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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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Ren, Xu, Xiaofang Deng, and Lihua Liang. "Knowledge transfer between projects within project-based organizations: the project nature perspective." Journal of Knowledge Management 22, no. 5 (June 11, 2018): 1082–103. http://dx.doi.org/10.1108/jkm-05-2017-0184.
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Purpose This paper aims to investigate how project nature affects the effectiveness of knowledge transfer between projects in project-based organizations (PBOs) and to analyze the roles of inter-project communication, transfer intention and information technology (IT) in the influencing process. Design/methodology/approach This paper adopted a questionnaire survey method to collect data from construction enterprises in China and subsequently proceeded to structural equation modeling analysis with a total of 261 samples. Findings The results indicate that the similarity of projects could promote the inter-project communication and improve transfer intention, which further influences knowledge transfer effectiveness positively within PBOs. The urgency of projects has a negative impact on inter-project communication and transfer intention. The temporality of projects also negatively affects inter-project communication. They consequently hinder the knowledge transfer behaviors between projects. Additionally, the application of IT improves the frequency of communication and makes up for the negative impact of geographical distance between projects on knowledge transfer. Practical implications Based on the results, a series of strategies is recommended to improve knowledge transfer effectiveness between projects, including standardizing project management, promoting information construction, establishing a post-project evaluation system and creating a shared culture, so that the competitive advantages of PBOs could be improved. Originality/value The study explores the factors influencing knowledge transfer between projects from the perspective of project nature and provides guidance for enhancing knowledge management and project management practices.
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Galli, Brian J. "Effective Strategies for Communication Management in a Project Management Environment." International Journal of Applied Logistics 10, no. 2 (July 2020): 86–92. http://dx.doi.org/10.4018/ijal.2020070105.
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This paper evaluates the effectiveness of using strategic approaches for managing communication in projects, especially for top-level managers and lower-level employees. The gap of communication could be resolved by implementing strategic approaches of communication management, so as to include all personnel in the organization. According to Neves and Eisenberger (2012), the literature of communication management has stated that it is a key factor for success. Furthermore, Ramsing (2009) claimed that in recent years, most project managers have different educational backgrounds, but they also have limited backgrounds in communication management. To overcome this problem, the authors will state the most effective strategies for managers to utilize for communication in a project. They believe that the there are four most effective strategies, which are the PMI communication strategy, the six main steps of communication strategy, understanding the direction of communication, and choosing the right communication channel.
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I, Lebid, Tkachenko V, and Khrutba Y. "IMPLEMENTATION OF THE COMMUNICATION PROCESS EFFICIENCY MODEL IN THE PROJECT «FOSTERING THE KNOWLEDG." National Transport University Bulletin 1, no. 48 (2021): 178–87. http://dx.doi.org/10.33744/2308-6645-2021-1-48-178-187.
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The study, based on existing approaches to assessing the effectiveness of communication in educational projects, used a method to assess the effectiveness of communication of project stakeholders, the effectiveness of communication planning, the effectiveness of information dissemination, the effectiveness of managing project stakeholders' expectations and the effectiveness of implementation reports. The purpose of the work is to apply the method of evaluating the effectiveness of communication processes in educational and innovative research projects and to analyze the effectiveness of communication in the FKTBUM project. Research methods - project and program management methodologies; mechanisms of set theory, system and process analysis. The developed method of evaluating the effectiveness of communication processes in educational innovative research projects allows to evaluate the effectiveness of communication of project stakeholders, the effectiveness of communication planning, the effectiveness of information dissemination, the effectiveness of managing project stakeholders' expectations and the effectiveness of implementation reports. Thus, the results of the study were used to manage communications in the implementation of educational research innovative projects at the National Transport University in the implementation of the international project TEMPUS - "Fostering the Knowledge Triangle in Belarus, Ukraine and Moldova (FKTBUM) - Supporting the knowledge triangle in Belarus, Ukraine and Moldova" . The results of the project show that the efficiency of communication between NTU and international partners is 0.5 - 1.0, which characterizes the good result of the educational project after the communication process, between NTU and DerzhavtotransNDIproekt - 0.75, which corresponds to the level "given response / reaction to information received", Between NTU and the Ministry of Education and Science of Ukraine - 0.50, which corresponds to the level of " read the information". The results of the article can be implemented in the procedure of evaluating the effectiveness of communications in the formation of the required level of information exchange between stakeholders in the process of implementing innovative technologies in educational activities based on a value-oriented approach. Predictive assumptions about the development of the object of study - the development of a method of effective communication model in educational innovative research projects. KEY WORDS: PROJECT, PROJECT MANAGEMENT, STAKEHOLDERS, EDUCATIONAL INNOVATIVE SCIENTIFIC PROJECTS, COMMUNICATIONS.
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Parker, David W., Rosina Kunde, and Luca Zeppetella. "Exploring communication in project-based interventions." International Journal of Productivity and Performance Management 66, no. 2 (February 13, 2017): 146–79. http://dx.doi.org/10.1108/ijppm-07-2015-0099.
