Journal articles: 'Project Communications Management'

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Sidawi, Bhzad. "Potential Use of Communications and Project Management Systems in Remote Construction Projects: The Case of Saudi Electric Company." Journal of Engineering, Project, and Production Management 2, no. 1 (2012): 14–22. http://dx.doi.org/10.32738/jeppm.201201.0003.

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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 (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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Levin, Ginger. "Book Review: The Project Management Communications Toolkit." Project Management Journal 36, no. 4 (2005): 79. http://dx.doi.org/10.1177/875697280503600410.

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Ponnappa-Brenner, Gitanjali. "Book Review: Effective Communications for Project Management." Project Management Journal 39, no. 3 (2008): 125. http://dx.doi.org/10.1002/pmj.20076.

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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 (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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Titov, S. A., and N. V. Titova. "ORGANIZATIONAL SUBCULTURAL DYNAMICS IN DIGITAL TRANSOFORMATION PROJECTS." Strategic decisions and risk management 11, no. 3 (2021): 294–303. http://dx.doi.org/10.17747/2618-947x-2020-3-294-303.

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The article aims to investigate the negative impact from organizational subcultural dynamics in digital transformation projects on number of conflicts and quality of communications and to elaborate proposals how to improve cross-subcultural communications within the projects. The methodology of the study includes participatory action research and case study. The network model of project culture helped to identify two cultural coalitions and their values. The model of the subcultural coalitions and their values helped to formulate the scope of communicational trainings and changed in the project communication system. The focus of the measures was on the preservation of the existing subcultures and on the improvement on the cross-subcultural communications. Comparing the number of conflicts within project before implementation of the measures based on the research and after it showed significant positive impact of these measures. The main findings show that in multidisciplinary and complex projects, such as digital transformation projects, subcultural dynamics can lead to formation of different coalition that do not share common values. This can be the source of the conflicts and low quality of communications. However, using the knowledge of coalitions’ structure and values the management of companies can enhance cross-subcultural interfaces without decreasing positive effect from subcultural diversity.

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Fjermestad, Jerry, and Nicholas C. Romano Jr. "Collaborative Project Management." International Journal of e-Collaboration 2, no. 4 (2006): 1–7. http://dx.doi.org/10.4018/jec.2006100105.

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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 (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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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 (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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Globerson, Shlomo, and Ofer Zwikael. "The Impact of the Project Manager on Project Management Planning Processes." Project Management Journal 33, no. 3 (2002): 58–64. http://dx.doi.org/10.1177/875697280203300308.

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If a project is to be successfully completed, both planning and execution must be properly implemented. Poor planning will not allow appropriate execution and control processes or achievement of the project's targets. The objective of the study reported in this paper is to evaluate the impact of the project manager on the quality of project planning processes within the nine knowledge areas defined by A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and to determine ways of increasing the effectiveness of the manager's intervention. Participants in the study evaluated their use of the 21 processes that relate to planning, out of the 39 processes required for proper project management. The results of the study reveal risk management and communications as the processes with the lowest planning quality. Poor quality in these areas results when project managers lack the formal tools and techniques for dealing with communications and the functional managers are not equipped with the tools and techniques that will allow them to effectively contribute to the risk management process. Improving quality planning processes requires the development of new tools in areas such as communications, as well as organizational training programs designed for the functional managers.

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Greenberger, Leonard S. "Effective Communications for Project Success." Remediation Journal 26, no. 2 (2016): 121–28. http://dx.doi.org/10.1002/rem.21463.

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�� and Lidiya Baranova. "Exploring the Influence of Project Management System on Success of Company�s Projects Implementation." Russian Journal of Project Management 5, no. 3 (2016): 19–29. http://dx.doi.org/10.12737/21288.

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The purpose of the paper is to research the influence of project management system on success of company�s projects implementation. The paper presents a review of the scientific literature on the approaches and methods in the IT project management. The components of IT project management system are presented along with the key projects success factors. There were identified and quantitatively analyzed the relationship between the project management system components and success factors of projects. According to the results of the research conducted, the change management system and the communications are the most critical factors influencing IT projects success.

