{"id":4019,"date":"2022-07-14T13:56:50","date_gmt":"2022-07-14T10:56:50","guid":{"rendered":"http:\/\/benefit.edu.ps\/?p=4019"},"modified":"2022-07-27T13:13:37","modified_gmt":"2022-07-27T10:13:37","slug":"erasmus-projects-resilience-during-covid-19-pandemic-the-case-of-benefit-project-boosting-innovation-in-education-and-research-of-precision-agriculture-in-palestine","status":"publish","type":"post","link":"https:\/\/benefit.edu.ps\/?p=4019","title":{"rendered":"ERASMUS+ PROJECTS\u2019 RESILIENCE DURING COVID-19 PANDEMIC: THE CASE OF BENEFIT PROJECT \u201cBOOSTING INNOVATION IN EDUCATION AND RESEARCH OF PRECISION AGRICULTURE IN PALESTINE\u201d"},"content":{"rendered":"

Mohammad Najjar, Munqez Shtaya, Mohammad Hawawreh <\/strong>
\nAn-Najah National University (PALESTINIAN TERRITORY)<\/strong>
\nAbstract<\/strong>
\nDuring the global COVID-19 pandemic, project implementation plans have become excessively
\ndifficult to execute as initially planned. The workload, giving the impossibility of meeting other team
\nmembers, has been postponed and outcomes have become difficult to achieve within the specified
\ntime-frame. Project managers\u2019 endeavors to possess better performance are under increasing scrutiny
\nduring global disruptive events. Therefore, several contingency measures should be taken into
\naccount in order to tackle and mitigate the effects caused by the COVID-19 pandemic. This research
\nseeks to fill this void. In particular, by taking the BENEFIT \u201cBoosting Innovation in Education and
\nResearch of Precision Agriculture in Palestine\u201d project as a case study, this research potentially
\nattempts to explore how to manage project resilience during uncertain events, as well as identifying
\nthe different mechanisms to ensure project success.
\nBENEFIT is an international cooperation project funded by the Erasmus Plus of the European Union
\n(Project #: 609544-EPP-1-2019-1-PS-EPPKA-CBHE-J). It seeks to facilitate knowledge transfer
\nbetween European (Slovakia, Greece, Bulgaria and Czech Republic) and Palestinian Higher
\nEducation Institutions in the field of \u201cagriculture\u201d.
\nThe research provides a practical understanding of how to manage international cooperation projects
\nduring uncertain times, and a guide for further similar actions. It is concluded that the project
\nconsortium engaged in a number of practices in order to keep the project on track during uncertain
\nsituations, those are: revision and approval, adaptation, and goal-oriented monitoring. The findings
\nalso suggest that international cooperation projects can sustain resilience through maintaining efficient
\ncommunication, information exchange, and flexibility across the project consortium. These
\nmechanisms allow project partners to find constructive ways and context-specific approaches to carry
\nout project activities, alleviate any raised problems, while addressing the negative implications caused
\nby global issues such as COIVD-19 pandemic. The results of this case can be considered a modest
\nstep toward a more efficient and resilient project management of international cooperation projects
\nduring uncertain times.
\nKeywords: Project resilience, COVID-19, Project management, Erasmus+, Agriculture.
\n1 INTRODUCTION
\nIn recent years, project management has been regarded as an important development tool in many
\nHigher Education Institutions. A systematic methodology is still dominant today in most Higher
\nEducation Institutions to manage project, which emphasizes planning, communication, and control as
\nimportant tools to achieve the desired outcomes. Planning contains detailed actions which should be
\nfollowed in order to achieve the project objectives, within specific time frame, budget, and quality.
\nAlthough action plans and their related activities are necessary, it is indeed not sufficient for project
\nsuccess [1]. Unexpected events and environmental turbulences are common during project lifecycle
\nwhich might impact the implementation process [2].
\nIn the context of project management, plans should be executed as effective and efficient as possible.
\nRigorous and detailed plans are developed and compliance to these plans is monitored on regular
\nbases [3] in order to identify and avoid potential risks that may affect the project from achieving its
\nintended outcomes [4]. However, it is almost an impossible endeavours to predict and realize all
\ncombinations of risks that may happen during the life cycle of the project [2], [3].