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Purpose The authors explore several aspects of communications theory to identify their relevance to managing a project-based productivity improvement intervention. The literature on communication accommodation theory, groupthink and trust appear to have important implications for improvements. The purpose of this paper is to develop a research methodology used in conducting empirical data collection in the field to test the developed conceptual framework. The authors emphasize the importance of management theory to project-based interventions. The focus of this work is summarized by the research question: “what facets of communication impact on the success of a project-based improvement intervention?”. Design/methodology/approach Following a focused literature review, learnings from specific research were used to identify a series of propositions. The scope of the work was established to limit the range of issues under review. Next, a conceptual framework was designed that allowed a case study to be tested with regard to validity of the propositions. Further testing will be undertaken in a single company. Findings There is clear evidence showing the relevance of effective communication when executing an intervention to seek performance improvement. In particular, understanding the need of stakeholders’ is paramount that allows the design of a communications strategy. Each phase in a project-based intervention requires different styles of communication. There is also a need to have varying degrees of trust. Total unchallenged trust invariably leads to groupthink that hinders critical decision making. Research limitations/implications The work contributes to the understanding of the application of communication theory to project-based interventions – that invariably aim at performance improvement initiatives. While currently the work is in the early stages of research, it does nevertheless show some useful early findings. Clearly further work is needed in international projects in the context of multi-cultural teams and external stakeholders. Practical implications With many interventions failing to meet their planned objectives there is a need to isolate possible reasons and to rectify or mitigate the causes. Project management and change management training should include a comprehensive understanding of management theories. This research will contribute to this knowledge base. Social implications Project-based activities are used in most walks of life; the need for excellent management is therefore important. Invariably interventions involve considerable capital investment and their success advances productivity of nations. Understanding and integrating communication theories to their management, therefore, has significant social benefits. Originality/value The importance of communications is identified in the project management literature and adjunct disciplines. Professional associations and leading bodies in performance and project management, while emphasizing the need for excellent communication, have not adequately addressed underpinning theories. There is little research focusing on communication accommodation theory, groupthink and risk in the context of project management. The authors’ have not been able to identify any research on an integrated framework that combines these theories with managing a project-based performance improvement intervention.
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Bigbee, Jo Ann Starkweather, and Deborah H. Stevenson. "IT Project Communication." International Journal of Information Technology Project Management 10, no. 3 (July 2019): 56–72. http://dx.doi.org/10.4018/ijitpm.2019070104.
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The critical nature of information flow as a precursor to project success has been affirmed by both scholars and project management professionals. The data analyzed in this study represent the perceptions of 91 IT project professionals regarding the importance of 18 different aspects of project communication to project success. The relationship of these data vis-a-vis project manager demographics and project/organizational characteristics is explored. Despite a relatively high level of agreement across the respondents regarding which communications are perceived critical to project success, there are clear project and stakeholder circumstances that warrant consideration. The data reveal both statistical and practical dimensions of communication that attribute importance to project success differently for internal as compared to external communication. Furthermore, the emergence of average project duration as a consistently strong correlate of perceived importance of communication to project success is an area of research deserving greater attention.
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Zulch, BG. "Communication: The Foundation of Project Management." Procedia Technology 16 (2014): 1000–1009. http://dx.doi.org/10.1016/j.protcy.2014.10.054.
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Klinowski, Marcin. "PROCESSES OF COMMUNICATION IN PROJECT MANAGEMENT." Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, no. 506 (2018): 43–50. http://dx.doi.org/10.15611/pn.2018.506.04.
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Gillard, Sharlett, and Jane Johansen. "Project Management Communication: a Systems Approach." Journal of Information Science 30, no. 1 (February 2004): 23–29. http://dx.doi.org/10.1177/0165551504041675.
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WATANABE, Kosei. "Recommendable Communication Method in Project Management." Journal of JSEE 55, no. 1 (2007): 5–8. http://dx.doi.org/10.4307/jsee.55.1_5.
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Samáková, Jana, Dagmar Babčanová, Henrieta Hrablikchovanová, Jana Mesárošová, and Jana Šujanová. "Using the Communication Methods, Tools and Support During Management of Project Communication in Industrial Manufacturing Enterprises." Research Papers Faculty of Materials Science and Technology Slovak University of Technology 25, no. 41 (September 26, 2017): 51–62. http://dx.doi.org/10.1515/rput-2017-0021.
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Abstract Effective communication is the most significant ability for project manager and successful project. However, during the management of projects communication, it is very often forgotten, often overlooked or taken for granted. In the management of projects, it is principally necessary to deal with communication during all project lifecycle. Within the project communication, it is very important to define the main methods, tools, support of communication and frequency of communication; these belong to the most important elements of the communication channel which is very often forgotten. Therefore, the main aim of the paper is to analyse the utilisation of the communication channel: communication methods, communication tools, communication frequency and to support project communication in industrial manufacturing enterprises in Slovakia. Based on the research, we can conclude that communication channel is not adequately elaborated in international methodologies and standards of project management as well as in industrial manufacturing enterprises. These facts are very negative, conclusion and it is therefore necessary to deal with the problem.