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Subramaniam, Chitdrakantan, Syuhaida Ismail, Serdar Durdyev, Wan Nurul Mardiah Wan Mohd Rani, Nur Fatin Syazwani Abu Bakar, and Audrius Banaitis. "Overcoming the Project Communications Management Breakdown amongst Foreign Workers during the COVID-19 Pandemic in Biophilia Inveigled Construction Projects in Malaysia." Energies 14, no. 16 (2021): 4790. http://dx.doi.org/10.3390/en14164790.

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The property sector is revitalised to incorporate sustainability, specifically the biophilic design, to encourage human interaction with nature. Thus, there is an urgent need to communicate the biophilic design elements amongst stakeholders, especially the foreign workers, to ensure the project meets the requirement. However, standard project communications management is no longer practical, as the construction industry worldwide has been severely impacted by the Coronavirus Disease 2019 (COVID-19) pandemic. Hence, this paper evaluates the biophilic design elements to be communicated and examines the project communications management breakdown relating to the biophilic design elements in the Malaysian construction industry during the COVID-19 pandemic. Through a systematic literature review (SLR), focus group discussion (FGD) and questionnaire survey on 147 foreign workers, this paper found that from 33 biophilic design element items, only 1 item is categorised as highly critical, whereas another 20 items are categorised as critical. In addition, 43 potential communications management breakdown items from a total of 66 items fall under the critical category. The finding suggests that communication breakdown is caused by the language barrier amongst foreign workers from different ethnicities as well as between foreign workers and the supervisors, since face to face communication is limited during the pandemic.

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Frenette, Jean. "Successful Project Management Reviews." EDPACS 29, no. 9 (2002): 1–8. http://dx.doi.org/10.1201/1079/43281.29.9.20020304/35212.1.

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Zaman, Umer, Shahid Nawaz, and Raja Danish Nadeem. "Navigating Innovation Success through Projects. Role of CEO Transformational Leadership, Project Management Best Practices, and Project Management Technology Quotient." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 4 (2020): 168. http://dx.doi.org/10.3390/joitmc6040168.

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In an advancing project-based global economy, the ability to leverage innovation, and the adoption of disruptive technologies are critical for product and process innovation success. This study makes the initial attempt to examine the effects of CEO transformational leadership (CTL), project management best practices (PMBP), and project management technology quotient (PMTQ) on multi-dimensional innovation success. Drawing on data of 261 practitioners in the information and communications technology industry in South Korea, the hypothesized relationships were tested using higher-order partial least squares structural equation modeling (PLS-SEM). The study finds supportive evidence on the positive effects of CTL, PMBP, and PMTQ on innovation success. Moreover, PMBP and PMTQ demonstrated a significant moderating influence on the relationship between CTL and innovation success. Besides the development and validation of a new PMTQ scale, the study findings offer novel theoretical predictions, methodological contributions, and implications for practitioners to mitigate the challenges of successful innovations.

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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 (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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Nicholas, S. "Review: Effective Project Management." Computer Bulletin 38, no. 4 (1996): 28. http://dx.doi.org/10.1093/combul/38.4.28-a.

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Bathallath, Sameer, Åsa Smedberg, and Harald Kjellin. "Impediments to Effective Management of Project Interdependencies." Journal of Electronic Commerce in Organizations 15, no. 2 (2017): 16–30. http://dx.doi.org/10.4018/jeco.2017040102.

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Interdependencies between projects have come to play a more active role in the decision on IT/IS portfolios and their constituent projects. However, managing these interdependencies can be a complex task, especially when the number and degree of interdependencies among projects are high. In times of uncertainty, unexpected challenges can seriously disrupt projects and, consequently, their interdependencies. This may threaten the project portfolio from achieving its final goal. The study aims to investigate the difficulties associated with managing project interdependence along the development cycle of the project portfolio. The study was conducted using a qualitative approach and semi-structured interviews with managers from four leading organizations in Saudi Arabia. The findings reveal three main categories of factors that increased the difficulty of managing project interdependencies in large IT/IS project portfolios: insufficient understanding of human responsibilities in the whole portfolio, unpredictability of the environment, and technology barriers and constraints.

