The Rise of Remote Project Management - A New Norm?: A Survey on

IT Organizations in Bangladesh

Azaz Ahamed, Touseef Aziz Khan, Naﬁz Sadman, Mahfuz Ibne Hannan,

Nujhat Nahar and Mahady Hasan

Independent University, Bangladesh

Keywords:

Change and Conﬁguration Management, Formal Methods, People Management, Project Management,

Remote Work, Work From Home, Productivity, Health, Career Growth.

Abstract:

The rise of remote work has brought about a signiﬁcant shift in the way software development projects are

managed. With teams spread out across different locations and time zones, project managers must adapt to

new challenges to ensure the success of their projects. These challenges include difﬁculties in communication,

coordination, and motivation. It is seen that project managers are using a range of tools and tactics, including

agile methodologies, online communication tools, and best practices for remote work, to address these issues.

Other strategies may be required to successfully handle remote software development projects as conventional

ones are not always sufﬁcient. In this paper, an in-depth and exploratory survey has been conducted on a

sample size of 250 employees from various IT organizations in Bangladesh. The results are analyzed to

understand the beneﬁts and challenges that come with the Work from Anywhere (WFX) approach to software

development projects. The survey data is compared and analyzed against an extensive list of research papers

in a similar ﬁeld and categorized in three dimensions: tools and productivity, work-life balance, and career

growth. The results support a strong correlation between WFX with increased productivity and better health.

1 INTRODUCTION

In the 21st century, most of the developed and de-

veloping nations are connected via the high-speed

internet that spans the globe. Communication, col-

laboration, and connectivity have gradually become

the norm rather than an exception (Ozimek, 2020).

As many doors technology and IT have opened, it

is conservative to believe that they have come with

the added complexity that needs to be constantly han-

dled and managed. In today’s era, virtual collabora-

tion tools and technologies have transformed the tra-

ditional approach of project management and thus,

eliminated the need for physical meetings between

the project manager and the team. PMs can now

leverage digital communication tools like video con-

ferencing, project management software, and instant

messaging to keep in touch with their teams, track

progress, and resolve issues or discrepancies, even if

they are located at distant locations. Therefore, the

conventional method of face-to-face communication

has become less common, and the virtual approach

has emerged as an efﬁcient alternative for effective

and timely project management. Moreover, the com-

plexity of modern projects is further ampliﬁed by the

presence of multiple company ofﬁces situated in di-

verse regions across the globe, necessitating a deli-

cate equilibrium between autonomy and engagement.

Start-up companies, in particular, frequently engage

freelance teams or remote individuals to capitalize

on cost reductions and minimize overhead expenses.

Also, the global COVID-19 pandemic has forced

many co-located workplaces to adopt a work-from-

home (WFH)/ work-from-anywhere (WFX) culture

to continue daily operations during the lockdowns,

and general health concerns (Carroll and Conboy,

2020). Problems regarding work-life balance and

mental health quickly arose as the modality of work

shifted to WFH. While WFH has certain beneﬁts of

working from a safe place, lack of proper manage-

ment results in most organization employees becom-

ing fatigued as the line between ofﬁce hours and per-

sonal time blurs.

As the COVID-19 pandemic drastically altered

the way organizations operate, more companies have

turned to remote work as a viable working arrange-

ment to sustain business continuity. ”Remote Work”

(RW) is an older terminology often used to describe

518

Ahamed, A., Khan, T., Sadman, N., Hannan, M., Nahar, N. and Hasan, M.

The Rise of Remote Project Management - A New Norm?: A Survey on IT Organizations in Bangladesh.

