Relevant bibliographies by topics / COMMUNICATION MANAGEMENT PROJECT

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'COMMUNICATION MANAGEMENT PROJECT'

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Published: 24 April 2022

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Journal articles on the topic "COMMUNICATION MANAGEMENT PROJECT"

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I, Lebid, Tkachenko V, Lysak R, and Khrutba A. "PROJECT COMMUNICATION MANAGEMENT METHODS." National Transport University Bulletin 1, no. 46 (2020): 174–82. http://dx.doi.org/10.33744/2308-6645-2020-1-46-174-182.

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The effectiveness of the process of solving contemporary social problems is greatly enhanced by the application of models and methods of project management. Projects that have many stakeholders and project team members from various industries have gained considerable popularity and are called distributed. Higher education institutions often introduce “flexible projects” into the educational process, which, when preparing specialists for different industries, contribute to the formation of their respective competences. The process of implementing such projects goes through mini-cycles and involves a complex and extensive communication system, especially with the external environment. The purpose of the work is to choose the method of communication management in different types of projects. The features of communication management in flexible projects are defined in the article and the analysis of existing methods of communication on the example of environmental educational projects is carried out. The method of expert evaluation has identified effective methods of communication in flexible projects, namely educational, environmental and scientific, since the success of their implementation is the basis for the further formation of a stable internal environment of our country. For educational and scientific projects, the most effective are the written methods of communication, while the implementation of environmental projects, electronic communications are the most successful. KEYWORDS: COMMUNICATION MANAGEMENT, FLEXIBLE PROJECTS, ENVIRONMENTAL PROJECTS, EDUCATIONAL PROJECTS, RESEARCH PROJECTS, COMMUNICATION PROCESS.
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Ziek, Paul, and J. Dwight Anderson. "Communication, dialogue and project management." International Journal of Managing Projects in Business 8, no. 4 (September 7, 2015): 788–803. http://dx.doi.org/10.1108/ijmpb-04-2014-0034.

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Purpose – Project communication is overwhelmingly viewed as the proper and timely delivery of pertinent project information. The view of communication in this way misses the constitutive nature of communication. Communication is more than message exchange but a way that project managers generate the grounds for a project. The purpose of this paper is to explore how the communicative practices of project managers creates a dialogue with stakeholders that ultimately impacts the content, direction and outcome of a project. Design/methodology/approach – Semi-structured interviews were performed with project managers from the Project Management Office of a large international bank. The project managers were responsible for their own projects of varying size with scopes that included everything from marketing initiatives to heavily oriented technology projects. Findings – Overall, the project managers interviewed for the current project do not subscribe to the belief that communication is part of a constitutive dialogue. Instead, when discussing their overall views of communication, 82 percent of the interviewees took a transmission approach to the action. To that end, they believe that the goal of communication is to send clear, unambiguous and complete information. Originality/value – Unlike other studies about communication within the field of project management, the current study looks to uncover how communication is part of a constitutive dialogue between a project manager and project stakeholders. The researchers did not look just to understand the micro-level exchanges between project managers and stakeholders but how those exchanges enabled a sustained dialogue that shapes the scope and trajectory of a project.
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Khrutba, Andrii, Victor Morozov, Yuliia Khrutba, Valentyna Tkachenko, and Roksolana Lysak. "Implementation of communication and interaction management in distributed environmental projects." Technology audit and production reserves 6, no. 2(62) (December 7, 2021): 53–57. http://dx.doi.org/10.15587/2706-5448.2021.245853.

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The object of research is the management of communication processes that occur between different stakeholders in project activities in the implementation of distributed environmental projects. The research is based on the application of the basic provisions of communication management in project management methodologies, including Green Project Management used to study the features and factors influencing individual processes in distributed environmental projects. The paper also applies the current provisions, methodological approaches to set theory and systems analysis (to formalize management processes, development of system models); classical and applied project management standards; expert evaluation methods for quantitative evaluation of criteria; methods of mathematical modeling, etc. The information base of the research is statistical data on the implementation of projects, the results of own research. The main hypothesis of the study is the assumption that a significant impact on the outcome of the implementation of distributed environmental projects is determined by the successful management of communications between stakeholders in the development and implementation of the project. Because the formation of an effective communication management mechanism in distributed environmental projects ensures the receipt of the project product with minimal risks. The interrelation of management of communications and interactions in the distributed projects and features of application of the concept of Green Project Management for management of nature protection projects is shown. Peculiarities of interaction management in distributed environmental projects are analyzed. The method of interaction management in nature distribution distributed projects is offered. The method of creation of a communication platform for realization of the coordinated management of communications in the distributed projects is offered. With the help of the method it is possible to coordinate the planned actions of the project participants on a set of compromise and related solutions to implement the tasks that are the best results of the project in accordance with the functions for benefits. It is shown to increase the efficiency of the interaction management process in distributed environmental projects to ensure effective communication in the interaction of stakeholders in distributed environmental projects under the condition of unclear information about the real state of the level of achievement of stakeholder expectations.
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Frank Cervone, H. "Effective communication for project success." OCLC Systems and Services: International digital library perspectives 30, no. 2 (May 6, 2014): 74–77. http://dx.doi.org/10.1108/oclc-02-2014-0014.

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Purpose – The purpose of this review is to look at some of the common mistakes made related to communication within a project and how those mistakes can be avoided. Communication in projects is a critical factor in a project’s success. Many times, project teams forget some basic rules for communicating with their stakeholders. Design/methodology/approach – The approach of this paper is to provide a general overview of common themes in the project management literature related to communication within projects. Findings – While communication failures in projects are caused by many factors, the project team ultimately bears the burden for ensuring successful communication within a project. There are several common causes of communication failures. Thankfully, there are also some simple things that project teams can do to lessen the likelihood of miscommunication. Research limitations/implications – As this is a general overview, this article only explores the more commonly experienced issues related to project miscommunication. Originality/value – By observing some relatively easy to remember questions and concerns related to communication, a project team can be more effective in communicating with their project stakeholders. Effective communication will generally lead to better outcomes and, therefore, a higher likelihood for overall project success.
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Melnychenko, Olexandr, Iryna Lebid, Valentyna Tkachenko, and Nataliia Luzhanska. "COMMUNICATION MODEL OF RELATIONSHIP BETWEEN STAKEHOLDERS IN EDUCATIONAL INNOVATIVE SCIENTIFIC PROJECTS." Management of Development of Complex Systems, no. 47 (September 27, 2021): 25–31. http://dx.doi.org/10.32347/2412-9933.2021.47.25-31.