\nRisk management is a core knowledge areas in project management [5]. It consists of different
\nmechanisms that reduce the probability of occurrence of an event or its impact on the project
\nProceedings of INTED2021 Conference
\n8th-9th March 2021
\nISBN: 978-84-09-27666-0 3755
\noutcomes [4]. Foreseen or known risks are identified early in the project planning phase and are
\nincluded as a main component in the project plan. These known risks can be handled through
\nexcessive planning and control practices. However, project managers should be careful of excessive
\nprocess control and enforcement policies since they might have adverse effect on productivity [6].
\nTherefore, target controls might be utilized in which the project manager monitors the achievement of
\noutputs\/outcomes instead of the actual work done by individual team members [3].
\nIt appears that project management tools are suitable for projects with clear objectives and risks [3]\u2013
\n[5]. However, projects are unique and complex undertakings with unexpected events that may emerge
\nover the lifecycle of the project. When risks are unavoidable and unforeseen, managers should go
\nbeyond traditional approaches to risk management by giving less attention to mechanisms that focus
\ntoward planning\/controlling and more attention toward mechanisms that promote flexibility and
\nlearning [4], [7].
\nUnknown risks and events are more difficult to handle due to their unforeseen consequences [3], [7].
\nThey might need learning strategy which might involve more problem solving skills, collaboration, and
\nflexibility [3], [7], [8]. Although many research reviews have been established to explore known risks
\nand their mitigation strategies, unknown occurrences and their impact on project resilience have
\nreceived limited attention [4] [7]. Resilience can be described as the ability of a project to perform
\nunder disruptions and its capability to return to a stable state [9], [10]. In recent years, resilience has
\nbecome an important concept that complement risk and uncertainty management [10].
\nSoderhom [2] suggested four different approaches to deal with unforeseen risks: innovative action,
\napplying detachment strategies, setting up intensive meeting schedules and negotiating project
\nconditions. In addition, the existing literature has advocated collaboration as an effective approach to
\nrespond to uncertainty, while ensuring project resilience [7], [10]\u2013[13]. Furthermore, besides constant
\nrevision of the action plan, Soderholm [2] emphasized the importance of fine tuning, which is \u201ca
\nconstant flow of information, experience, and people in to and out from the project\u201d in order to meet
\nenvironmental unexpected turbulences.
\nMoreover, Stock stated that \u201ca greater extent of knowledge sharing secures success in the face of
\nuncertainty because it facilitates a shared interpretation of unexpected alterations, emerging problems,
\nand potential solutions\u2026 the level of project uncertainty reduces by acquiring essential, expert
\nknowledge\u201d [11, p. 2]. However, the efforts to resolve unknown risks and uncertainties might stagnate
\ndue to the introduction of new risks and challenges along the project implementation bath, and what is
\nlearned might become obsolete in a short period [3].
\nInternational cooperation projects are complex and many are executed under different cultural norms
\nand regulations. Furthermore, some events in the external environment are difficult to recognize early
\nduring the project planning stage. Uncertainty may arise due to volatile market structures, changing
\nstakeholders\u2019 requirements, technological advancements, and environment turbulences [11], [14]\u2013
\n[17].The implications of uncertainty on project resilience and performance can be disastrous, such as
\ndelays, misunderstanding among project partners, opportunistic behaviour, over budgeting, and
\nwasted knowledge [1], [2], [11], [12], [18]\u2013[20].
\nThe management of international cooperation projects involves a number of decision bodies and rules
\nthat are normally defined in the management manual of the project (a document established early in
\nthe project to define decision bodies, rules, and general policies). The primary focus in these projects
\nis how to identify known risks and design proper responses. In the face of a changing environments,
\nthe project consortium might have to reconfigure existing internal capacities and potentially develop
\nnew capabilities in order to meet these risks [5]. There might be a need to adapt new resources and
\nexploit specific competencies in order to address the unexpected situations and to ensure project
\nresilience [21].