DOI: 10.5220/0012125300003538

In Proceedings of the 18th International Conference on Software Technologies (ICSOFT 2023), pages 518-525

ISBN: 978-989-758-665-1; ISSN: 2184-2833

 2023 by SCITEPRESS – Science and Technology Publications, Lda. Under CC license (CC BY-NC-ND 4.0)

freelance contractual work. However, with the sud-

den shift to work-from-home (WFH) arrangements

prompted by the pandemic, the term ”WFH” has be-

come more widespread as it offers clarity and preci-

sion on what it entails. This term has become more

familiar to employees and employers, allowing easier

communication and understanding of work arrange-

ments. Indeed, WFH has gained widespread adoption

in most industries since it is convenient, has lower

overhead costs, and is less ambiguous.

All these issues and happenings have a com-

mon denominator which is work-from-home (WFH)/

work-from-anywhere (WFX) or remote work (RW).

Both terminologies are interchangeable and boil down

to the same conclusive effect: added complications

for project management. It is not the tools we need

to orchestrate or coordinate such projects but rather

the attitude and aptitude. Since the popularization

of project management in the 1950s, its role has ex-

panded with additional responsibilities every decade.

In recent years, due to the remote and global nature of

work, PMs have to be well-versed in technical skills

deemed per the role and robust soft skills. The sudden

inﬂux of remote work adoption has already imposed

a big challenge for PMs to coordinate effectively with

teams and produce optimum output. Failure to ad-

dress the difference in nature of remote work often

results in inefﬁcient output, miscommunication, and

even low team morale [8]. Newer strategies are re-

quired to efﬁciently manage projects which require

learning various tools, languages/dialects, and astute

observation.

In this research, we have conducted thorough sur-

veys among hundreds of employees from various IT

companies in Bangladesh. From the survey data, we

intend to learn about the current WFH/RW practices

or lack thereof, management of such practices, pro-

ductivity, personal well-being, and their comments

about this modus operandi.

Our contribution from the survey is:

• A concentrated survey questionnaire that con-

verges to establishing a correlation between work

from home with impact on productivity and health

of the employees.

• A categorized representation of the data that gen-

eralizes the overall status of the IT organization in

Bangladesh.

• Same categorization applied to literature to ac-

commodate a global view of WFH.

The paper is organized with the categorization of

the studied literature in Section II. We present the

methodology and construction of our survey in Sec-

tion III and the analysis of the outcome in Section

IV. We conclude with our limitations and future di-

rections in Section V.

2 LITERATURE REVIEW

2.1 Tools and Productivity

The paper (Carroll and Conboy, 2020) focuses on how

the Covid-19 pandemic has forced organizations into

adopting work from home and altering their work

patterns. A few organizations had to completely re-

think their business model and move to online ser-

vices. The paper suggests using Normalization Pro-

cess Theory, where the theoretical constructs such

as Coherence, Collective Action, Cognitive Partici-

pation, and Reﬂexive Monitoring are described, and

how these constructs can be implemented to aid re-

mote work practices. Since the effect of the pandemic

is long-term, organizations must come up with effec-

tive technology-driven practices for remote work to

increase productivity and normalize those work prac-

tices. When establishing online connectivity for re-

mote work, the remote workers need secure access to

business resources (Saline, 2021) which must be pro-

vided by the organizations. Making cloud optimiza-

tions and tools for performance monitoring, and pri-

oritizing cyber security, big data, analytics, and cloud

infrastructure are necessary as customers and remote

workers require online services. Monitoring and cen-

tralizing tools were advantageous for project man-

agers to track project progress and get efﬁcient reports

(Shamim, 2022). The biggest problems with remote

work (Ozimek, 2020) were technological issues, such

as internet connectivity issues, home computers not

working properly and being unable to be ﬁxed, and

not having the right equipment such as web cameras

and microphones or speakers. Around 40% of the em-

ployees (Schmidtner et al., 2021) strongly agreed that

their organizations had provided digital tools such as

notebooks, video conference systems, and cloud ser-

vices for their remote work, while 10% disagreed and

3% strongly disagreed. Organizations may decide

to stay with the new methods of doing remote work

since they are investing resources and costs in pro-

viding online services and technologies to employ-

ees (Brynjolfsson et al., 2020). Due to the bene-

ﬁts outweighing the disadvantages, many companies

decided to go remote post-pandemic going forward,

while some adopted a hybrid model where they allow

employees to do 3 days of remote work every week.