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A project approach is used to address issues of improving educational processes. Implementation of educational innovative research projects is effective with the participation of a large number of stakeholders. Stakeholders include representatives of the state, business and community. The formation of common values, which are focused on quality education, for all groups of stakeholders will help to effectively implement educational innovative research projects. To do this, you need to create an appropriate communication model. Project communications consist of the processes of timely collection, dissemination, storage, receipt and use of information. One of the responsibilities of the project manager is to create a kind of intellectual space for the project stakeholders to discuss common tasks, goals and areas of interest. The purpose of communications management is to meet communication needs of project participants and solve communication problems in case of their occurrence. The success of a project depends on how different project team members and stakeholders interact with each other. With this end in view, a model of the relationship between stakeholders in educational projects was created; this model makes it possible to manage different types of communication (formal and informal). The results of the study were used to manage communications in the implementation of educational innovative research projects at National Transport University (NTU) while carrying out the international TEMPUS project ‘Fostering the Knowledge Triangle in Belarus, Ukraine and Moldova’. The results of the project show that the efficiency of communications between NTU and international partners is 0.5 - 1.0, which indicates that the result of the educational innovative research project is good after the communication process. Thus, the developed model of communications management in educational innovative research projects allows determining the set of input and output parameters, constraints, control and uncontrolled variables in communication processes and is the basis for the management of formal and informal communication.
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Zulch, Benita. "Leadership Communication in Project Management." Procedia - Social and Behavioral Sciences 119 (March 2014): 172–81. http://dx.doi.org/10.1016/j.sbspro.2014.03.021.

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Muszyńska, Karolina. "Towards project communication management patterns." Zeszyty Naukowe Uniwersytetu Szczecińskiego. Studia Informatica 40 (2016): 113–21. http://dx.doi.org/10.18276/si.2016.40-10.

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Aleksieienko, Inna, Svitlana Leliuk, and Olga Poltinina. "Information and communication support of project management processes and enterprise value." Development Management 18, no. 3 (October 6, 2020): 1–13. http://dx.doi.org/10.21511/dm.18(3).2020.01.

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The primary task for Ukrainian business at the present stage of it development is the development and implementation of effective mechanisms to improve the welfare of owners, which can be achieved through the management of investment projects. The realization of the outlined tasks depends on the investments that owners and investors are ready to invest in the development of business entities. The urgency of the issue of information and communication support of project management processes and the value of the enterprise is amplified in the context of the spread of information technology in all areas of enterprise activity. The place of information and communication support in the process of managing the value of the enterprise and projects is specified. Modeling of the business process of enterprise value management is carried out. The tools for improving the efficiency of enterprise project management taking into account project constraints are systematized. The expediency of using information and communication support of project and project management processes for the development and implementation of enterprise cost management strategy is proved. The study results allow combining the approaches to enterprise value and project management based on the use of modern information and communication software, which satisfies the requirements of modern times and modern market economy, oriented towards implementing the innovative instruments of business entities’ financial management.
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Abdul-Samad, Zulkiflee, and Patrick Pragasam Kulandaisamy. "Cost Management for Information and Communication Technology Projects." Journal of Engineering, Project, and Production Management 12, no. 2 (May 1, 2022): 166–78. http://dx.doi.org/10.32738/jeppm-2022-0015.

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Information and communication technology (ICT) is an important sector that contributes to the development of a country. However, the success of this sector depends on the success of the ICT projects. Hence, ICT projects must be managed efficiently and effectively to ensure that they are successfully implemented. The literature review reveals that most of the ICT projects around the globe are in a challenged state, especially in terms of cost. This quantitative research aims to explore the cost influencing factors of the ICT projects in Malaysia and to build a cost influencing factors framework as a knowledge base for project managers. A 5-point Likert scale survey was conducted using the purposive sampling and the snowball sampling method to solicit responses from a large population of ICT project managers. The responses of 194 ICT project managers in Malaysia were analyzed, and the top 15 cost influencing factors were identified at different phases of a project. This result was used to build a cost influencing factors framework as a knowledge base for ICT project management.
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Galli, Brian J. "Effective Strategies for Communicating and Managing Communication in a Project Team." International Journal of Applied Industrial Engineering 8, no. 1 (January 2021): 1–11. http://dx.doi.org/10.4018/ijaie.20210101.oa1.

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Projects are temporary endeavors that require a series of tasks to be completed. A project manager and their team execute these tasks. However, one of the biggest challenges that the project manager and the team will face is how to communicate effectively throughout the project. Communication is one of the most critical factors in a project’s success, as without a proper communication plan and communication management strategies, a project can go downhill quickly. Also, communication is important in a business, but what makes it a crucial factor for projects is that they face deadlines and budget constraints. This paper will look at the communication process and the models that affect project environments, and it will recommend effective strategies for communicating and managing communication within project teams to aid in project success.
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Dissertations / Theses on the topic "COMMUNICATION MANAGEMENT PROJECT"

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Olsson, Gustav. "Learning from previous projects for improving project management practices : Improving project risk management and intra-project communication at Saab Dynamics." Thesis, Linköpings universitet, Projekt, innovationer och entreprenörskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-151075.

