Abstract
The 2020 COVID-19 pandemic has profound socio-economic consequences. Extraordinary times call for extraordinary measures, so this paper focuses on radical changes to accepted practice in project organizing in response. In particular, we focus on schedule compression to deliver outputs to mitigate the immediate impact of the pandemic on health. In the spirit of engaged scholarship, which is problem-driven rather than theory-driven, we address directly the evidence of what happened in two empirical vignettes and one more substantial case study – the CoronavirusUY app; emergency field hospitals; and vaccine development. We then suggest the implications for project management theory in discussion.
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