The report (Jain and Suman, 2018) states that almost

40% of Global Software Development (GSD) projects

were unsuccessful in delivering the expected bene-

The Rise of Remote Project Management - A New Norm?: A Survey on IT Organizations in Bangladesh

519

ﬁts due to challenges faced in communication, coor-

dination, and control processes due to geographical

and organizational distances. Most companies glob-

ally are less experienced in remote work (Shamim,

2022). Agile approaches have been very popular and

widespread among organizations (Schmidtner et al.,

2021) since it enable the ability to adapt to changes

and divide the project work into distinct iterations

(Wysocki, 2011). A hybrid project management ap-

proach combines methodologies and practices from

more than one project management approach. The

paper (Gemino et al., 2021) gives us insight into how

the hybrid approach can be beneﬁcial, compared to

traditional and agile practices in project management.

The paper (Brynjolfsson et al., 2020) shows that the

pandemic has forced organizations to try out new ap-

proaches, some of which were unexpectedly efﬁcient

or effective. Research has shown that a hybrid ap-

proach can provide substantial improvements within

the same budget, time, scope, and quality when com-

pared to traditional approaches (Willis, 1995), which

can be used in remote work to increase productivity.

2.2 Work-Life Balance

The report (Boland et al., 2020) discusses how the of-

ﬁce and work life should be revisited and adjusted due

to the pandemic since it has made work from home

a necessity to continue business operations. Orga-

nizations had to reconstruct how work can be done

effectively in home environments where distractions

can happen due to family, work-life balance, and dif-

ﬁculty in communication with others through online

systems. Organizations had to make sure they pro-

vide platforms such as Microsoft Teams or Zoom

meeting calls with a good internet connection to em-

ployees so that they can communicate and get work

done (Schmidtner et al., 2021). Due to work being

done from home, interruptions from family and kids

were common when communicating with others on-

line, sometimes causing privacy issues such as leak-

ing information about family members to others in the

online meeting calls, and causing discomfort among

team members. Online communication required ex-

tra effort and concentration, which caused project ex-

haustion much quicker than before (Shamim, 2022).

The report (Alexander et al., 2021) shows that anxiety

is decreasing work performance, and job satisfaction,

and negatively affects colleagues during work. Ac-

cording to the survey data (Shamim, 2022), the major-

ity of the employees experienced burnout from work.

Employees prefer to have more ﬂexibility, where they

want to have the freedom of working both from home

or in the ofﬁce as they desire, depending on their

needs and workload. The online meetings took longer

than face-to-face, which were held in boardrooms be-

fore the pandemic, where time slots were limited and

well-deﬁned. The paper (Allen Smith, 2021) dis-

cusses how the majority of employees are unwilling to

return to ofﬁce workspaces due to having the comfort

of working from home. Survey results from (Bryn-

jolfsson et al., 2020) have shown younger worker

groups of 25-35 are converting and preferring to do

remote work more than older worker groups of age

65 or older. There is ﬂexibility in working from home,

where employees can halt work and return later since

they are inside their homes at all times. There is still

a drawback, where some project managers put more

workload realizing that the employees are working in

their homes and might skip working properly, result-

ing in overwork and burnout (Willis, 1995). How-

ever, employees prefer to work from home regardless

of the disadvantages. There is also the issue of com-

muting which consumes time for employees, safety

issues, and drains energy, thus employees prefer to

work from home regardless of the disadvantages.