\nIn summary, project resilience depends on how well the project is able to deal with uncertainties in the
\nturbulent external environment [22]. Traditional approach to project management leads to the fact that
\nprojects are becoming less flexible to cope with uncertainty. Stock et al. [11] emphasized the
\nimportance of promoting adequate knowledge exchange and appropriate communication structures to
\nreduce the impact of unforeseen uncertainties and risks. In addition, for projects in highly uncertain
\nenvironment, promoting effective communication and coordination between the involved parties, e.g.
\nthrough formal or informal coordination mechanisms, is important to ensure project resilience [22].
\nAlthough the literature related to the management of known risk is well established in the literature,
\nthere is a lack of literature related to project resilience under uncertain environment [7]. The question
\n3756
\nof how Higher Education Institutions must act under high levels of uncertainty, such as COVID-19, to
\nmanage projects\u2019 resilience and achieve the desired outcomes is critical and should be addressed in
\nforthcoming literature on project management. Exploring the relationship between project resilience
\nand uncertainty\/risk management in international cooperation projects is interesting for two reasons.
\nFirstly, each project consists of a consortium with several partners. In addition, each partner in the
\nproject is subject to different internal policies and operates under different cultural environments.
\nTherefore, different approaches might be utilized to ensure project resilience.
\nThis research attempts to develop a framework that describes the process to mitigate risk and
\nfacilitate project resilience. It strives to explore the different mechanisms that reinforce project success
\nduring high uncertainty. The paper is expected to advance the international development projects
\nmanagement by providing Higher Education Institutions with a set of guidelines that may be helpful for
\neffective uncertainty and risk management of educational, multi-cultural, international projects.
\n2 METHODOLOGY
\nThe main aim of this research is to put forth a clear understanding of how to manage international
\ncooperation projects under uncertain situations, such as COVID-19 pandemic. The research seeks to
\nanswer the following questions:
\n1 How to manage project resilience during unexpected events such as COVID-19 outbreak?
\n2 What are the different mechanisms that reinforce project resilience during high uncertainty?
\nTo answer these questions, this research utilizes case study approach to investigate project resilience
\nduring uncertain times. It advocates in-depth analysis to explore the management approach of
\ninternational cooperation project. It is based on an Erasmus Plus project entitled \u201cBoosting Innovation
\nin Education and Research of Precision Agriculture in Palestine – BENEFIT\u201d. This case project
\nconsists of ten sub-cases (10 partners), that have an ultimate aim to achieve the BENEFIT project
\nobjectives.
\nThe case selection criteria were primarily based on the project type (international cooperation project)
\nand the start date of the project. The BENEFIT project has started during the COVID-19 pandemic;
\nthis will facilitate the investigation of the issue in more details. Indeed, international cooperation
\nprojects have been under increasing pressure to mitigate and control risks caused by COVID-19
\npandemic. They have advocated new mechanism to manage international relationships to reinforce
\nproject resilience and to ensure the achievement of project outcomes. Although all partners follow the
\nsame action plan and seek to achieve similar objectives, these partners have slightly different
\ngovernance structures, operate under different cultural norms, and follow different policies. Therefore,
\neach partner in the consortium can be considered a separate sub-case.
\nData was collected based on semi-structured interviews, both face-to-face and via Zoom, with the
\nproject manager\/coordinator in each consortium member. A total of ten interviews were performed,
\neach interview lasted at one hour. Main topics discussed during interviews were project progress, the
\nchallenges faced by the project manager and actions taken at different points in time, and the process
\nto manage change in projects during the pandemic. Data was then analysed and themes were
\nestablished. The results were compared to existing literature and the contribution was highlighted.
\n3 RESULTS
\nThe research is based on a case study of an international cooperation project, \u201cBENEFIT\u201d. Data was
\ncollected and analysed to explore the different mechanism and the process adopted by participating
\nHigher Education Institutions to manage international cooperation projects during COVID-19.