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Using certain practices for managing projects is a critical factor in successfully executing projects. For a firm where there are few set practices by the organization for managing projects, project managers have to create their own practices with varying degrees of success. Experienced project managers often have had plenty of time to develop fully functioning practices whereas new project managers struggle to find any practice to use. This thesis examines how learning from previous projects at Saab Dynamics can improve the project management practices project risk management and intra-project communication. Further, this thesis proposes how Saab Dynamics can improve continuous risk management and intra-project communication.  A qualitative approach is utilized for this thesis where the data is collected from five separate interviews with project managers from various development projects at Saab Dynamics. The result from the interviews partly contains successful practices used by project managers, such as how to integrate sub-projects or how to manage risks continuously, but also highlights issues for the projects. These findings are analyzed by applying relevant research from the fields of learning in project-based organizations, project risk management and intra-project communication which resulted in a discussion and conclusion providing various recommendations for Saab Dynamics to improve each project management practice.  Key findings include that functions are needed to facilitate learning and how post-project reviews need to be structured to transfer tacit knowledge into explicit knowledge, where focus needs to be on documenting using stories. Further, this thesis utilizes a model for risk maturity with five steps where only the top two allow for continuous risk management. To progress to these steps the importance of building a risk culture is recognized where the issue is in communicating the set process of risk management to project managers. Here, having a risk manager is identified as important. Intra-project communication focuses on the areas of information distribution, sub-project integration and communication planning. It was found that the information distribution needs to be balanced between forced and voluntary communication. Moreover, five mechanisms for integration are covered where some are more important for complex projects and some during high uncertainty. Lastly, a model for a communication plan is presented.
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Wang, Yuli, and Yulan Qu. "Structural Project Need Good Communication." Thesis, Högskolan i Gävle, Avdelningen för Industriell utveckling, IT och Samhällsbyggnad, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-10819.

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This thesis studys how work breakdown structure (WBS) in project planning could be of help for the case project. Moreover, and also want to analyze if and how This thesis aims to study how work breakdown structure (WBS) in project planning could be of help for the case project. Moreover. Finally it also analyzes if and how communication could be of help to solve delay problems by the use of WBS. All study is based on the theories of project management and communication. Case is from the real project of a recycle company in China.
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MENDES, BRUNO EDUARDO MARQUES. "THE ROLE OF COMMUNICATION IN PROJECT MANAGEMENT." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2017. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=30616@1.

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Diante do atual cenário de constantes mudanças organizacionais, muitos autores têm se dedicado ao estudo e pesquisa em gerenciamento de projetos, objetivando contribuir para o processo de mudanças implementadas por meio de projetos. Partindo do pressuposto de que a comunicação é a arena na qual as pessoas e a própria organização podem criar sentido (WEICK, 1995), essa dissertação propôs-se a compreender como a comunicação é percebida pelos indivíduos e como esta afeta os processos de criação de sentido quando estes indivíduos participam de um processo de mudança organizacional provocado por um projeto de implementação de um ERP - Enterprise Resource Planning. Foi realizada uma pesquisa de campo tomando-se um projeto de implementação de ERP como estudo de caso. A comunicação do projeto foi analisada primeiramente sob uma perspectiva positivista, e posteriormente realizou-se um contraponto, no qual o presente trabalho se aprofundou, com uma perspectiva interpretativista, utilizando o modelo teórico proposto pela Escola de Montreal. Os resultados da pesquisa evidenciaram a importância do papel da comunicação como constitutiva do projeto e da própria organização (TAYLOR e CASALI, 2010).
Given the current scenario of constant organizational changes, many authors have been dedicated to study and research in project management, aiming to contribute to the process of changes implemented through projects. Based on the assumption that communication is the arena in which people and the organization itself can create meaning (WEICK, 1995), this dissertation aims to understand how communication is perceived by individuals and how it affects the processes of creation of sense when these individuals participate in a process of organizational change brought about by an implementation project of an ERP - Enterprise Resource Planning. A field survey was carried out by taking an ERP implementation project as a case study. The communication of the project was analyzed first from a positivist perspective, and later a counterpoint was made, in which the present work has deepened, with an interpretative perspective, using the theoretical model proposed by the Montreal School. The results of the research evidenced the importance of the role of communication as constitutive of the project and of the organization itself (TAYLOR and CASALI, 2010).
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Hansson, Leo, and Cagri Han Karatas. "Remote control : A study on communication management in virtual projects." Thesis, Umeå University, Umeå School of Business, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-32499.

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As the world is becoming more and more globalized, business has to take the global marketplace into serious consideration. This is not just about new markets to sell products in, but also where to locate production and where to source resources from. With the launch of new communication technology it has also become easier and easier to cooperate across national borders without having to meet face-to-face. This has led to an increased demand on project managers concerning how to manage the communication within their project teams since they now can have members located in different geographical locations.

The main purpose of this research was to develop a deeper understanding about how project managers are managing communication within virtual teams. This was firstly done by through a literature review of the present knowledge in the field identifying five sub topics of interest.

  • Communication channels
  • Skills for effective communication
  • Dealing with technology
  • Dealing with differences in culture and language
  • Managing trust and relationships

These sub topics were used through the rest of the thesis as the structure of the argumentation. The empirical research consisted of a deductive interview study of four respondents within the ICT sectors in Sweden and Denmark.

Through the analysis and the conclusions all the topics were discussed in detail, where we got to know more about how they can be used to manage communication in virtual project teams. Something that came up in the analysis was the role of corporate culture in dealing with challenges in virtual communication, which in the end was suggested as a main topic for future research.

Different communication channels showed to be good for different things, both in terms of the efficiency of the communication but also for things such as facilitating engagement and accountability. There seem to be no clear understanding of what skills are required for efficient work in virtual teams, both in the present knowledge in the field and among the respondents. For managing technology it showed to be important to make sure that the technology works, that the team members know how to use it and why, and to find ways to warm up the media by making it more personal. Differences in culture and language were found to best be dealt with by building trust within the team and creating an understanding of the existing differences. Asynchronous communication showed to be effective for dealing with bigger language problems. The solutions for managing trust and relationships mainly revolved around social communication and getting to know each other better in the beginning, and around regular and predictable communication in the long run.