2.3 Career Growth / Organizational

Growth

The paper (Allen Smith, 2021) contains a survey of

500 participants, stating what remote employees miss

the most, which is the in-person conversations, a reg-

ular structure, lunches and happy hours with col-

leagues, and reduced interruptions by family mem-

bers and kids. Flexibility is the key since the major-

ity of employees say that they want to work remotely

three days a week or more during post-pandemic. Be-

ing ﬂexible with the model and allowing employees

to work in a hybrid format will attract and retain tal-

ents as many employees are even willing to leave their

jobs to maintain working from home. The overall em-

ployability of graduates has decreased due to the pan-

demic (SHAHRIAR et al., 2021), mainly due to the

economic fall during the pandemic, and the lack of

holding meetings and interviews in person. The pan-

demic has slowed down the economy and foreign di-

rect investment has been reduced. The failure rate of

startups has also drastically been affected due to the

pandemic. The paper (Ozimek, 2020) shows a recent

survey from 2020 which estimates that the share of

remote workers in the U.S. has quadrupled to nearly

50% of the nation’s workforce. Key ﬁndings include

the rapid rise in remote work, where more than half of

the American workforce is working from home dur-

ing the pandemic. About 56% of hiring managers felt

that the shift to remote work has gone better than ex-

pected. Remote work has also opened up opportuni-

ICSOFT 2023 - 18th International Conference on Software Technologies

520

ties for independent professionals living overseas to

get hired and work with top companies and clients

around the world. Businesses need to consider the

corporate culture and employee trust when consider-

ing the return to growth strategies. According to the

authors (PMI, 2021) based on survey data, the career

opportunities for project management professionals

and software developers are the highest, due to the

largest and fastest growth in software development

jobs globally. Regional trends show that there is an

increasingly high demand for software development

and management jobs, especially in emerging devel-

oping countries. Survey results (Brynjolfsson et al.,

2020) show that there has been a rise in unemploy-

ment and employees being laid off during the pan-

demic. The pandemic has also lowered the intensity

of unemployed individuals’ search activity, as well as

the interest for organizations to hire new employees.

3 RESEARCH METHODOLOGY

This study aimed to gain insights into the practices,

challenges, and pain points associated with managing

software development projects for RW/WFX. We em-

ployed an exploratory research design to achieve this

objective and collected data through a dynamically

branching questionnaire. We designed the question-

naire in such a way that only relevant questions are

asked and kept participants engaged. The question-

naire was constructed using Google Forms and was

designed to elicit positive and negative sentiments.

Before ﬁnalizing the questionnaire, we conducted

a small pilot test with a test group to ensure that the

questions were relevant and would produce valuable

data. The ﬁnal survey questionnaire comprised 26

questions divided into six sections, as shown in Figure

1. Information

2. Work hours/Productivity

3. Tools for WFX/RW

4. Work-life balance

5. Career Growth

6. Health and Well-being

The survey was distributed to a sample of experienced

participants managing software development projects

for RW/WFX.

The data collected through the survey was ana-

lyzed using descriptive statistics to identify patterns

and trends in the responses. The study results provide

valuable insights into the current state of practices,

challenges, and pain points associated with manag-

ing software development projects for RW/WFX and

could be used to inform the development of strategies

to improve project management in this domain.

Overall, the methodology employed in this re-

search study is designed to provide a comprehensive

understanding of the practices, challenges, and pain

points associated with managing software develop-

ment projects for RW/WFX. Using a dynamic ques-

tionnaire and pilot test ensured that the data collected

was relevant and valuable, and the analysis of the data

using descriptive statistics provided insights into the

ﬁeld’s current state.

After validating the questionnaire, we contacted

IT organizations based on our connections in Dhaka,

Bangladesh. We made a list of 15 such organiza-

tions and approached their CEOs, COOs, CTOs, and

HRs to seek permission to conduct the survey. We re-

quested them to distribute the Google Form hyperlink

to their public employee notiﬁcation channels such as

Email, Slack, Microsoft Teams, and Discord. Out of

the 15 companies, 11 permitted us to conduct the sur-

vey, and we successfully reached over 500 employees

through these channels. Ultimately, 253 completed

the study and provided valuable data for this research.