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Loss, Leandro. "Concept Maps as a Tool for Supporting Knowledge Management in Collaborative Research Projects." Journal of Information & Knowledge Management 08, no. 03 (2009): 201–11. http://dx.doi.org/10.1142/s0219649209002336.

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The successful writing and management of collaborative research projects requires a common understanding of the project's objectives by all partners involved. It also requires a clear vision of the project inputs and outputs. This paper presents two case-studies where concept maps were used as a knowledge management tool in order to support both project life-cycle management and project proposal writing. Concept maps were drawn in both cases in order to describe the main activities executed in the project work packages (WPs) and to show how the WPs were linked to each other.

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Pyra, Jim, and John Trask. "Risk Management Post Analysis: Gauging the Success of a Simple Strategy in a Complex Project." Project Management Journal 33, no. 2 (2002): 41–48. http://dx.doi.org/10.1177/875697280203300206.

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The authors implemented a simple risk management system within a communications management system (CMS)—a large software development and system integration project. This case study reviews results regarding the use of the system in terms of the evolution of the priority of several risks tracked over the life of the project. The case study also draws conclusions about risk categories common to other high-technology projects. The system's efficacy for risk management within the project, its potential for reuse in similar projects, and its scalability to projects of different sizes and scopes also are reviewed.

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Greenberg, Sallie, Lori Gauvreau, Ken Hnottavange-Telleen, Robert Finley, and Scott Marsteller. "Meeting CCS communication challenges head-on: Integrating communications, planning, risk assessment, and project management." Energy Procedia 4 (2011): 6188–93. http://dx.doi.org/10.1016/j.egypro.2011.02.630.

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Alhawari, Samer. "Relationship among Project Management Processes and Knowledge Repository for Project Success." International Journal of Enterprise Information Systems 12, no. 4 (2016): 16–30. http://dx.doi.org/10.4018/ijeis.2016100102.

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Knowledge repository is becoming a key factor within organizations as it can maximize the probability and impact of Information and Communications Technology (ICT) project success. Therefore, project management (PM) processes and knowledge repository are widely used in ICT projects to improve the degree of project success. The purpose of this paper is to suggest a model that defines how the combination of PM processes and knowledge repository would successfully support project success. This paper adapts the quantitative research approach by using the survey strategy which is conducted through questionnaires collected from 320 people working in ICT companies in Jordan. The researchers utilized the Smart Partial Least Square (PLS) as an analysis technique to test all hypotheses. The findings suggest that there is a positive effect of adapting the PM processes in improving the project success mediation by the knowledge repository.

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Kitchenham, Barbara. "Microprocessor software project management." Microprocessors and Microsystems 10, no. 8 (1986): 454. http://dx.doi.org/10.1016/0141-9331(86)90252-8.

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Tulembayev, Alizhan, Shynara Jumadilova, Aliya Adilova, and Dina Seidaliyeva. "Introducing project management system into enterprises of defense industry in Kazakhstan." Problems and Perspectives in Management 17, no. 2 (2019): 527–40. http://dx.doi.org/10.21511/ppm.17(2).2019.41.

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Currently, active work is underway to introduce a project-based approach to the management of new product production processes. However, even if the need to implement project management is undeniable, the question arises of the pitfalls in implementing these innovations into the defense enterprises. Based on this, this work aims to determine organizational problems of implementing project management system into an enterprise of the defense industry. The following methods were used to collect data: in-depth interviews with employees of the company, taking a direct and key part in the PM processes; study of internal regulatory and other documentation on the research object; conducting a survey of employees. The research revealed the use of project management tools that are developed mostly in procurement management. The main problems of project management implementation are in scheduling, communications and integration management. The weaknesses in terms of the support provided for the implementation of projects by the enterprise include such areas as the availability of standard project management software and the organization of permanent trainings on project management. Based on the problems revealed, some recommendations are made for implementation of project management system in the enterprise of the defense industry.