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Shittu, Abdullateef Adewale, Mercy Oiseruimen Evborokhai, and Abel John Tsado. "Impact of Communication Management on the Delivery of Construction Projects in Abuja, Nigeria." Nigerian Journal of Technological Research 16, no. 1 (March 12, 2021): 77–88. http://dx.doi.org/10.4314/njtr.v16i1.11.
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Studies have attributed project failure to poor communication management. This research assessed the impact of communication management on the delivery of construction projects in Abuja, with a view to proposing strategies for improving communication management. The quantitative research method was adopted for the study. Data collection was done through questionnaire survey. Analysis of data was carried out using Mean Item Score (MIS) and Relation Importance Index (RII). Results of the study revealed that the most important causes of poor communication management on construction projects range from Poor feedback (RII = 0.89) to Lack of training (RII = 0.82). The influence of communication management on the cost (MIS = 3.80-4.55), time (MIS = 3.83-4.50) and quality (MIS = 3.53-4.25) delivery of construction projects is significant. Based on these findings, it was concluded that the impact of communication management on the delivery of construction projects in Abuja is significant. It was recommended that project managers should avoid the major causes of poor communication management which range from “Ineffective communication channel used” to “Lack of training” in order to minimise potential dispute, misunderstanding and project failures as a result of poor management of communication on project sites.
Keywords: Communication, Communication Management, Construction Projects, Cost. Quality, Time.
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Brockhoff, Klaus. "Virtual global project management in eighteenth-century astronomy." Journal of Management History 26, no. 4 (March 30, 2020): 535–55. http://dx.doi.org/10.1108/jmh-11-2019-0070.
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Purpose This paper aims to demonstrate that virtual project management can be based on a common spirit and mutual trust to achieve project objectives, rather than the use of modern electronic devices to lower communication costs. Design/methodology/approach Evidence from the eighteenth-century files of Academies of Science and from astronomical literature is used to characterize the projects and to show how major elements of project management (such as identification of benefits to stakeholders, management of uncertainties, communication and data aggregation across related projects) were applied. Findings The analysis shows how the initiative to better measure the Astronomical Unit defined a megaproject, and how this was broken down at local Academies of Science into major projects or programs. This, in turn, resulted in individual expeditions. It demonstrates that innovations arose from the projects, and that learning from earlier expeditions resulted in the final success of the megaproject. Research limitations/implications The literature used was not written to demonstrate project management. In this respect, both the original sources and the later reports may lack information with respect to the present topic. Today’s project management might learn from the study that coordination and communication can greatly benefit from a joint vision of the project if based on a common spirit and mutual trust. Practical implications Present day project management might benefit from the finding that common values reduce communication costs in a similar way as recent electronic communication devices. Originality/value The author believes that this is the first paper to analyze the Venus transit projects from the project management perspective. This was a complex and global megaproject. The approaches taken to achieve the objectives relevant to different stakeholders provide lessons for today’s management of megaprojects.
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Kisielnicki, Jerzy. "Project Management in Research and Development." Foundations of Management 6, no. 3 (December 1, 2014): 57–70. http://dx.doi.org/10.1515/fman-2015-0018.
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Abstract Implementation of R&D projects determines whether the organization is changing and becoming fully competitive. R&D projects are the basis for innovation policy at the macro level - the state - and the micro level - the organization. Management of R&D projects requires not only high level of skills, but knowledge of highly developed tools to support the development of the organization. In managing this type of project, methods such as management competence, talent and knowledge, knowledge of modern information, and communication technology, stand out. In this study the following issues are presented: analysis of decision-making processes of R&D projects, basic modeling methodology of R&D projects, and analysis of communication systems in project management. The final part of the article presents the problems of commercialization of results obtained from R&D projects.
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Stawnicza, Olga. "Distributed team cohesion – not an oxymoron. The impact of information and communications technologies on teamness in globally distributed IT projects." International Journal of Information Systems and Project Management 3, no. 2 (February 8, 2022): 23–39. http://dx.doi.org/10.12821/ijispm030202.
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Globally distributed IT projects are common practice in today’s globalized world. Typically, project team members work on interdependent tasks, with a common goal to be achieved as one team. However, being split between multiple locations impedes communication among team members and hampers the development of trust. Information and communications media enable communication between geographically distributed project team members and help to create and maintain trust within project units. Communication and trust are particularly significant for fostering a feeling of oneness among project team members. Oneness, also referred to as “teamness”, is repeatedly mentioned as one of the challenges facing global project teams. However, prior literature on teamness is very scarce and its importance is underrepresented. This research contributes to the field in two ways. First, the theoretical study based on a systematic literature review examines available evidence of teamness in globally distributed projects. Secondly, an empirical study based on interviews conducted with global project managers fills the current gap in literature on the link between use of ICT and establishing a sense of team unity. This paper draws practitioners’ attention to the importance of striving for teamness in spite of the geographical distance that exists between project team members.