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Tuncer, Seniz. "Project Management And Use Of Information Technology For Project Communication Management In Turkish Electronic Sector." Master's thesis, METU, 2004. http://etd.lib.metu.edu.tr/upload/2/12604707/index.pdf.

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In this study, Project Management, especially Project Communication Management applications and use of information technology are scrutinized. The general situation of Turkish electronic sector is investigated. The project management applications and closeness to new technologies of companies that operates in Turkish electronic sector are analyzed. A research model is developed with a designed questionnaire, and the levels of project communication management applications and use of interactive communication technologies, and its effects on performance of organizations are evaluated for Turkish electronic sector by analyzing the collected data.
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Wiedeman, Sherée. "Development of project management application suite for improved communication & project development." [Denver, Colo.] : Regis University, 2006. http://165.236.235.140/lib/SWiedeman2006.pdf.

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Serhan, Ahmad, and Asen Draganov. "Project managers’ communication skills and stakeholder engagement in sustainable construction projects." Thesis, Malmö högskola, Fakulteten för kultur och samhälle (KS), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-22559.

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Horning, Tomomi M. "Successful Project Management." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4859.

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High project failure rates result in billions of wasted dollars each year. Project failure does not discriminate by type of project or the industry from which they originate. The purpose of this qualitative single case study was to explore strategies that leaders at a health care organization located in Pennsylvania use to manage projects successfully. This population was selected due to the health care organization's reputation for successful project completion. The conceptual framework for this study was Fiedler's contingency theory. Data were collected by conducting semistructured interviews with 9 project leaders and reviewing project documents provided by study participants. Interviews were transcribed, thick descriptions were obtained, and participants were engaged in member checking. The thematic data analysis process consisted of compiling and coding data, identifying patterns, and organizing themes into relevant categories, iteratively. Findings were organized into 4 thematic categories, which were, essential strategies, relationship management, best practices, and self-attunement. Findings from this study may contribute to positive social change if health care leaders can use the information to enhance their project leadership capabilities. When project managers are successful, the benefits cascade to health care organizations. Leaders of those health care organizations can ensure that important health and wellness services are provided and available to those who need them, fund performance improvement initiatives, resource quality programs, and offer innovative services to improve health outcomes for individuals and communities.
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Ostreus, Amelie, and Jenny Brandt. "Agile project management: Scrum in large project - how is the internal communication affected?" Thesis, Malmö universitet, Fakulteten för teknik och samhälle (TS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-20153.

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Idag använder de flesta mjukvaruföretag agil utveckling och en av de vanligaste agila metoderna är Scrum. Under de senaste åren har det blivit vanligt att använda Scrum i större projekt trots dess anpassning för mindre projekt. Följaktligen har olika ramverk utvecklats för att skala Scrum till mer än ett team och för att stödja metoden i större projekt. Det finns flera kommunikativa utmaningar i denna transformationen som har resulterat i en förändring i det smidiga arbetet som påverkar teamets sätt att kommunicera och samverka. Detta ställer nya krav på samarbete och samordningen mellan de olika team som arbetar med samma projekt. I denna studie har målet varit att med hjälp av en kvalitativ ansats undersöka hur kommunikationen påverkas av det faktum att något som ursprungligen var anpassat för mindre projekt, nu ska användas för stora projekt där många parter är involverade och beroende av varandras arbete. Slutsatserna har dragit utifrån kombinationen av en teoretisk referensram och sex intervjuer med Scrum masters och teammedlemmar. Studien visar på att en stor kommunikativ utmaning är att ha en fortlöpande kommunikation mellan teamen och att uppnå en samverkan trots den distanseringen som följer vid skalning. Strategier för hur skalningen av Scrum ska ske på bästa sätt skiljer sig åt, men det finns en enighet om att strukturer, ett gemensamt “språk” och vision krävs för att samarbetet mellan teamen skall fungera effektivt och för att den interna kommunikationen ska bli lyckad.
Today, most software companies use agile development and one of the most common agile methods is Scrum. In recent years, it has become common to use Scrum in larger projects despite its adaptation for smaller projects. Consequently, different frameworks have been developed for scaling Scrum to more than one team and to support the method in larger projects. There are several communicative challenges to this transformation and the transformation has resulted in a change in the agile work that affects the team's way of communicating and interacting. Which puts new demands on collaboration and coordination between the different teams working on the same project. The aim in this study has been to investigate how communication is affected by the fact that something that was originally adapted for smaller projects should now be used for large projects where many different parties are involved and dependent on each other´s work using a qualitative approach. The conclusions have been based on the combination of a theoretical framework and six interviews with Scrum Masters and team members. The study shows that a major communicative challenge is to have continuous communication between the teams and to achieve a collaboration despite the distancing that comes with scaling. Strategies for how to scale Scrum separates, but there is a consensus that structures, a common “language” and vision are required for an effective collaboration between the teams and for internal communication to be successful.
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Dickens, Graham. "Teamworking, perceptions and communication within construction projects." Thesis, University of Nottingham, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.246348.

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Books on the topic "COMMUNICATION MANAGEMENT PROJECT"

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The project manager's communication toolkit. Boca Raton: Taylor & Francis, 2010.

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Ying, Zhong, and Low Sui Pheng. Project Communication Management in Complex Environments. Singapore: Springer Singapore, 2014. http://dx.doi.org/10.1007/978-981-4560-64-1.

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Kliem, Ralph L. Effective communications for project management. Boca Raton: Auerbach Publications, 2008.

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Pruitt, James B. Telecommunication project management. Chicago, Ill., USA: Telephony Pub. Corp., 1987.

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Global project management: Communication, collaboration and management across borders. Aldershot, England: Gower, 2007.

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Kliem, Ralph L. The people side of project management. Aldershot, Hants, England: Gower Pub., 1992.

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Communications skills for project managers. New York: Amacom, 2009.

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Campbell, G. Michael. Communications Skills for Project Managers. New York: AMACOM Books, 2009.

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Making projects work: Effective stakeholder and communication management. Boca Raton, FL: CRC Press, 2015.