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Ishaque, Mashood, Abbas K. Zaidi, and Alexander H. Levis. "Project management using point graphs." Systems Engineering 12, no. 1 (2009): 36–54. http://dx.doi.org/10.1002/sys.20107.

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Gómez Suárez, María Daniela. "Gestión del conocimiento y gerencia de proyectos en la investigación universitaria: Caso de estudio en el departamento tecnología de servicios de la Universidad Simón Bolívar de Venezuela." Revista Espacio I+D Innovación más Desarrollo IX, no. 24 (2012): 25–50. http://dx.doi.org/10.31644/imasd.24.2020.a02.

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With the projects realized in any organization and the processes to carry them out, that consider the management of the integration, scope, time, cost, quality, human resources, communications, risk, procurement and stakeholder, it is possible to generate new organizational knowledge and take advantage of that already exists. In the particular case of universities, where different kinds of projects are constantly realized, with results that extend beyond these institutions in a way that impacts society in general, using appropriate tools and methodologies for project management is essential as it contributes to maintaining the necessary scientific rigor, even more so when the linked processes can be considered as fundamental factors for knowledge management in the dimensions of: people, processes, content and information and communication technologies. Thus and so, a descriptive research was realized with a non-experimental design, that had as general objective to determine the knowledge management carried out by the professors of the Technology of Services Department of the Simon Bolivar University Litoral Campus, of the State of La Guaira in Venezuela, for which the processes and areas of knowledge were considered for the management of the research projects done it, and it was diagnosed through a self-evaluation how professors managed their projects to then relate the information obtained to the factors that promote knowledge management.KeywordsKnowledge management, project management, processes, knowledge areas, university projects.

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Alhasanat, Esra'a, Mohammed Alawadi, and Mustafa Hammad. "Dynamic Virtual Teams in Project Management." International Journal of u- and e-Service, Science and Technology 8, no. 7 (2015): 251–58. http://dx.doi.org/10.14257/ijunesst.2015.8.7.25.

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Stumpf, Marcus, Manfred Brandstätter, and Jana Borghoff. "Sustainable Project Management and the Role of Integrated Communications (IC)." European Project Management Journal 9, no. 1 (2019): 10–20. http://dx.doi.org/10.18485/epmj.2019.9.1.2.

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Buggins, P. "Review: The Project Management Paradigm." Computer Bulletin 40, no. 6 (1998): 30–31. http://dx.doi.org/10.1093/combul/40.6.30-b.

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Anderson, Mary Ann, Lelia B. Helms, and Norma R. Kelly. "Realigning the Communication Paradigm in Nursing Case Management." Care Management Journals 5, no. 2 (2004): 67–72. http://dx.doi.org/10.1891/cmaj.5.2.67.66285.

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Communication underlies all of case management (CM), and better comprehension of the processes of communication within the context of the CM role may facilitate positive patient and organizational outcomes, and assist providers and policy makers in designing effective CM systems. Thus, the purpose of this qualitative, pilot project was to explore dimensions of communication of the nurse case manager role within a hospital setting. The results describe a “hub and spoke” model of communications and suggest the utility of this familiar model for understanding the communication dynamics for those who work as nursing case managers in hospital settings. Findings suggest that nurse case managers are at various times both advocates and mediators—communications roles that may encompass somewhat contradictory demands and perspectives.

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Bushuyev, Sergey, and Maksym Shkuro. "DEVELOPMENT OF PROACTIVE METHOD OF COMMUNICATIONS FOR PROJECTS OF ENSURING THE ENERGY EFFICIENCY OF MUNICIPAL INFRASTRUCTURE." EUREKA: Physics and Engineering 1 (January 31, 2019): 3–12. http://dx.doi.org/10.21303/2461-4262.2019.00826.