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Fähndrich, Ursula. "Terminology project management." Terminology 11, no. 2 (December 5, 2005): 225–60. http://dx.doi.org/10.1075/term.11.2.02fah.
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This article deals systematically with the author’s practical experience of organising and carrying out terminology projects and attempts to relate them to project management theory. It is intended to serve as a guide of sorts for terminologists confronted with the task of managing a terminology project. The first section defines what terminology projects are, what sets them apart from other types of project, what forms they can take and how these forms are prioritised within the project portfolio, as well as proposing a possible model to describe the various phases of a project. Separate sections are then devoted to each of the phases, namely Acquisition, Needs Analysis and Offering, Planning, Implementation and Controlling, Handover and Completion, and Follow-up.
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Butt, Aurangzeab, Marja Naaranoja, and Jussi Savolainen. "Project change stakeholder communication." International Journal of Project Management 34, no. 8 (November 2016): 1579–95. http://dx.doi.org/10.1016/j.ijproman.2016.08.010.
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Akimova, E. "Limitations in the Use of Social Network Analysis Methods in Marketing Project Management." Scientific Research and Development. Russian Journal of Project Management 10, no. 3 (November 23, 2021): 21–29. http://dx.doi.org/10.12737/2587-6279-2021-10-3-21-29.
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One of the trends of the labor market is project management skills. In such conditions, the professional education of a project manager becomes especially relevant since it is often impossible to completely replace it with work experience.
One of the most vital areas for project success is communication management. Nevertheless, in this area, unlike many others, tools that allow objectively analyzing the quality of communications are not used. Relatively recently, a method of social network analysis (SNA) has appeared, which enables, among other things, analyzing communications in projects. Researchers wrote about the applicability of this methodology in project management. This article will identify some of the limitations in the use of SNA in project management.
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Bhoola, Vanita, Vineeta Dwivedi, and Ayalur Vedpuriswar. "National Dairy deriving value through project management." Emerald Emerging Markets Case Studies 11, no. 4 (October 29, 2021): 1–21. http://dx.doi.org/10.1108/eemcs-07-2020-0268.
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Subject area Project Management, Entrepreneurship, Risk Management, Communication. Study level/applicability Study level: MBA and Executive Education. Applicability: This case can be taught in the project management course. It will cover the project-planning phase, which is an iterative or progressive elaboration for the entire project lifecycle. The case will help in discussing how project management is an important discipline to manage projects and stakeholders effectively. Case overview The case depicts the dilemma of a passionate entrepreneur who is setting up an ambitious dairy business but project execution goes awry. The case discusses the challenges related to project planning and execution. It captures the essence of proactive risk management, measures that can mitigate risks and create opportunities. The case also discusses the entire project lifecycle from project initiation to closure and the challenges a manager has to face in terms of stakeholder engagement, risk management, stakeholder communication and scope change. Expected learning outcomes To understand the alignment of the project with the organisation strategy; to learn to create a project plan and monitor and control the scope, schedule, resources and costs; to accurately estimate project costs, timelines, and quality and schedule, using tools like MS Project; to learn the risk management techniques for managing projects, teams and stakeholders; and to manage stakeholder communication effectively. Supplementary materials Teaching notes are available for educators only. Subject code CSS 2: Built Environment.
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����� and Aleksandr Gushchin. "Requirements Management As An Essential Ingredient Of Communications Management In the Project." Russian Journal of Project Management 2, no. 3 (September 16, 2013): 26–33. http://dx.doi.org/10.12737/1241.
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Special issues of the requirements management process are discussed
based on subject area specialties: from the most formalized (e.g., IT projects),
to the least formalized areas (e.g., design projects). As is shown, the
whole spectrum of apps, related to this subject, can be considered from an
integrated perspective � that is, establishment of effective communication
channel between Customer and Business Analyst (Designer). The features
of communications related to the above-mentioned subject areas are considered
as well as problems of creating such communication channels.
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Samáková, Jana, Kristína Koltnerová, and Rudolf Rybanský. "Project Communication in Functions, Process and Project-Oriented Industiral Companies." Research Papers Faculty of Materials Science and Technology Slovak University of Technology 20, Special-Number (December 1, 2012): 120–25. http://dx.doi.org/10.2478/v10186-012-0020-7.
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Abstract The article is focused on the project communication management. Industrial enterprises, which use project management must constantly search the new ways for improving. One of the possibilities is the change of management from a functional oriented to the projectoriented or process-oriented. Process-oriented and project-oriented companies have better project communication management during the all project life cycle. Communication in the project is a very important factor. According to the arguments of several authors, one of the biggest problem is that threaten the success of the project is just the communication. In each project is an important pillar - and that is communication. Only on the base of communication can the project move forward and achieve the target.