All the survey responses from the Google Form

were recorded in a Google Sheet spreadsheet ﬁle. We

took special care in the Information section to reduce

spam by limiting one response per email and using

ReCaptcha. As multiple-choice items made up the

majority of the poll, we combined several of them to

look for potential connections and links. We divided

the six sections of the questions into three categories

for easier presentation and comprehension:

1. Tools and Productivity

2. Health and Work-Life Balance

3. Career/Organizational Growth

To combine, visualize, and analyze data, we used

Google Data Studio (formerly known as Looker Stu-

dio) and the charting features of Google Forms. In

the data analysis phase, we utilized Google Data Stu-

dio (Looker Studio) to analyze and visualize the col-

lected data. The software allows for the creation of

interactive charts, tables, and dashboards to represent

the data, which helps identify the responses’ patterns

and trends. The visualization features of the software

were particularly useful in interpreting the results and

understanding the insights of the data. Additionally,

the software allows for easy sharing of the data visu-

alizations and analysis with collaborators, which ben-

eﬁts the research team. A thorough analysis of our

collected data is covered in our section on result anal-

ysis.

The Rise of Remote Project Management - A New Norm?: A Survey on IT Organizations in Bangladesh

521

Figure 1: Survey Methodology.

4 RESULT ANALYSIS

Our survey produced some interesting insights and we

used the same categorization.

4.1 Tools and Productivity

We questioned our respondents on the productive

hours they put in during their ofﬁce hours, and the

tools they used to communicate with the team or man-

agers when they are working from home.

Figure 2: Percentage of usage of tools used during WFX.

In Figure 2, we displayed results of the

tools/software used by participants and ﬁltered them

by those who responded ”Yes” to the question, ”Do

you feel productive during WFH?”

Most respondents used a video communication

tool like Zoom or Skype and a project management

tool like Slack for text-based communication. Phone

calls were less preferred due to a lack of records.

This shows that specialized tools (e.g., Slack, Teams,

and Zoom) positively correlate to a productive WFH

environment because they enable security, record-

keeping, progress-tracking, and quick communica-

tion.

We also tried to investigate whether the respon-

dents felt more productive by working more hours or

less. Figure 3 tells us that 6-8 hours is the optimal

effective hours when they are most productive. Too

much (above 8 hours) and less (below 6 hours) re-

sulted in poor deliveries.

Figure 3: Relation with productivity and hours invested.

4.2 Career Growth

We inquired about the extent to which WFH pro-

motes self-development and career growth. Interest-

ingly, our analysis did not yield conclusive evidence

of career growth associated with WFH. Rather, the

ICSOFT 2023 - 18th International Conference on Software Technologies

522

results suggest the introduction of additional pres-

sures and some respondents reported going over-

time to complete tasks. Nevertheless, a subset of

respondents utilized their commute time to invest

in self-development by undertaking certiﬁed training

courses.

Figure 4: Career growth.

4.3 Work-Life Balance

This portion of the result analysis explains the infor-

mation gathered and paints an accurate picture of the

work-life balance. If we look at Figure 5, 78.4% (196

footprints/data points) of the respondent believes they

feel productive during WFH, with an average mental

and physical health score of 4.07 and 4.04, respec-

tively. And the remaining 21.6% (54 footprints) think

they aren’t very productive, with average psycholog-

ical and physical health, respectively, coming in at

3.33 and 3.67. This conﬁrms that higher overall health

results in feeling more productive.

Figure 5: Relation between productivity, mental and physi-

cal health.

According to Figure 6, most respondents believe

that WFH beneﬁts them. One hundred ﬁfty-one re-

sponded positively to WFH whose family lives had a

positive outlook. Subsequently, 45 respondents said

that the WFH was good for them and had a negli-

gible impact on their family life. Nine respondents

reported that the WFH was personally good and neg-

atively impacted their family life. Here we can see

that those respondents whose family lives were pos-

itively affected strongly believed WFH was good for

them and vice versa.

Figure 6: Work-from-home and family life.