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The analysis of scientific and practical approaches concerning the identification and classification of stakeholders, the definition of centers of influence on projects were carried out. It has been shown that there is insufficient attention paid to the aspects of proactive interaction with the stakeholders in the project management, the specificity of the projects for the ensuring of municipal energy efficiency is not taken into account. This article proposes to introduce the concept of the proactivity basis, identify the role of stakeholders of the municipal energy efficiency projects and the strength of their influence on the adoption of management decisions. The model of stakeholders of such projects is suggested taking into account the proactive influence on them. The model identifies stakeholders, their roles in municipal energy efficiency projects, and proposes appropriate proactive basis. The principles of proactive communication of the project of ensuring the municipal energy efficiency projects with stakeholders are formulated: the principle of common values, the principle of priority, the principle of continuous monitoring, the principle of feedback effectiveness, and the principle of strategic partnership. The method of proactive communication of the project management system is also developed, which will allow for proactive management of projects to ensure municipal energy efficiency.

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Yu, Liguo. "Overcoming the Scheduling Barriers in Software Project." International Journal of Applied Management Sciences and Engineering 4, no. 1 (2017): 16–24. http://dx.doi.org/10.4018/ijamse.2017010102.

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Scheduling is an important management activity in software projects. The relationship between nominal development time and development effort has been characterized as a power-law function where development time is dependent on development effort. Studies performed in 1980s determined that there is a scheduling barrier for any software project given the amount of effort to complete the project. Specifically, the studies found out that it is extremely difficult to reduce the development time lowering than a threshold calculated based on the nominal development time. Scheduling barriers are largely due to the complexity of interactions and communications among developers. Thirty years later, this paper examines six software projects in order to understand the relationship between development time and development effort in the 21st century. The author's study suggests that in modern software development, scheduling barriers could be broken through improving the efficiencies of communications, collaborations, and project management.

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Müller, Ralf. "Determinants for external communications of IT project managers." International Journal of Project Management 21, no. 5 (2003): 345–54. http://dx.doi.org/10.1016/s0263-7863(02)00053-4.

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Ghaleb, Hassan, and Abdul Aziz Abdullah. "A Conceptual Framework for Impact of Project Complexity on Success of Railway Construction Projects: The Moderating Role of Effective Communications to All Stakeholders." Journal of Management Theory and Practice (JMTP) 2, no. 1 (2021): 62–69. http://dx.doi.org/10.37231/jmtp.2021.2.1.85.

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The aim of this study is proposing a framework for the roll of effective communications to all stakeholders in moderating project complexity to improve project success. This paper deeply reviewed the studies published in project complexity and it is effect on success of construction project. This research reveals that effect communications as the most important factor can play a significant role in influencing the relationship between complexity and project success. It was confirmed from previous studies that the negative impact of project complexity on success of construction project is conclusive. Complexity dimensions identified by the Project Management Institute (PMI) into three groups are: human behaviour, ambiguity, and system behaviour. Many empirical studies proved there is a positive and significant relationship between project complexity and project success. Thus, there is a need for a moderating variable to enhance the success of complex construction projects. In this study the main contribution is bridging this gap of knowledge by empirical examining the relations between complexity of construction projects and project success with the interaction of effective communications to all stakeholders as a moderator. This study will enhance development of construction projects in Malaysia and assist scholars and practitioners to achieve maximum project success.

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Cai, Hua Long, Bing Gu, and Zhi Yu Wu. "Planning of Network Communication System of Yalong River Basin Hydropower Development Co., LTD." Applied Mechanics and Materials 568-570 (June 2014): 1394–98. http://dx.doi.org/10.4028/www.scientific.net/amm.568-570.1394.