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Galli, Brian J. "The Value of Communication in Agile Project Management." International Journal of Strategic Engineering 4, no. 2 (July 2021): 39–61. http://dx.doi.org/10.4018/ijose.2021070104.
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The purpose of this research is to understand the importance and impact of communication in an Agile environment so as to suggest ways to overcome communication challenges in Agile projects. In this research, the latest use of communication methods, approaches, and challenges faced by Agile teams are thoroughly evaluated to know the best solutions to communication problems. A literature review in this study proposes that a lack of proper communication is one of the main challenges faced by Agile projects. The authors used a systematic literature review to examine pre-existing literature and to select the most pertinent literature to assess these variables in depth and to create an assessment model. The ultimate outcome of this study was the development of the best practices that improve communication in Agile project environments.
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Schryer, Catherine. "Project Management in the Technical Communication Classroom." Canadian Journal for Studies in Discourse and Writing/Rédactologie 16, no. 2 (July 1, 2000): 72–75. http://dx.doi.org/10.31468/cjsdwr.464.
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Khalid, Hannan, Asim Noor, Javed Iqbal, Shahid Farid, and Victor Chang. "Development of public sector information management systems: challenges and promising practices." Information Discovery and Delivery 46, no. 3 (August 20, 2018): 184–95. http://dx.doi.org/10.1108/idd-03-2018-0008.
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Purpose More and more governmental organizations are switching to information systems to enhance their operations and reduce cost but the development of these systems involves a lot of challenges. This paper aims to find out the challenges that project managers have to face during the development of such systems and the practices they can adopt to address these challenges. Design/methodology/approach To identify the challenges, data have been gathered across six key project management areas. The six targeted key areas are project integration management, project scope management, project time management, project cost management, project human resource management and project communications management. The authors have coordinated with 11 managerial-level IT professionals using semi-structured interviews and have gone through their communication archives. Findings Findings prove that practices such as focusing on cost reduction, informal congregations, trainings and frequent communication between vendor and client help in addressing the challenges. Furthermore, learning from management experiences of the managers can assist managers in similar role to create a pattern of success while working with governmental projects. Originality/value The authors peek into the development life cycle of a public sector project named as prison information management system. The project has encountered numerous challenges and has been accomplished in significantly delayed time than designated.
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Yap, Jeffrey Boon Hui, and Martin Skitmore. "Ameliorating time and cost control with project learning and communication management." International Journal of Managing Projects in Business 13, no. 4 (February 17, 2020): 767–92. http://dx.doi.org/10.1108/ijmpb-02-2019-0034.
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PurposeLegions of projects fail to attain their time and cost objectives due to ineffective coordination. This is often due to a lack of essential learning from projects because of insufficient communication and working experience. One of the key reasons why this occurs is that managers are unaware of what knowledge needs to be retained. In contrast with knowledge management research, which mostly focuses on the systems and processes for capturing, storing, and retrieval of knowledge, this paper investigates the nature of project communication and learning and their role on project time and cost control.Design/methodology/approachA stratified proportional purposive sampling approach was adopted in choosing the interview participants for the study. They are experienced industry practitioners working on building construction projects in Malaysia. Content analysis was then performed on the interview data. The identified variables were further validated by 11 industry experts from the three primary construction stakeholders.FindingsThe results of a series of 12 in-depth interviews with industry practitioners are provided to reveal the effective communication tools for sharing and learning in a project-based environment, the learning inducing situations involved, and the use of reusable project experiences to improve project time and cost control.Research limitations/implicationsA possible limitation of the study is its focus on a small group of Malaysian practitioners delimits the generalizability of the findings.Originality/valueA two-phase model with three-step project management process of input, tools, and output is developed from the Project Management Body of Knowledge (PMBOK) Guide as an aid for more effective knowledge reuse in project time and cost control in the future.
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Fathi, Mohamad Syazli, Norshakila Rawai, and Mohammad Abedi. "Mobile Information System for Sustainable Project Management." Applied Mechanics and Materials 178-181 (May 2012): 2690–93. http://dx.doi.org/10.4028/www.scientific.net/amm.178-181.2690.
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The construction industry is an information-based industry, the progression of which requires the most effective and efficient tools in management, more specifically in managing the information flow between project team members. These tools become essential to a project management team dealing with the complexity and changing needs in the construction industries. Advances in information and communication technologies (ICT), especially mobile phones, offer an alternative way to overcome the limitation on effective collaboration in construction projects. A review of previous research, case studies and also technology reports shows how mobile information technology has the potential to provide improvements in construction communication and information collaboration. This paper discusses the implications of mobile information systems in sustainable project management. The findings show that there is a high potential for improving sustainability projects, the effects on construction resources and the potential impact of improving sustainable project management in construction industries.