\n3.1 Description of the BENEFIT Project
\nBENEFIT is an international cooperation project funded by the Erasmus Plus of the European Union
\n(Project #: 609544-EPP-1-2019-1-PS-EPPKA-CBHE-J). It seeks to facilitate knowledge transfer
\nbetween European (Slovakia, Greece, Bulgaria and Czech Republic) and Palestinian Higher
\nEducation Institutions in the field of \u201cagriculture\u201d. In particular, the project focuses on the integration of
\nsmart technologies in agriculture, while developing a joint, contemporary, and flexible curriculum in
\nprecision agriculture. Smart and precision agriculture have the potential of producing yields more
\nefficiently and flexibly, while at the same time reducing the environmental impacts.
\n3757
\nThe project consists of five work packages. Each work package contains a systematic build-up of
\nactivities. The work packages are established based on a systematic review of institutions’ needs in
\nPalestine and an intensive consultation with partners from Europe. The work packages are:
\n– WP1: Capacity Building & Training.
\n– WP 2: Development, Implementation and Deployment.
\n– WP 3: Evaluation & Quality Assurance.
\n– WP 4: Dissemination and Piloting.
\n– WP 5: Project Management.
\nThe project coordinator facilitates the coordination and communication process among partners. In
\naddition, the coordinator is responsible for communication and reporting to the funding agency. The
\nproject has established an innovative management structure that will ensure successful
\nimplementation of all activities and effective collaboration of all partners to achieve the intended
\nresults and impact. The hierarchical structure of the project is shown in Figure 1. Furthermore, the
\nmanagement bodies and their role are listed below:
\n\u2022 The Project Coordinator: coordinate the communication process, while managing and following
\nup on the work package leaders to ensure timely execution of activities.
\n\u2022 The Project Management Board (PMB): ensure smooth flow of project activities, ensure the
\nachievement of outcomes, and also responsible for conflict resolution.
\n\u2022 Steering Committee: follow up the execution of the different work packages.
\n\u2022 Quality Assurance Committee (QA): responsible for the preparation of the quality management
\nplan. It is also responsible for establishing clear procedures to measure the quality of the project
\nand its outputs.
\nFigure 1: Project Management Structure.
\n3.2 Management for Resilience: The COVID-19 Uncertainty in BENEFIT
\nProject
\nInternational cooperation projects run through different phases on their way to completion [2]. In the
\ncase of Erasmus Plus projects, these phases are: (a) Initiation, (b) Planning and proposal writing, (c)
\n3758
\nImplementation\/execution \u2013 if accepted for funding-, (d) Monitoring and evaluation, and (e) Project
\nclosure. These projects incorporate different expertise and skills over an extended period of time (up
\nto three years). In addition, most projects have implementation teams in each institution. The team is
\nassigned to the project and is led by a project manager responsible for the organization of activities,
\nfollowing up on team members, and gathering and validating project requirements. In this research we
\nwill focus only on the implementation\/execution phase when the project progress is actually being
\nachieved [2].
\nAccording to the analysis, uncertainties are divided into two major part, i.e. foreseen and unforeseen.
\nUncertainty had a direct negative impact on project performance [22]. The interviewees argued that
\nforeseen uncertainties were detailed in the project plan and proposal, and the mitigation actions were
\nwell-established early during the planning and proposal writing phase. Plans were prepared as a mean
\nto ensure the fulfilment of project objectives within a specific timeframe, quality, and cost limits [2]. In
\naddition, the project manual was established early in the project lifecycle, and was shared with all
\npartners. The manual states the different challenges and risks that might be faced during the project
\nlifecycle. It proposes the procedures that should be followed if certain risks occur and mitigation plan
\nto eliminate those risks. The Manual gives clear instruction to sustain continuity when known and
\nforeseen risks occur. However, the interviewees believe that shifts and unforeseen risks in the
\nexternal environment would impede the effective of planning and control approaches.
\nThe project coordinator holds the responsibility to foresee potential issues and unexpected events,
\nmonitor the sources of uncertainty, and request change requirements if the issues become inevitable
\n[2]. Indeed, departure from existing routines and established instructions will create anxiety among
\nteam members, which will impact project progress and productivity. In the case of COVID-19,
\ncontingent actions were established to address unforeseen uncertainty. These contingent actions
\nresulted in changes in existing process and governance structure to ensure resilience and mitigate the
\nimpact of the COVID-19 pandemic on project progress and performance.