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Communication et grands projets: Les nouveaux défis. Québec (Québec): Presses de l'Université du Québec, 2013.

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Book chapters on the topic "COMMUNICATION MANAGEMENT PROJECT"

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Tonchia, Stefano. "Project Communication." In Industrial Project Management, 143–52. Berlin, Heidelberg: Springer Berlin Heidelberg, 2018. http://dx.doi.org/10.1007/978-3-662-56328-1_12.

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Pilkington, Ann. "Project management." In Exploring Internal Communication, 107–15. Fourth edition. | Abingdon, Oxon; New York, NY: Routledge, 2020. |: Routledge, 2019. http://dx.doi.org/10.4324/9780429244698-9.

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Sanghera, Paul. "Project Communication Management." In CAPM® in Depth, 343–77. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-3664-2_9.

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Badiru, Adedeji B. "Electronic communication." In Project Management for Research, 151–65. Dordrecht: Springer Netherlands, 1996. http://dx.doi.org/10.1007/978-94-011-0573-6_9.

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Gronwald, Klaus-Dieter. "International Project Management." In Global Communication and Collaboration, 67–78. Berlin, Heidelberg: Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-662-53150-1_6.

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Emond, Justin, and Chris Steins. "Development, Communication, Documentation." In Pro Web Project Management, 117–34. Berkeley, CA: Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-4084-6_8.

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Ding, Ronggui. "Communication Is the Key." In Key Project Management Based on Effective Project Thinking, 275–98. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-47731-1_14.

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Lent, Bogdan. "02:00 Communication Management: COM." In Cybernetic Approach to Project Management, 337–64. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-32504-5_17.

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Mochal, Tom, and Jeff Mochal. "Communication Is King on Reyna’s Project." In Lessons in Project Management, 83–85. Berkeley, CA: Apress, 2003. http://dx.doi.org/10.1007/978-1-4302-0820-4_24.

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Zeutschel, Ulrich. "2.4 Intercultural Project Management." In Handbook of Intercultural Communication and Cooperation, 272–86. Göttingen: Vandenhoeck & Ruprecht, 2010. http://dx.doi.org/10.13109/9783666403279.272.

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Conference papers on the topic "COMMUNICATION MANAGEMENT PROJECT"

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Muszyńska, Karolina. "Project Communication Management Patterns." In 2016 Federated Conference on Computer Science and Information Systems. IEEE, 2016. http://dx.doi.org/10.15439/2016f235.

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Gossett, Kathie. "Technical communication and project management." In the 30th ACM international conference. New York, New York, USA: ACM Press, 2012. http://dx.doi.org/10.1145/2379057.2379132.

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McKay, Judy, Peter Marshall, and Nick Grainger. "Rethinking Communication in IT Project Management." In 2014 47th Hawaii International Conference on System Sciences (HICSS). IEEE, 2014. http://dx.doi.org/10.1109/hicss.2014.533.

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Mitrović, Miroslav, and Ana Vulić. "Project Management of Strategic Communication in Digital Era." In Proceedings of the 5th IPMA SENET Project Management Conference (SENET 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/senet-19.2019.13.

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Ahmed, Riaz. "SIGNIFICANCE OF COMMUNICATION AND PROJECT MANAGEMENT PROCESSES IN PUBLIC SECTOR PROJECTS." In 33rd International Academic Conference, Vienna. International Institute of Social and Economic Sciences, 2017. http://dx.doi.org/10.20472/iac.2017.33.002.

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Kampf, Constance. "The Future of Project Management in Technical Communication: Incorporating a Communications Approach." In 2006 IEEE International Professional Communication Conference. IEEE, 2006. http://dx.doi.org/10.1109/ipcc.2006.320372.

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Kampf, C., and B. Longo. "Shaping project management concepts for technical communication students." In IEEE International Professional Communication Conference, 2003. IPCC 2003. Proceedings. IEEE, 2003. http://dx.doi.org/10.1109/ipcc.2003.1245497.

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Gao, Hongfeng, Wei Liu, Suli Xu, and Baofeng Ji. "Project-Based Communication System Design Course." In 2016 International Seminar on Education Innovation and Economic Management (SEIEM 2016). Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/seiem-16.2016.29.

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Qian, Wang, and Song Zhen-hua. "Research on multi-perspective communication management of software development project based on theory of project management." In 2010 2nd International Conference on Signal Processing Systems (ICSPS). IEEE, 2010. http://dx.doi.org/10.1109/icsps.2010.5555844.

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Hutinski, Zeljko, Neven Vrcek, and G. Bubas. "Communication In Complex Information System Development Projects." In 2001 Informing Science Conference. Informing Science Institute, 2001. http://dx.doi.org/10.28945/2356.

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The relevance of the communication in the complex information system (IS) development projects is becoming issue of primary importance. Various researches show that many projects failed due to inadequate management of communication. Project data exchange is still not performed in a structured and standardised manner, which leads to misunderstandings between team members. Too many complex IS projects do not have established an adequate project communication management subsystems. This paper analyses results of a survey performed on information technology (IT) professionals and presents degree of communication problems during various project phases. (This research was supported by the Croatian Ministry of Science and Technology under projects: "Strategic planning of Information Systems" and "Information Systems Security.) It reveals that average rating of a degree of communication problems varies at different project stages and among different communication subjects. The paper also proposes software tools that, if properly used, might enhance project communication. Such technologies are still not completely mature but they are developing fast and might play an important role in project management, by providing support to its holism.
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Reports on the topic "COMMUNICATION MANAGEMENT PROJECT"

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Boone, Jonathan, Bobby Sells, Matthew Davis, and Dan McDonald. Alternative analysis for construction progress data spatial visualization. Engineer Research and Development Center (U.S.), September 2021. http://dx.doi.org/10.21079/11681/42166.