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The planning of network communications of Yalong river basin hydropower development company aims to adapt to the company's strategy and making decision, meet the requirements of project construction, electric power production and administrative management. Based on the principle of advanced nature, economy, reliability, security, scalability, and standardization, the concept of basin area and framework of network communication are put forward on the regional development and project category of Yalong River Company . The content of communication planning is to solve the network communication problems of the company headquarters, between the company headquarters and secondary units focus on office, between corporate headquarters and production, between basin area and each power plant under construction projects.

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Cabeças, António, and Mário Marques da Silva. "Project Management in the Fourth Industrial Revolution." TECHNO REVIEW. International Technology, Science and Society Review 9, no. 2 (2021): 79–96. http://dx.doi.org/10.37467/gka-revtechno.v9.2804.

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The Fourth Industrial Revolution (also referred to as Industry 4.0) is driven by a massive utilization of new technologies, such as robots, artificial intelligence, Internet of Things (IoT), Big Data, Quantum Computing and Quantum Communications, replacing humans by machines in certain tasks or the development of new or more efficient tasks. The Fourth Industrial Revolution is originating huge modifications in society and organizations. Human adaptation to the new paradigm is required, as it will have a high impact on jobs and on the required skills.

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Gonzales, Michael. "Fear and Loathing in Project Management." EDPACS 29, no. 8 (2002): 19. http://dx.doi.org/10.1201/1079/43280.29.8.20020304/35210.3.

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Ismayilova, Aydan, and Gilbert Silvius. "Cradle-to-Cradle in Project Management." International Journal of Circular Economy and Waste Management 1, no. 1 (2021): 1–27. http://dx.doi.org/10.4018/ijcewm.20210101.oa1.

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One of the most-recognized circular economy frameworks is the Cradle-to-Cradle design philosophy. However, integrating circularity in business practices impacts all organizational activities and not just the design of products and services. One of the business processes that needs to integrate sustainability is project management. The study reported in this article explores the integration of the Cradle-to-Cradle philosophy into project management practices. Based on a single in-depth case study, the integration of Cradle-to-Cradle into the knowledge areas of project management within a company that is widely recognized and praised for its commitment to sustainability and its compliance with Cradle-to-Cradle, was explored. The study revealed as most impacted knowledge areas: resource, integration, quality, communications, and stakeholder management. By identifying these areas, the study contributes to the emerging body of knowledge on sustainable project management and provides a better understanding of practical implications for companies striving to become sustainable.

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Sarantis, Demetrios, Yannis Charalabidis, and Dimitris Askounis. "A Goal-Driven Management Approach based on Knowledge Exploitation for e-Government Projects." International Journal of Electronic Government Research 6, no. 3 (2010): 14–30. http://dx.doi.org/10.4018/jegr.2010070102.

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The implementation of electronic Government projects in public sector organisations is a challenging task, due to technical, organisational and cultural specificities of the domain. Research shows that such IT projects have higher failure rates than similar approaches in the private sector, also indicating the lack of a method to transfer knowledge and apply best management practices in an effective way. The proposed management approach aims to recognise structure and reuse past successful attempts, in ways that support the overall viability of an e-Government project. After stating the fundamental principles of project management that apply to public sector IT projects, the authors present a conceptual model for e-Government project management, including entities such as dimensions, goals, activities, deliverables and roles that can be structured and adapted to cover all types of relevant projects in an out-of-the-box approach. This knowledge base of predefined project components can then be populated and utilised in making more informed decisions for effective project management of e-Government initiatives. This way, the proposed method supports public officials and practitioners in learning from past experience projects and in designing and running e-Government projects in a more systematic manner, thus, significantly increasing the likelihood of project success.

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Zhang, Jie, Xin Guo, and Ying Xu. "Application of Wireless Communication Technology in Construction Project Information Management." Wireless Communications and Mobile Computing 2021 (August 28, 2021): 1–7. http://dx.doi.org/10.1155/2021/8174600.