\nFrom the start of the COVID-19 pandemic, the EACEA has communicated clear instructions on how
\nCOVID-19 is affecting the different activities, what changes are taking place, and what help is
\navailable for project consortiums. The EACEA has adopted the progressive approach to manage the
\nrisk, which is focused on continuous adaptation to the unprecedented situation as it evolves. The
\nagency has clarified and simplified the application of rules and procedures in collaboration with the
\nNational Erasmus Plus Office or the National agencies of the targeted countries. Indeed, flexibility
\nmeasures have been taken by allowing replacement activities where the implementation of the project
\nis impeded because of the coronavirus (for example, the unavailability of staff, inability to travel,
\nimpossibility of carrying activities due to the wide spread of COVID-19 in specific area).
\nThe project coordinator has negotiated with partners how to deal the changes needed to mitigate the
\nimpact of the unexpected event. The consortium members, based on the instructions from the
\nEACEA, have established a contingency plan. They have revised the existing plan and then proposed
\na new one with updated timeframe to execute the project activities. The revised plan was discussed
\nwith the Management Board as well as the quality assurance committee in order to approve the
\nchanges, e.g. changes in the timeframe, delays in activities, resource re-allocation. Detailed and
\nextensive online meeting schedules have been established to closely monitor change and control
\nproject progress. These meetings stimulated information flow across the different implementation
\nteams (exchange of experience), which is necessary to reduce the impact of uncertainty.
\nAs a result, each institution has utilized its existing resources in a different way to keep the project on
\ntrack. Changes to the initial plan are common during uncertain times, in particular for projects that
\nextend over a period of time (three-year project in our case) [2]. The new plan was intuitive, i.e.
\ndepends on the past experience of the project managers, and goal-oriented. Goal-oriented approach
\nis based on measuring productivity based on the achievement of outputs and outcomes instead of
\nmonitoring the actual work of team members. To ensure timely execution of project activities, the
\nproject consortium has developed an effective communication and coordination process to exchange
\npractices and discuss project progress on regular basis. They utilized technological tools in order to
\ndiscuss emergent issues and monitor the achievement of outputs.
\nThe interviewees emphasized that risks during uncertain times should follow an adaptive approach,
\nrather than following a strict risk management plan. This specifically true since COVID-19 outbreak
\nwas not only unforeseen, but also the impact on projects and when the pandemic will end is still
\nunknown. Therefore, greater flexibility and adaptation should be encouraged and information sharing
\nshould be promoted in order to manage the situation and reduce its impact on the project progress.
\n3759
\nHowever, the interviewees have emphasized that flexibility and adaptation require greater levels of
\nempowerments and should be supported by web tool to enable project teams to communicate. The
\nproject coordinator has emphasized that the implementation team in each institution were empowered
\nto make the necessary decisions to keep the project progress according to the defined schedule, at
\nleast as much as possible. Nevertheless, some of these decisions required re-shuffling of resources
\nand activities [2], as well as the governance structure of the project at each institution. Changing the
\ngovernance structure includes changes in decision bodies (involving staff with more technical
\nknowledge), assigning new people to the implementation teams, and establishing new guidelines to
\ncontrol the project (e.g. movement to goal-oriented approach to follow up on team members).
\nAccording to the interviewees, effective communication and knowledge sharing among partners is vital
\nto manage uncertain situations and allows rapid decision-making regarding the alternative actions in
\nresponse to the emergent issues during execution [1]. In addition, knowledge and information sharing
\nhave helped in building team members\u2019 competencies and facilitated the integration of actions in
\novercoming unexpected situations [11]. Moreover, communication channels have facilitated the
\ncreation of a common frame of reference (a common understanding) among the different
\nimplementation teams.
\nThe interviewees have highlighted that it is indeed difficult for the project coordinating team to develop
\nformal plans and control mechanisms during uncertain events to monitor project progress.
\nImplementation teams belong to different institutions and located in different countries, where face-to\u0002face interactions are not allowed due to the pandemic. Therefore, the interviewees believe that
\npromoting effective coordination and communication among the different teams, through formal or
\ninformal mechanisms, is more crucial during uncertain times [22]. Communication can promote
\ndifferent interpretation to deal with unexpected events, this is specifically crucial in international
\ncooperation projects.