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Zakrizevska Belogrudova, Maija, and Lasma Antonova. "CORRELATION OF INTERNAL COMMUNICATION WITH EMOTIONAL INTELLIGENCE IN PROJECT TEAMS IN ORGANIZATION “X”." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 6 (May 28, 2021): 540–50. http://dx.doi.org/10.17770/sie2021vol6.6275.
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Nowadays, due to the fierce market competition, the volume, complexity and requirements of projects are increasing, resulting in intensive communication in project teams. Statistics show that one out of five projects is unsuccessful due to ineffective communication. The role of emotional intelligence in project management has been little studied, but it is believed that promoting emotional intelligence can improve internal communication within the project team. The aim of the research was to study the emotional intelligence and internal communication correlation of project managers and team members in organization “X” in order to develop proposals for the management of organization “X” for promoting emotional intelligence and improving internal communication. The emotional intelligence of project managers and team members was measured by using a survey of emotional and social intelligence competencies. Internal communication in project teams was assessed by using a survey based on aspects of effective internal communication within the project team. The results of the study showed that there is a statistically significant and strong correlation between emotional intelligence of project managers and team members and internal communication in project teams. “Self-management” and “social awareness” or the ability to adapt to other people were identified as the most important competencies of emotional intelligence which are required in order to improve internal communication.
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Wirkus, Marek. "Informal Projects Management with Volunteers Participation." Journal for the Advancement of Performance Information and Value 4, no. 1 (October 1, 2012): 97. http://dx.doi.org/10.37265/japiv.v4i1.101.
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The article briefly presents some experiences and results of research which has been conducted in order to identify key elements influencing the success of projects managed in informal way with volunteers’ participation. These experiences were collected during the realization of several “soft” projects. The general aims of these projects were sports competitions’ organisation, cultural events and charity projects for big groups of people. Within research of projectmanagement, the following issues were discussed: the project area of activity and function possible to make by volunteers, the rules of volunteers employment in project, factors describing key elements influencing the success of projects including: the trust as the base of informal projects management, wide-understand communication, cooperation and team work. Project risk, reporting and controls of project execution and the role and element of project culture as elements influenced on project success are also discussed.
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Böhringer, Martin, and Dirk Röhrborn. "Microblogging in Project Management." International Journal of Information Technology Project Management 5, no. 1 (January 2014): 24–32. http://dx.doi.org/10.4018/ijitpm.2014010103.
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Microblogging represents a significant change in enterprise communication, shifting from a push to a pull model where information consumers subscribe to relevant information sources. Especially scenarios with high degrees in information quantity and complexity may benefit from this approach. This is the case for project management, which can well be supported by microblogging tools. This paper introduces the technology's concept, motivates use cases and discusses two examples as well as available software tools.
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Walker, Derek H. T. "Global Project Management: Communication, Collaboration and Management Across Borders20092J. Binder.Global Project Management: Communication, Collaboration and Management Across Borders. Aldershot, UK: Gower Publishing Company 2007." International Journal of Managing Projects in Business 2, no. 1 (January 23, 2009): 160–63. http://dx.doi.org/10.1108/17538370910930590.
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Lubis, Zulkifli. "The Importance of Communication Management Improving the Performance of Construction Project Managers in Developing Countries." Journal of Southwest Jiaotong University 56, no. 3 (June 30, 2021): 473–84. http://dx.doi.org/10.35741/issn.0258-2724.56.3.40.
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The biggest threat that results in the project not being successful is failure to build a stakeholder project. Based on research on construction projects in developing countries, the lack of communication among workers due to cultural uniformity and the uniqueness of their respective regions can become work constraints that can affect implementation performance and productivity, namely, there is a 69.61% decrease in time performance. The main objective of this research is to analyze the role of communication management in improving the performance of construction project managers in developing countries, particularly the role of construction managers in implementing a construction project. This research uses a qualitative approach and a case study method. Sampling using purposive sampling. Forum Group Discussion to see how the opinions of construction project managers in Indonesia view the importance of communication management in the success of construction projects. The study results explain that the need for Public Relations Infrastructure management plays a role in ensuring various policies and communication to the public. This is a reflection of the effective function of public relations in the implementation of infrastructure development. In carrying out the construction, the construction project manager must pay attention to communication dynamics to support the success of infrastructure development projects. Contractors and other parties involved in infrastructure development must raise awareness of the essence of effective communication in fostering trust in the public concerned with infrastructure development.
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Manata, Brian, Vernon D. Miller, Sinem Mollaoglu, and Angelo J. Garcia. "Documenting the Interactive Effects of Project Manager and Team-Level Communication Behaviors in Integrated Project Delivery Teams." Project Management Journal 53, no. 1 (December 21, 2021): 33–48. http://dx.doi.org/10.1177/87569728211047296.
