-oriented, technology-enabled risk-management frameworks suited to future disruption.