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With the replacement of the times, the electronic information technology of all countries in the world has developed rapidly, and 4G mobile communication technology has also obtained the opportunity of development, which has improved the transmission speed of 5G mobile communication technology, which has been widely used in intelligent information management of construction engineering. Under this background, this paper selects the research methods of theory guiding practice and practice updating theory to guide the application of information technology. Based on the actual engineering cases, this paper discusses the scientific process of information management construction of construction projects from the perspective of BIM Technology by taking the specific construction details as the starting point. Firstly, this paper systematically introduces the key technologies of BIM and the related concepts and basic contents of construction project management informatization, expounds and analyzes the three construction modes that should be followed by construction project collaborative management informatization, and puts forward the key and main contents of standardization construction. Then, taking New York freedom building as an engineering case, this paper analyzes the application of building information modeling (BIM) in the architectural design of New York freedom building. Relevant research can provide theoretical and practical references for realizing and ensuring the combination of project management and information technology.

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Cameron, Julie. "Governance structure, mechanisms and methods for managing collaborative eBusiness projects." Journal on Chain and Network Science 6, no. 2 (2006): 155–74. http://dx.doi.org/10.3920/jcns2006.x072.

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Increasingly ebusiness projects are undertaken by collaborations. Many collaborative ebusiness projects fail to achieve their stated objectives due partly to inadequate project management. Additional management functions result from the lack of central authority and the characteristics of the three levels involved in these projects: the participating organizations that voluntarily collaborate (a form of virtual organization) to achieve agreed ebusiness objectives; the project teams (normally operating as "virtual" teams); and representatives from participating organizations. Because management functions change during the three stages of the "Collaborative Project Management Lifecycle"©®, it is proposed that the governance structure, mechanisms and methods adopted also need to change to effectively coordinate participating organizations and manage project activities. This proposal is evaluated using case studies of five Australian ebusiness collaborative projects. The paper contributes to practice by comparing various governance structures, mechanisms and methods and discussing the implications from a management perspective. The results are used to suggest governance structures, mechanisms and methods appropriate to key attributes of collaborative ebusiness projects. The paper synthesizes and builds on existing research related to collaborations, project management, virtual organizations and virtual teams, and then applies these findings to a real world environment.

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Schwaig, Kathy Stewart, Stephen H. Gillam, and Elke Leeds. "Project Management Issues in IT Offshore Outsourcing." International Journal of e-Collaboration 2, no. 4 (2006): 53–73. http://dx.doi.org/10.4018/jec.2006100104.

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Doughty, Ken. "Auditing Project Management of Information Systems Development." EDPACS 23, no. 7 (1996): 1–14. http://dx.doi.org/10.1080/07366989609451696.

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Pennock, Michael J., and Yacov Y. Haimes. "Principles and guidelines for project risk management." Systems Engineering 5, no. 2 (2002): 89–108. http://dx.doi.org/10.1002/sys.10009.

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PEREIRA, ANDRÉ MARQUES, RAFAEL QUEIROZ GONÇALVES, CHRISTIANE GRESSE VON WANGENHEIM, and LUIGI BUGLIONE. "COMPARISON OF OPEN SOURCE TOOLS FOR PROJECT MANAGEMENT." International Journal of Software Engineering and Knowledge Engineering 23, no. 02 (2013): 189–209. http://dx.doi.org/10.1142/s0218194013500046.

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Software projects often fail, because they are not adequately managed. The establishment of effective and efficient project management practices still remains a key challenge to software organizations. Striving to address these needs, "best practice" models, such as, the Capability Maturity Model Integration (CMMI) or the Project Management Body of Knowledge (PMBOK), are being developed to assist organizations in improving project management. Although not required, software tools can help implement the project management process in practice. In order to provide comprehensive, low-cost tool support for project management, specifically, for small and medium enterprises (SMEs), in this paper we compare the most popular free/open-source web-based project management tools with respect to their compliance to PMBOK and CMMI for Development (CMMI-DEV). The results of this research can be used by organizations to make decisions on tool adoptions as well as a basis for evolving software tools in alignment with best practices models.