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This study examines the influence of project managers’ communication behaviors in integrated project delivery (IPD) projects. This study also considers the impact of team-level information sharing on team-level outcomes (i.e., goal alignment, decision quality, process commitment, and project quality). Results indicate that team information sharing was perceived as beneficial, but the effects of project manager communication behaviors were inconsistent. Interaction analyses indicated that project managers’ communication behaviors hindered team functioning if teams were already engaging in adequate levels of information sharing. This manuscript contributes to the project management corpus by explicating an integrative model whereby project manager and team-level information-sharing behaviors are modeled simultaneously.
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Ishii, Nobuaki, and Masaaki Muraki. "Communication-Centered Project Management for Requirements Definition Phase." Industrial Engineering and Management Systems 11, no. 1 (March 1, 2012): 39–47. http://dx.doi.org/10.7232/iems.2012.11.1.039.
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Koskinen, Kaj U. "Knowledge Management to Improve Project Communication and Implementation." Project Management Journal 35, no. 2 (June 2004): 13–19. http://dx.doi.org/10.1177/875697280403500203.
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Ahuja, Vanita, Jay Yang, and Ravi Shankar. "IT‐enhanced communication protocols for building project management." Engineering, Construction and Architectural Management 17, no. 2 (March 2, 2010): 159–79. http://dx.doi.org/10.1108/09699981011024678.
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Auinger, Andreas, Dietmar Nedbal, and Alexander Hochmeier. "An Enterprise 2.0 project management approach to facilitate participation, transparency, and communication." International Journal of Information Systems and Project Management 1, no. 2 (February 18, 2022): 43–60. http://dx.doi.org/10.12821/ijispm010203.
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The use of current interactive and collaborative Web 2.0 concepts and technologies has great potential for flexible, loosely-coupled integration and ad-hoc information exchange within and between organizations. However, stakeholders’ readiness, willingness and ability to participate need to be continuously factored in. The successful implementation of common strategies, systems and processes in the course of Enterprise 2.0 projects is crucial. To increase the probability of success and to enhance the intensity of cooperation and trust in such projects, the constructs of transparency, communication and participation need to be addressed through an integrated project methodology. To bridge the gap between existing scientific models and requirements for Enterprise 2.0 projects, this paper proposes and describes a project methodology to support the main objectives for Enterprise 2.0 implementations. Selected results from two pilot projects within Austrian companies are presented and matched with critical success factors, which are derived from the literature. These provide elaborative insights into key characteristics of certain Enterprise 2.0 tools and project management for Enterprise 2.0 projects.
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Perkins, David. "Conceptualizing defensive silence in project-manager-to-project-sponsor communication." Leadership & Organization Development Journal 35, no. 1 (February 25, 2014): 2–19. http://dx.doi.org/10.1108/lodj-05-2012-0027.
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Purpose – The purpose of this paper is to gain a greater understanding of fear-based information withholding in project-manager-to-project-sponsor (PM2PS) communication and to propose future research directions. Design/methodology/approach – The research consisted of a review of the literature related to the withholding of information in subordinate-to-superior communication and in PM2PS communication. Literature from project communication studies and literature from general communication theory was consulted. Findings – Using defensive silence theory as a conceptual framework, five research propositions specific to fear-based information withholding in PM2PS communication are offered. Research limitations/implications – The study findings are limited to PM2PS communication based upon fear. The study provides a foundation for further research in this area within the conceptual framework of defensive silence theory. Practical implications – The practical implication of this paper is that certain perceptions and behaviors of a project sponsor can be related to fear-based information withholding in PM2PS communication. Originality/value – The originality of this paper is that it extends defensive silence theory into the realm of PM2PS communication. The value of this paper is to provide a catalyst for subsequent empirical-based research in order gain greater insight into fear-based information withholding in PM2PS communication.
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Monteiro de Carvalho, Marly. "An investigation of the role of communication in IT projects." International Journal of Operations & Production Management 34, no. 1 (December 20, 2013): 36–64. http://dx.doi.org/10.1108/ijopm-11-2011-0439.
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Purpose – The purpose of this paper is to explore communication management in information technology (IT) projects and to identify barriers to communication, from both individual and organisational standpoints, and from distinctive stakeholders' points of view (project management office (PMO), project manager, IT and business personnel). Design/methodology/approach – A case-based research in a large IT service provider was conducted, mixing qualitative and quantitative data. A literature review shed light on different epistemological fields, and different aspects of communication in IT projects were analysed and different perspectives were brought together in a communication integrated framework (CIF). Several data collection methods were combined. Structured and unstructured interviews of 78 participants (PMO, IT and business personnel), PMO archival data, and survey-based research were performed in order to achieve triangulation. Findings – The contribution of the CIF to project communication management theory can be summarized as follows. First, the framework considers different perspectives, from the individual to the organisational, which affect communication during IT projects in the form of an integrated system approach. Second, the contingency perspective of different stakeholders are explored, particularly as regards the PMO, IT and business personnel. The case revealed an inconsistency: on the one hand, the importance of communication is exalted by all the analysed stakeholders, and on the other hand, the communication processes and practices proposed by the PMO and formalised in the company's project management (PM) methodology are neither followed nor prioritised by project managers. Research limitations/implications – This study was dependent on self-reported perceptions. It embraced IT projects, and new studies should be done for other types of projects. The focus is within a specific organisation and its characteristics conditioned the findings. Practical implications – CIF allows improving the assessment of the communication area in projects. An important managerial implication of this study is that the adoption of a standardised PM framework is not sufficient for the elimination of barriers to communication. The study suggests that firms should consider manners of developing the communication management process, as well as increasing the efficient use of performance report and communication tools to reduce detrimental conflict. Originality/value – The paper proposes a framework. CIF allows to considering different perspectives, from the individual to the organisational level that affect communication in IT projects.