As demonstrated in Fig. 7, we derived the health

score by adding the mental and physical health scores

for a total of 10 (5 for mental health + 5 for physical

health). Our sample size of 250 respondents yielded

an average health score of 7.86 out of 10, which signi-

ﬁes a relatively healthy score while undergoing WFH.

Figure 7: Average health score and their distribution.

4.4 Discussion

The results of our study suggest that working from

home can positively impact work-life balance, partic-

ularly for IT professionals in Bangladesh. Spending

more time with their families and having more ﬂex-

ible schedules allows them to feel more fulﬁlled and

satisﬁed with their work, leading to increased produc-

tivity.

However, it is essential to note that remote work

has its downsides, such as feelings of isolation and

disconnection from colleagues. To mitigate this,

we suggest organizations consider a hybrid working

The Rise of Remote Project Management - A New Norm?: A Survey on IT Organizations in Bangladesh

523

model, where employees can come to the ofﬁce on

certain days and work from home for the rest of the

week. This would help employees to have a balance

between being in touch with their colleagues and also

having time for their families. Additionally, some par-

ticipants reported needing more career growth while

working remotely. This can be due to a lack of face-

to-face interaction with managers and difﬁculty prov-

ing their work. Therefore, managers must provide

regular feedback and hold regular meetings with em-

ployees to ensure their career growth is not hindered.

Overall, our research indicates that remote work-

ing has the potential to improve work-life balance and

productivity. Organizations must implement mea-

sures to reduce isolation and increase engagement to

ensure that remote working is sustainable in the long

run. Additionally, managers should ensure that em-

ployees are not experiencing stagnation in their career

growth while working remotely.

5 CONCLUSION

Our study focused on the effects of remote work on

work-life balance, productivity, and the use of spe-

cialized management tools in the context of IT orga-

nizations in Bangladesh. While our ﬁndings demon-

strate a positive correlation between remote work,

work-life balance, and productivity, it is important

to acknowledge the potential limitations of our study

related to generalizability to other regions/countries.

Further research is required to investigate the gener-

alizability of our ﬁndings to other sectors and regions.

The research also highlights areas for future work.

For instance, future questionnaires could focus on

more speciﬁc aspects, such as productivity, which is

a crucial concern for managers. Moreover, we ac-

knowledge the limitations of our study, particularly

in terms of data segmentation and the need for more

extensive data collection from more companies and

different types of projects. Additionally, we suggest

that future research should also consider distinguish-

ing the perspectives of managers and subordinates.

Despite the limitations, our study contributes to the

existing research on remote work and highlights the

positive impact of remote work on work-life balance

and productivity in the context of IT organizations

in Bangladesh. The use of specialized management

tools such as Slack, Zoom, and Microsoft Teams ap-

pears to be beneﬁcial for productivity.

REFERENCES

Alexander, A., De Smet, A., Langstaff, M., and Ravid, D.

(2021). What employees are saying about the future

of remote work. McKinsey & Company.

Allen Smith, J. (2021). Making the case for return to ofﬁce.

Boland, B., De Smet, A., Palter, R., and Sanghvi, A. (2020).

Reimagining the ofﬁce and work life after covid-19.

Brynjolfsson, E., Horton, J. J., Ozimek, A., Rock, D.,

Sharma, G., and TuYe, H.-Y. (2020). Covid-19 and

remote work: An early look at us data. Technical re-

port, National Bureau of Economic Research.

Carroll, N. and Conboy, K. (2020). Normalising the “new

normal”: Changing tech-driven work practices under

pandemic time pressure. International Journal of In-

formation Management, 55:102186.

Gemino, A., Horner Reich, B., and Serrador, P. M. (2021).

Agile, traditional, and hybrid approaches to project

success: is hybrid a poor second choice? Project Man-

agement Journal, 52(2):161–175.

Jain, R. and Suman, U. (2018). A project management

framework for global software development. ACM

SIGSOFT Software Engineering Notes, 43(1):1–10.

Ozimek, A. (2020). The future of remote work. Available

at SSRN 3638597.