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The U.S. Army Corps of Engineers (USACE) construction projects have multiple stakeholders that collaborate with project delivery team members during the execution of these projects. Many of these stakeholders are located across the U.S., which makes virtual interactions a common communication method for these teams. These interactions often lack spatial visualization, which can add complications to the progress reports provided and how the information is received/interpreted. The visualization of project progress and documents would be invaluable to the stakeholders on critical projects constructed by the USACE. This research was conducted to determine alternatives for migrating Resident Management System (RMS) data into a portal web viewer. This report provides proposed solutions to creating these links in efforts to better harmonize data management and improve project presentation.
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Horton, David, Victoria Soroker, Peter Landolt, and Anat Zada Byers. Characterization and Chemistry of Sexual Communication in Two Psyllid Pests of Pears (Homoptera: Psyllidae). United States Department of Agriculture, August 2011. http://dx.doi.org/10.32747/2011.7592653.bard.

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Pear-feeding psyllids in the genus Cacopsylla (Hemiptera: Psyllidae) are among the most important arthropod pests of pears worldwide. These pests are exceedingly difficult to control, and new management tools are needed. Sex attractantpheromones have been used in IPM programs for pests of pome fruits (especially Lepidoptera), but not as yet for pest Hemiptera. Results of the current project showed that males of two psyllid pests of pears, Cacopsylla bidens (Israel) and Cacopsylla pyricola (North America), use volatile or semi-volatile compounds to locate female psyllids for mating. For both species, the attractants can be collected from the cuticle of females by washing live female psyllids with an appropriate solvent. Analysis of these washes by gas chromatography – mass spectrometry led to the following discoveries: Psyllid cuticles contain a mix of hydrocarbons, straight chain and branched alkanes, and long chain aldehydes The two species have different chemical profiles Chemical profiles change seasonally and with reproductive status Chemical profiles differ between male and reproductive female psyllids Several specific compounds found to be more abundant in attractive females than males were identified and synthesized. Behavioral assays (olfactometer) were then used to determine whether these compounds were attractive to males. Two compounds showed promise as attractants for male psyllids: 7-methylheptacosane (C. bidens) and 13-methylheptacosane (C. pyricola and C. bidens). These are the first sex attractantpheromones identified for any psyllid species. Field tests showed that the chemicals could be used to attract males under orchard conditions, but that effectiveness in the field appeared to be seasonally variable. Future research plans include: (a) test mixtures of compounds; (b) explore seasonality in field response to compounds; (c) determine whether chirality of the two compounds affects their attractiveness; and (d) compare different types of traps and release devices to optimize lure performance.
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Jia, Lili, and Steve Evans. Prevent food allergy alerts: an incentive-based approach. Food Standards Agency, February 2022. http://dx.doi.org/10.46756/sci.fsa.flm647.

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The majority of UK food recalls are due to allergen mislabelling, misleading allergen claims and/or the unintentional presence of allergens – representing a significant food safety risk and cost to industry. Labelling legislation must be followed to ensure food is safe and what it says it is, and this requires good allergen management and accurate allergen information communication down the supply chain. Distilling this information accurately, to inform labelling and/or communication of allergen information, can be particularly challenging for small to medium food businesses due to the low adoption of advanced labelling technology. In November 2018, a joint FSA/EIT (European Institute of Innovation & Technology) workshop discussed potential solutions to tackling the increase in food allergen mislabelling incidents. It was concluded that the situation could be improved by developing accessible and affordable tools for food businesses, to aid in the automation of food data collection, validation and management. As a result, the FSA are funding this initial development project that aims to develop an online system targeted at small and medium-sized food businesses, to help reduce the number of product recalls due to allergen mislabelling. The tool is also predicted to support more reliable knowledge transfer and incident tracking when things do go wrong.
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Torres-Mancera, Rocio, Carlos de las Heras-Pedrosa, Carmen Jambrino-Maldonado, and Patricia P. Iglesias-Sanchez. Public Relations and the Fundraising professional in the Cultural Heritage Industry: a study of Spain and Mexico / Las relaciones públicas y el profesional de la captación de fondos en la industria del patrimonio cultural: un estudio de España y México. Revista Internacional de Relaciones Públicas, June 2021. http://dx.doi.org/10.5783/rirp-21-2021-03-27-48.

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The present research aims to understand the current situation of strategic communication and public relations applied in the professional field of fundraising in the cultural heritage environment. It observes the current patterns used in the sector to obtain and generate long-term sustainable funding, through the stimulation of investors and International Cooperation projects from the European Union in line with UNESCO. Two international case studies are compared: Spain and Mexico, through the selection of territorial samples in Malaga and San Luis Potosi. The methodology used is based on a combination of in-depth interviews with key informants and content analysis. In the first instance, the degree of application of communication and public relations tools for strategic purposes to directly attract economic resources to the management of cultural heritage (tangible and intangible) in the region is studied. In line with the results obtained, the current parameters and key indicators of the profile of the fundraising professional in public and private cultural management are presented.
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El-Rayes, Khaled, and Ernest-John Ignacio. Evaluating the Benefits of Implementing Mobile Road Weather Information Sensors. Illinois Center for Transportation, February 2022. http://dx.doi.org/10.36501/0197-9191/22-004.

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State departments of transportation (DOTs) have traditionally utilized fixed road weather information sensors (RWIS) to improve road safety during inclement weather; enhance the management of labor, equipment, and materials for winter road maintenance; and reduce adverse environmental impacts from road maintenance activities. Despite the benefits of these fixed RWIS sites, their coverage and effectiveness are limited because of their stationary locations. To overcome these limitations, recent advances in mobile road weather information sensing technology and cellular communications have enabled the development of mobile RWIS that can be deployed on vehicles to expand the limited coverage of fixed RWIS networks. Combining mobile RWIS, fixed RWIS networks, automatic vehicle location, and maintenance decision support systems (MDSS) provide DOTs with accurate georeferenced road and weather information that can be used by DOTs to optimize winter road maintenance operations and deicer applications. This report presents the findings of a research project funded by the Illinois Department of Transportation to investigate the effectiveness of mobile RWIS and MDSS in improving winter maintenance operations. This project had the following three objectives. First, conduct a literature review to gather and analyze current practices and latest research studies on mobile RWIS and their use for collecting real-time winter roadway conditions to optimize winter maintenance operations. Second, perform interviews with other state DOTs to gather and analyze their experiences and best management practices for the deployment and use of mobile RWIS and MDSS. Third, develop recommendations for a pilot study to evaluate the deployment and performance of mobile RWIS and MDSS in order to determine their effectiveness, implementation requirements, software/technology needs, operational challenges, and life-cycle costs.
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Chapman, Ray, Phu Luong, Sung-Chan Kim, and Earl Hayter. Development of three-dimensional wetting and drying algorithm for the Geophysical Scale Transport Multi-Block Hydrodynamic Sediment and Water Quality Transport Modeling System (GSMB). Engineer Research and Development Center (U.S.), July 2021. http://dx.doi.org/10.21079/11681/41085.