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Hennessy, Pippa, Thomas Kreifelts, and Ute Ehrlich. "Distributed work management: activity coordination within the EuroCoOp project." Computer Communications 15, no. 8 (1992): 477–88. http://dx.doi.org/10.1016/0140-3664(92)90027-c.

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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 (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.

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Takahashi, T., and T. Kiuchi. "High Speed Digital Circuits for Medical Communication; the MINCS-UH Project." Methods of Information in Medicine 39, no. 04/05 (2000): 353–55. http://dx.doi.org/10.1055/s-0038-1634447.

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Abstract:In Japan, a high speed, bidirectional digital satellite communication system called Medical Information Network by Communications Satellite for University Hospitals is currently available in 30 national universities, and many programs, including clinical conferences, lectures and tutorials, have been broadcasted. Its characteristics are: (1) a state-of-the-art digital high-definition television system, (2) excellent security protection using digital encryption (3) bidirectional communications using two satellite circuits simultaneously, and (4) easy operability. High-quality motion images, and security protection mechanisms are essential for use in clinical medicine.

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ZANORA, Volodymyr. "STRATEGIC MANAGEMENT OF INNOVATIVE ENTERPRISE DEVELOPMENT PROJECTS: METHODOLOGICAL PROVISIONS." "EСONOMY. FINANСES. MANAGEMENT: Topical issues of science and practical activity", no. 1 (55) (May 27, 2021): 72–85. http://dx.doi.org/10.37128/2411-4413-2021-1-5.

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The paper is devoted to the issues of innovative projects strategic management for the enterprises development, which is due to the acceleration of changes affecting the implementation of enterprises economic activities. Conducted a study of theoretical, methodological and applied aspects of enterprise development strategic management to determine the possibilities of improvement and development in modern conditions of the economic activities implementation. The necessity, importance and expediency of the strategic management formation in the enterprise management system are indicated and substantiated. The most common, basic strategies for enterprise development are considered, including strategies for concentrated growth, integrated growth, diversified growth, and reduction. The stages of enterprise development strategic management are determined, among which one of the main is the stage of strategic analysis. The specifics of the enterprises economic activities have been clarified, including the spread of project management methodology, changes caused by Industry 4.0, the COVID-19 pandemic, climate transformations, and others. A conceptual diagram of the «Star» project management model has been formed, which indicates the areas of knowledge in project management, including integration management, risk management, communications management, stakeholder management and others. The model also assumes taking into account both traditional restrictions in the project implementation, namely, compliance with the requirements for quality, project cost and time of its implementation, and new ones, including ensuring profitability, environmental friendliness and social significance. The conceptual scheme provides for further improvement of the project management model by the possibility of expanding the range of components through the addition of new elements. The use of the conceptual scheme of the project management model as a basis for the methodological foundations development for the strategic management of innovative enterprise development projects is proposed. Changes in the strategic management concept of enterprise development are considered. The general project management concept as a basic for strategic management of enterprise development is defined.

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Bhalerao, Prof Chaitali. "IOT Based Smart City Management." International Journal for Research in Applied Science and Engineering Technology 9, no. VI (2021): 1013–16. http://dx.doi.org/10.22214/ijraset.2021.35175.

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In the present field technologies like automation, power consumption, and cost-effectiveness should be mainly considered. To reduce manpower with the help of intelligent systems automation was intended. The utilization of inexhaustible wellsprings of energy is significant in light of the fact that wellsprings of energy are restricted though energy utilization has increments. By utilizing the renewable power, it can encourage the high power demand. The main aim of this project is to describe a method of modifying the street light and smart irrigation system controller. The massive deployment of the internet of things is allowing Smart city projects and initiatives all over the world. The IoT is a modular approach to merge various sensors with all ICT solutions. With over 50 billion objects will be connected and deployed in smart cities operation is the IoT communications. IoT is designed to support the Smart city concept, which aims at utilizing the most advanced communication technologies to promote services administration of the city and the citizens. Blynk android app is used to display the sensor readings.

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Journal articles on the topic 'Project Communications Management'

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