PMI (2021). Talent gap: Ten-year employment trends,

costs, and global implications. Project Management

Institute.

Saline, S. (2021). Thriving in the new normal: How covid-

19 has affected alternative learners and their families

and implementing effective, creative therapeutic in-

terventions. Smith College Studies in Social Work,

91(1):1–28.

Schmidtner, M., Doering, C., and Timinger, H. (2021). Ag-

ile working during covid-19 pandemic. IEEE Engi-

neering Management Review, 49(2):18–32.

SHAHRIAR, M. S., ISLAM, K., ZAYED, N. M., HASAN,

K., and RAISA, T. S. (2021). The impact of covid-19

on bangladesh’s economy: A focus on graduate em-

ployability. The Journal of Asian Finance, Economics

and Business, 8(3):1395–1403.

Shamim, M. M. I. (2022). The effects of covid-19 on project

management processes and practices. Central Asian

Journal of Theoretical and Applied Science, 3(7):221–

227.

Willis, B. E. (1995). Apm project-management body of

knowledge: the european view. International Journal

of Project Management, 13(2):95–98.

Wysocki, R. K. (2011). Effective project management: tra-

ditional, agile, extreme. John Wiley & Sons.

ICSOFT 2023 - 18th International Conference on Software Technologies

524

APPENDIX A: SURVEY

QUESTIONNAIRE

No. Questions

1 Working Hours?

2 What are your usual ofﬁce hours during WFH? Let’s assume you work 8 hours a day. Pick one that closely matches you.

What are your actual involvement hours in ofﬁcial work during WFH? How long are

you expected to be involved in work each day?

4 How do you start your ofﬁce from home?

5 Do you have an ofﬁcial setup at home like a dedicated desk table, working environment in the pc/laptop?

6 How do you usually report to your Manager during WFH?

7 How do you usually communicate with your subordinate/team members during WFH?

8 What level of comfort do you usually experience during WFH?

9 Comfort: This is optional but please remember that your responses have the potential to help a lot of people.

10 Discomfort: This is optional but please remember that your responses have the potential to help a lot of people.

11 How do you usually ﬁnish your ofﬁce work every day during WFH?

12 Do you need to inform your Manager if you want to change your workstation during WFH?

13 Is there any company policy implemented in your company if anyone violates the rules of WFH?

Have your company/Manager forced/requested you to work during Government holidays or

non-ofﬁce hours during WFH? If yes, then have they given you any extra compensation for this?

15 Were you fairly compensated?

16 How has WFH affected your family life?

Affected Positively: This is optional but please remember that your responses have the potential to

help a lot of people. Why do you think it did? Please be as brief or elaborate as you want.

We would love to hear from you.

Affected Negatively: This is optional but please remember that your responses have the potential to

help a lot of people. Why do you think it did? Please be as brief or elaborate as you want.

We would love to hear from you.

19 Do you think the WFH concept has a positive impact on career growth?

Positive Impact on Career: This is optional but please remember that your responses have the potential to

help a lot of people. Why do you think WFH had a positive impact on your career growth?

Please be as brief or elaborate as you want. We would love to hear from you.

Negative Impact on Career: This is optional but please remember that your responses have the potential to

help a lot of people. Why do you think WFH had a negative impact on your career growth?

Please be as brief or elaborate as you want. We would love to hear from you.

22 Do you think your organization’s WFH culture can be improved?

23 Do you think your WFH is good for you?

24 Do you feel productive during WFH?

How would you rate your mental health? 1 being very bad (chronic depression, anxiety, or panic attacks);

5 being very good (peaceful, calm, and in control)

26 How would you rate your physical health? 1 being very bad; 5 being very good

APPENDIX B: SURVEY

QUESTIONNAIRE (WITH

ANSWER OPTIONS)

Please visit the public URL for the complete survey ques-

tionnaire with answer options

The Rise of Remote Project Management - A New Norm?: A Survey on IT Organizations in Bangladesh

525