\n4 CONCLUSIONS
\nBased on a case study of an Erasmus Plus international cooperation project, this research strives to
\ncontribute to the stream of the literature exploring project resilience and risk management. It attempts
\nto fill a gap in the literature by describing how project resilience can sustain and thrive during
\nenvironmental variations [10]. The research brings a broader perspective to project resilience and
\noffers an integrated framework for managing uncertain situation in international cooperation projects.
\nIt is concluded that uncertain events negatively impact international cooperation project performance.
\nHowever, the results show that projects that are subject to unexpected event should call for lower
\nlevels of formal planning and control and higher levels of flexibility, information sharing, interaction and
\ncollaboration. This appears to be consistent with the existing literature [11]\u2013[13], [22]. It is concluded
\nthat the project consortium engaged in a number of practices in order to keep the project on track
\nduring uncertain situations, as depicted in Figure 2. The practices that have been observed are:
\n\u2022 Revision and Approval: the consortium have revised the existing plan and then proposed
\nchanges to cope with the uncertainty in the external environment. Approvals were taken
\ninternally (from the management board and quality assurance committees), and from the
\nmanagement\/funding agency.
\n\u2022 Adaptation: since the end of pandemic and its consequences is still unknown, managers have
\ncontinued to adapt to this unprecedented situation as it evolves. As a consequence, project
\nactivities have been rescheduled when possible, governance structure have been re-configured
\nby involving new staff and applying new rules and procedures to follow up the progress of the
\nproject, and finally resources have been re-allocated across the different activities. Adaptation
\nfacilitates rapid decision-making regarding the alternative actions in response to the emergent
\nissues.
\n\u2022 Goal-oriented monitoring: each project manager at each institution has followed a goal-oriented
\napproach to monitor the progress of its implementation team. Goal-oriented approach focuses
\non the achievement of outputs\/outcomes, rather than the actual work done by individuals, in
\norder to ensure project resilience. Feedback loop have been established in order to adapt
\nchanges when needed.
\n3760
\nFigure 2: The Management Proces Followed by the Consurtium to Ensure Project Reslience During
\nCOVID-19 Outbreak.
\nAll the practices above strive to mitigate risk and strengthen project resilience to be able to survive in
\nthe complex and uncertain environment. Greater flexibility, information sharing, and empowerment of
\nimplementation teams at each institution as well as effective communication are reported as being
\ncrucial during uncertainty. They facilitate rapid decision-making and alternative explanations to the
\nunprecedented issues. These strategies allow the consortium members to think outside the
\nestablished norms and procedures to execute the project and achieve high performance.
\nCommunication may include formal meeting schedule or informal approaches. It is important to gather
\nmore information and to include people with different knowledge to solve unexpected events. Frequent
\ninteractions between the project partners can facilitate knowledge transfer and promote a shared
\nunderstanding of the issue.
\nAdaptation as part of the resilience strategy leads to constant state of readiness in order to quickly
\nrespond to dynamic changes in the external environment. These continuous adaptations will promote
\nthe project to return to the state of predictability. The utilization of an adaptive approach to project
\nresilience allows the implementation teams to achieve the project objectives in more predictable
\nmanner as the uncertainty evolve overtime.