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The Environmental Laboratory (EL) and the Coastal and Hydraulics Laboratory (CHL) have jointly completed a number of large-scale hydrodynamic, sediment and water quality transport studies. EL and CHL have successfully executed these studies utilizing the Geophysical Scale Transport Modeling System (GSMB). The model framework of GSMB is composed of multiple process models as shown in Figure 1. Figure 1 shows that the United States Army Corps of Engineers (USACE) accepted wave, hydrodynamic, sediment and water quality transport models are directly and indirectly linked within the GSMB framework. The components of GSMB are the two-dimensional (2D) deep-water wave action model (WAM) (Komen et al. 1994, Jensen et al. 2012), data from meteorological model (MET) (e.g., Saha et al. 2010 - http://journals.ametsoc.org/doi/pdf/10.1175/2010BAMS3001.1), shallow water wave models (STWAVE) (Smith et al. 1999), Coastal Modeling System wave (CMS-WAVE) (Lin et al. 2008), the large-scale, unstructured two-dimensional Advanced Circulation (2D ADCIRC) hydrodynamic model (http://www.adcirc.org), and the regional scale models, Curvilinear Hydrodynamics in three dimensions-Multi-Block (CH3D-MB) (Luong and Chapman 2009), which is the multi-block (MB) version of Curvilinear Hydrodynamics in three-dimensions-Waterways Experiments Station (CH3D-WES) (Chapman et al. 1996, Chapman et al. 2009), MB CH3D-SEDZLJ sediment transport model (Hayter et al. 2012), and CE-QUAL Management - ICM water quality model (Bunch et al. 2003, Cerco and Cole 1994). Task 1 of the DOER project, “Modeling Transport in Wetting/Drying and Vegetated Regions,” is to implement and test three-dimensional (3D) wetting and drying (W/D) within GSMB. This technical note describes the methods and results of Task 1. The original W/D routines were restricted to a single vertical layer or depth-averaged simulations. In order to retain the required 3D or multi-layer capability of MB-CH3D, a multi-block version with variable block layers was developed (Chapman and Luong 2009). This approach requires a combination of grid decomposition, MB, and Message Passing Interface (MPI) communication (Snir et al. 1998). The MB single layer W/D has demonstrated itself as an effective tool in hyper-tide environments, such as Cook Inlet, Alaska (Hayter et al. 2012). The code modifications, implementation, and testing of a fully 3D W/D are described in the following sections of this technical note.
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Resilient by Nature: Increasing Private Sector Uptake of Nature-based Solutions for Climate-resilient Infrastructure: A Market Assessment for Latin America and the Caribbean. Inter-American Development Bank, October 2021. http://dx.doi.org/10.18235/0003711.

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Climate change is one of the greatest challenges facing humanity affecting our ability to deliver energy, transport, logistics, water, sanitation, and communications services. Investment for climate-resilient infrastructure is at the core of the IDB Groups agenda. In particular, nature-based Solutions (NbS) are a cost-effective way to build infrastructure resilient to climate change while delivering societal benefits. As many LAC governments and businesses are unaware of the opportunities and cost-efficiencies of NbS, setting out the business case for these solutions is an important first step to build support and secure funding. This Market Assessment examines how NbS can contribute to climate-resilient infrastructure through the protection, management, and restoration of natural capital. It examines existing barriers and the opportunities to increase private sector use of NbS focusing on the role of policy in NbS uptake; awareness, governance, and capacity; technical tools and skills to deliver NbS; and finance and funding. It provides recommendations for infrastructure project developers and operators, financial institutions, and policymakers to create a more enabling environment for NbS in LAC.
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African Open Science Platform Part 1: Landscape Study. Academy of Science of South Africa (ASSAf), 2019. http://dx.doi.org/10.17159/assaf.2019/0047.