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Hassandoust, Farkhondeh, and Antonio Díaz Andrade. "Project Tango: Building a team, laying ground rules and managing communications with stakeholders." Journal of Information Technology Teaching Cases 10, no. 2 (May 5, 2020): 93–101. http://dx.doi.org/10.1177/2043886920912759.
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Project management is a mix of both science and art. It is a science because project managers need to estimate and manage time and cost. It is an art because they should ensure that all team members are in sync, while stakeholders are efficiently projecting the point across without communication gaps. It has been long recognised that developing nontechnical (i.e. ‘soft’) skills of project managers and team members plays a critical role in the success of any project regardless of industry. Such skills reflect the leadership skills of project managers, which typically fall under the knowledge areas of project resource management, project communications management and project stakeholder management. Even though there are many strategies for improving soft skills in a project team, the challenges in implementing these strategies are not often discussed. Recognition of the significance of these aspects is not novel, yet most project management studies are focused on the technical (i.e. ‘hard’) skills of project management. This teaching case aims to bridge this gap by inviting students to reflect on how soft skills can make a difference throughout the project lifecycle. The case is about a mobile telecommunication network upgrade project in New Zealand. Despite being completed on time, on budget and at the agreed scope, the project was never implemented due to the acquisition of the client by a larger telecommunications company, which had other strategic priorities. The focus of the teaching case is on leadership skills and communication management in projects.
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Alasfour, Fatimah Soud, and Andri Mirzal. "Impact of Project Management on Project Success at Engineering Firms in Kuwait." International Journal of Project Management and Productivity Assessment 9, no. 2 (July 2021): 68–89. http://dx.doi.org/10.4018/ijpmpa.2021070104.
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The aim of the study is to assess the relationship between project management (PM) practices and project success (PS) criteria in engineering firms in Kuwait. As a first step, a comprehensive literature review followed by interviews with CEOs from 10 selected firms and consultations with three experts were conducted to design the research framework. As a result, a research model that consists of PM practices measured by six dimensions (leadership, IT, teamwork, planning, governance, and communication) and PS criteria measured by three dimensions (impact on customers, impact on project team, and business success) were instilled. Based on statistical analysis on the survey responses, it was found that communication and teamwork are the strongest predictors for PS criteria, and other PM dimensions were perceived to be less important. This result is encouraging and comforting as it shows that the team-oriented factors are perceived to be important in the success of projects and implies that having a cohesive team is crucial for managing successful projects.
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Koivumäki, Kaisu, and Clare Wilkinson. "Exploring the intersections: researchers and communication professionals' perspectives on the organizational role of science communication." Journal of Communication Management 24, no. 3 (May 7, 2020): 207–26. http://dx.doi.org/10.1108/jcom-05-2019-0072.
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PurposeThis paper reports on research exploring the intersections between researchers and communication professionals' perspectives on the objectives, funders and organizational influences on their science communication practices.Design/methodology/approachExamining one context, the inter-organizational BCDC Energy Research project based at five different research organizations in Finland, this paper presents data from semi-structured interviews with 17 researchers and 15 communication professionals.FindingsThe results suggest that performance-based funding policies that drive the proliferation of large-scale research projects can create challenges. In particular, a challenge arises in generating a shared sense of identity and purpose amongst researchers and communication professionals. This may have unintended negative impacts on the quality and cohesiveness of the science communication which occurs.Research limitations/implicationsThe study was exploratory in nature and focuses on one organizational and institutional environment. Further research with a wider number of projects, as well as funders, would be conducive to a greater understanding of the issues involved.Practical implicationsOn a practical level, this research suggests that the creation of clearer communications awareness and guidance may be helpful in some large-scale projects, particularly involving broad numbers of organizations, individual researchers and funders.Originality/valueThis is one of the first studies examining the perspectives of both researchers and communication professionals working over one project, drawing together a range of different institutional and disciplinary perspectives. The results highlight the importance of the influences of funding on science communication aims, assumptions, cultures and structures. The article articulates the need for further research in this area.