\nACKNOWLEDGEMENTS
\nWe do acknowledge the remarkable role of the National Erasmus Office in Palestine represented by
\nDr. Nedal Jayousi and the NEO team for their relentless efforts in giving continuous support to
\nPalestinian Higher Education Institutions. The NEO office team pursues its distinctive operations
\nbefore and during COVID19 attack. The NEO team sustained its outstanding performance excellence
\nthrough shared goals, shared leadership, collaboration, open communication, clear role and group
\noperating rules. Erasmus+ office has been offering its best efforts towards maintaining and enhancing
\neducational cooperation among Palestinian and international universities. We acknowledge the role of
\nErasmus+ office in supporting this research study and in carrying out number of CBHE projects. We
\nextend our appreciation to EACEA for funding and supporting this project
\n3761
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 <\/p>\n

For More See the Link: https:\/\/library.iated.org\/view\/NAJJAR2021ERA<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Mohammad Najjar, Munqez Shtaya, Mohammad Hawawreh An-Najah National University (PALESTINIAN TERRITORY) Abstract During the global COVID-19 pandemic, project implementation plans have become excessively difficult to execute as initially planned. The workload, giving the impossibility of meeting other team members, has been postponed and outcomes have become difficult to achieve within the specified time-frame. Project managers\u2019…<\/p>\n","protected":false},"author":13,"featured_media":4047,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1069],"tags":[],"class_list":["post-4019","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles"],"rttpg_featured_image_url":{"full":["https:\/\/benefit.edu.ps\/wp-content\/uploads\/2022\/07\/int21.png",637,367,false],"landscape":["https:\/\/benefit.edu.ps\/wp-content\/uploads\/2022\/07\/int21.png",637,367,false],"portraits":["https:\/\/benefit.edu.ps\/wp-content\/uploads\/2022\/07\/int21.png",637,367,false],"thumbnail":["https:\/\/benefit.edu.ps\/wp-content\/uploads\/2022\/07\/int21-150x150.png",150,150,true],"medium":["https:\/\/benefit.edu.ps\/wp-content\/uploads\/2022\/07\/int21-300x173.png",300,173,true],"large":["https:\/\/benefit.edu.ps\/wp-content\/uploads\/2022\/07\/int21.png",637,367,false],"1536x1536":["https:\/\/benefit.edu.ps\/wp-content\/uploads\/2022\/07\/int21.png",637,367,false],"2048x2048":["https:\/\/benefit.edu.ps\/wp-content\/uploads\/2022\/07\/int21.png",637,367,false],"newsmatic-featured":["https:\/\/benefit.edu.ps\/wp-content\/uploads\/2022\/07\/int21.png",637,367,false],"newsmatic-list":["https:\/\/benefit.edu.ps\/wp-content\/uploads\/2022\/07\/int21.png",600,346,false],"newsmatic-thumb":["https:\/\/benefit.edu.ps\/wp-content\/uploads\/2022\/07\/int21.png",300,173,false],"newsmatic-small":["https:\/\/benefit.edu.ps\/wp-content\/uploads\/2022\/07\/int21.png",150,86,false],"newsmatic-grid":["https:\/\/benefit.edu.ps\/wp-content\/uploads\/2022\/07\/int21.png",400,230,false]},"rttpg_author":{"display_name":"Walid Khalilia","author_link":"https:\/\/benefit.edu.ps\/?author=13"},"rttpg_comment":0,"rttpg_category":"Articles<\/a>","rttpg_excerpt":"Mohammad Najjar, Munqez Shtaya, Mohammad Hawawreh An-Najah National University (PALESTINIAN TERRITORY) Abstract During the global COVID-19 pandemic, project implementation plans have become excessively difficult to execute as initially planned. The workload, giving the impossibility of meeting other team members, has been postponed and outcomes have become difficult to achieve within the specified time-frame. Project managers\u2019...","_links":{"self":[{"href":"https:\/\/benefit.edu.ps\/index.php?rest_route=\/wp\/v2\/posts\/4019","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/benefit.edu.ps\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/benefit.edu.ps\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/benefit.edu.ps\/index.php?rest_route=\/wp\/v2\/users\/13"}],"replies":[{"embeddable":true,"href":"https:\/\/benefit.edu.ps\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=4019"}],"version-history":[{"count":3,"href":"https:\/\/benefit.edu.ps\/index.php?rest_route=\/wp\/v2\/posts\/4019\/revisions"}],"predecessor-version":[{"id":4030,"href":"https:\/\/benefit.edu.ps\/index.php?rest_route=\/wp\/v2\/posts\/4019\/revisions\/4030"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/benefit.edu.ps\/index.php?rest_route=\/wp\/v2\/media\/4047"}],"wp:attachment":[{"href":"https:\/\/benefit.edu.ps\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=4019"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/benefit.edu.ps\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=4019"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/benefit.edu.ps\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=4019"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}