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This report maps the African landscape of Open Science – with a focus on Open Data as a sub-set of Open Science. Data to inform the landscape study were collected through a variety of methods, including surveys, desk research, engagement with a community of practice, networking with stakeholders, participation in conferences, case study presentations, and workshops hosted. Although the majority of African countries (35 of 54) demonstrates commitment to science through its investment in research and development (R&D), academies of science, ministries of science and technology, policies, recognition of research, and participation in the Science Granting Councils Initiative (SGCI), the following countries demonstrate the highest commitment and political willingness to invest in science: Botswana, Ethiopia, Kenya, Senegal, South Africa, Tanzania, and Uganda. In addition to existing policies in Science, Technology and Innovation (STI), the following countries have made progress towards Open Data policies: Botswana, Kenya, Madagascar, Mauritius, South Africa and Uganda. Only two African countries (Kenya and South Africa) at this stage contribute 0.8% of its GDP (Gross Domestic Product) to R&D (Research and Development), which is the closest to the AU’s (African Union’s) suggested 1%. Countries such as Lesotho and Madagascar ranked as 0%, while the R&D expenditure for 24 African countries is unknown. In addition to this, science globally has become fully dependent on stable ICT (Information and Communication Technologies) infrastructure, which includes connectivity/bandwidth, high performance computing facilities and data services. This is especially applicable since countries globally are finding themselves in the midst of the 4th Industrial Revolution (4IR), which is not only “about” data, but which “is” data. According to an article1 by Alan Marcus (2015) (Senior Director, Head of Information Technology and Telecommunications Industries, World Economic Forum), “At its core, data represents a post-industrial opportunity. Its uses have unprecedented complexity, velocity and global reach. As digital communications become ubiquitous, data will rule in a world where nearly everyone and everything is connected in real time. That will require a highly reliable, secure and available infrastructure at its core, and innovation at the edge.” Every industry is affected as part of this revolution – also science. An important component of the digital transformation is “trust” – people must be able to trust that governments and all other industries (including the science sector), adequately handle and protect their data. This requires accountability on a global level, and digital industries must embrace the change and go for a higher standard of protection. “This will reassure consumers and citizens, benefitting the whole digital economy”, says Marcus. A stable and secure information and communication technologies (ICT) infrastructure – currently provided by the National Research and Education Networks (NRENs) – is key to advance collaboration in science. The AfricaConnect2 project (AfricaConnect (2012–2014) and AfricaConnect2 (2016–2018)) through establishing connectivity between National Research and Education Networks (NRENs), is planning to roll out AfricaConnect3 by the end of 2019. The concern however is that selected African governments (with the exception of a few countries such as South Africa, Mozambique, Ethiopia and others) have low awareness of the impact the Internet has today on all societal levels, how much ICT (and the 4th Industrial Revolution) have affected research, and the added value an NREN can bring to higher education and research in addressing the respective needs, which is far more complex than simply providing connectivity. Apart from more commitment and investment in R&D, African governments – to become and remain part of the 4th Industrial Revolution – have no option other than to acknowledge and commit to the role NRENs play in advancing science towards addressing the SDG (Sustainable Development Goals). For successful collaboration and direction, it is fundamental that policies within one country are aligned with one another. Alignment on continental level is crucial for the future Pan-African African Open Science Platform to be successful. Both the HIPSSA ((Harmonization of ICT Policies in Sub-Saharan Africa)3 project and WATRA (the West Africa Telecommunications Regulators Assembly)4, have made progress towards the regulation of the telecom sector, and in particular of bottlenecks which curb the development of competition among ISPs. A study under HIPSSA identified potential bottlenecks in access at an affordable price to the international capacity of submarine cables and suggested means and tools used by regulators to remedy them. Work on the recommended measures and making them operational continues in collaboration with WATRA. In addition to sufficient bandwidth and connectivity, high-performance computing facilities and services in support of data sharing are also required. The South African National Integrated Cyberinfrastructure System5 (NICIS) has made great progress in planning and setting up a cyberinfrastructure ecosystem in support of collaborative science and data sharing. The regional Southern African Development Community6 (SADC) Cyber-infrastructure Framework provides a valuable roadmap towards high-speed Internet, developing human capacity and skills in ICT technologies, high- performance computing and more. The following countries have been identified as having high-performance computing facilities, some as a result of the Square Kilometre Array7 (SKA) partnership: Botswana, Ghana, Kenya, Madagascar, Mozambique, Mauritius, Namibia, South Africa, Tunisia, and Zambia. More and more NRENs – especially the Level 6 NRENs 8 (Algeria, Egypt, Kenya, South Africa, and recently Zambia) – are exploring offering additional services; also in support of data sharing and transfer. The following NRENs already allow for running data-intensive applications and sharing of high-end computing assets, bio-modelling and computation on high-performance/ supercomputers: KENET (Kenya), TENET (South Africa), RENU (Uganda), ZAMREN (Zambia), EUN (Egypt) and ARN (Algeria). Fifteen higher education training institutions from eight African countries (Botswana, Benin, Kenya, Nigeria, Rwanda, South Africa, Sudan, and Tanzania) have been identified as offering formal courses on data science. In addition to formal degrees, a number of international short courses have been developed and free international online courses are also available as an option to build capacity and integrate as part of curricula. The small number of higher education or research intensive institutions offering data science is however insufficient, and there is a desperate need for more training in data science. The CODATA-RDA Schools of Research Data Science aim at addressing the continental need for foundational data skills across all disciplines, along with training conducted by The Carpentries 9 programme (specifically Data Carpentry 10 ). Thus far, CODATA-RDA schools in collaboration with AOSP, integrating content from Data Carpentry, were presented in Rwanda (in 2018), and during17-29 June 2019, in Ethiopia. Awareness regarding Open Science (including Open Data) is evident through the 12 Open Science-related Open Access/Open Data/Open Science declarations and agreements endorsed or signed by African governments; 200 Open Access journals from Africa registered on the Directory of Open Access Journals (DOAJ); 174 Open Access institutional research repositories registered on openDOAR (Directory of Open Access Repositories); 33 Open Access/Open Science policies registered on ROARMAP (Registry of Open Access Repository Mandates and Policies); 24 data repositories registered with the Registry of Data Repositories (re3data.org) (although the pilot project identified 66 research data repositories); and one data repository assigned the CoreTrustSeal. Although this is a start, far more needs to be done to align African data curation and research practices with global standards. Funding to conduct research remains a challenge. African researchers mostly fund their own research, and there are little incentives for them to make their research and accompanying data sets openly accessible. Funding and peer recognition, along with an enabling research environment conducive for research, are regarded as major incentives. The landscape report concludes with a number of concerns towards sharing research data openly, as well as challenges in terms of Open Data policy, ICT infrastructure supportive of data sharing, capacity building, lack of skills, and the need for incentives. Although great progress has been made in terms of Open Science and Open Data practices, more awareness needs to be created and further advocacy efforts are required for buy-in from African governments. A federated African Open Science Platform (AOSP) will not only encourage more collaboration among researchers in addressing the SDGs, but it will also benefit the many stakeholders identified as part of the pilot phase. The time is now, for governments in Africa, to acknowledge the important role of science in general, but specifically Open Science and Open Data, through developing and aligning the relevant policies, investing in an ICT infrastructure conducive for data sharing through committing funding to making NRENs financially sustainable, incentivising open research practices by scientists, and creating opportunities for more scientists and stakeholders across all disciplines to be trained in data management.
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