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Journal articles on the topic 'Project Communications Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 26 July 2025

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1

KT, Schuck, Kieling AC, and Barros MVA. "COMMUNICATIONS MANAGEMENT OF PROJECTS." REVIEW OF RESEARCH 5, no. 2/November 2015 (2015): 1–8. https://doi.org/10.5281/zenodo.7051634.

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In the contemporary organizational setting managing communications in projects Iacquired starring role in assisting the Project Manager in planning, management and control of communication. This article will present the procedures suggested by the PMBOK/PMI for the development of the communications management plan the project, which supports the project manager as its willingness to formally document the necessary information to stakeholders and provides them properl y, the stakeholder register and array of communi cations. It is con cluded that if well planned, managed and controlled com muni

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2

Andrii, Khrutba, Morozov Victor, Khrutba Yuliia, Tkachenko Valentyna, and Lysak Roksolana. "Implementation of communication and interaction management in distributed environmental projects." Technology Audit and Production Reserves 6, no. 2(62) (2021): 53–57. https://doi.org/10.15587/2706-5448.2021.245853.

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<em>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 manag

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Buchynska, Tetiana, and Andrii Homotiuk. "BUSINESS COMMUNICATIONS IN PROJECT MANAGEMENT OF INTERNATIONAL COMPANIES." INNOVATIVE ECONOMY, no. 3 (2023): 134–38. http://dx.doi.org/10.37332/2309-1533.2023.3.18.

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Purpose. The aim of this study is to investigate the impact of business communications on project management in international companies. The study aims to identify the main dependencies and provide recommendations for their effective application in company activities. Methodology of research. The study employed various scientific methods, including the analytical method for literature review, the classification method to differentiate the main components of business communication's impact on project management, the description method for detailed explanation, the monographic method to study li

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Manuputty, Nixon Augustinus, and Afrizal Nursin. "The Effect of Project Communications Management on Project Time Performance." Applied Research on Civil Engineering and Environment (ARCEE) 4, no. 01 (2023): 9–21. http://dx.doi.org/10.32722/arcee.v4i01.4798.

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The construction industry plays a significant role in the country, while project delays cause various problems. Regarding that, communication is very influential on the project performance, especially time performance. This study aims to identify the factors that affect project communications, identify the effect of project communications management on project time performance, and analyze project communications management strategies for improving time performance. The calculation of the Relative Importance Index was carried out to determine the factors that affect project communications. Mean

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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 invol

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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 collectio

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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) (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 managemen

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8

Lytvynenko, Dmytro, and Olga Malyeyeva. "RISK MANAGEMENT IN PROJECTS OF RESTORATION THE REGIONAL TRANSPORT STRUCTURE ON THE BASIS OF PARTICIPANTS' COMMUNICATION." Innovative Technologies and Scientific Solutions for Industries, no. 2 (20) (June 30, 2022): 44–51. http://dx.doi.org/10.30837/itssi.2022.20.044.

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The subject of the article is the processes of risk management and project communications. The components of the content of transport infrastructure rehabilitation projects, including communications between stakeholders, are considered. The aim of the work is to develop a method for assessing and managing the risks in transport infrastructure rehabilitation projects, taking into account the communication processes of the participants. The following tasks are solved in the article: systematization of risks in transport infrastructure rehabilitation projects in the form of relations between the

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Rovenska, Viktoriia, Iryna Smyrnova, and Olena Latysheva. "Communications and conflict management in operational and IT projects." REPORTER OF THE PRIAZOVSKYI STATE TECHNICAL UNIVERSITY Section: Economic sciences, no. 1(38) (May 25, 2023): 12–20. http://dx.doi.org/10.31498/2225-6725.1(38).2023.280727.

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The article explores the essence of operational and IT projects and establishes the role of communication and conflict management for their successful implementation. The article identifies that risk, communication, and conflict management are important aspects of the successful implementation of operational and IT projects. The article indicates that conflicts can arise between participants in any project for various reasons, such as differences in views on the performance of work, misallocation of resources, unclear responsibilities, etc. The article proves that in cases of conflict situatio

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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 (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 projec

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Dini, Yuli Indah Fajar, Dedy Cahyono, Diva Maharani, Micheal Hui, and Selina Selina. "Analysis of the June Bag Project Into Quality Goods." Jurnal Ilmu Manajemen Profitability 8, no. 1 (2024): 110–22. https://doi.org/10.26618/profitability.v8i1.14042.

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Abstract:TasGon, short for Jute Bag, is an innovation that transforms jute waste into useful, environmentally friendly and high quality items. In this project, jute waste is collected, processed into jute fiber, and made into bags which have multiple benefits for the environment and society. The project management process includes project integration, scope management, time management, cost management, quality management, human resource management, communications management, risk management, and procurement management. Various project management tools and techniques are used, such as network p

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MEDEIROS, Onilio Firmino de, Renato PENHA, Flavio Santino BIZARRIAS, Luciano Ferreira da SILVA, and Claudia Terezinha KNIESS. "THE MODERATING EFFECT OF VIRTUALITY ON THE RELATIONSHIP BETWEEN COMMUNICATION AND SUCCESS IN PROJECTS." Boletim de Conjuntura (BOCA) 17, no. 51 (2024): 523–49. https://doi.org/10.5281/zenodo.10963243.

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There is a growing demand for local teams to work with virtual teams due to the improvement of the computerized environment of companies and the search for greater efficiency in projects. Verbal communication is considered an essential skill for the success of project managers in organizational environments. Virtuality brings greater complexity to project team management and adds measurable factors to compare virtual teams and on-premises teams. The aim of this study was to evaluate the relationship between communication and success in projects, moderated by virtuality in local and virtual tea

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Frangakis Cano, Yaiseth. "Project management: hybrid approach for construction projects." MOJ Biology and Medicine 9, no. 2 (2024): 42–51. http://dx.doi.org/10.15406/mojbm.2024.09.00216.

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This research aims to innovate in project management by demonstrating the benefits of implementing the Hybrid Project Management Methodology in construction projects. The construction industry operates in complex environments with high levels of change, making it essential to adapt management approaches accordingly. This study reveals that integrating Agile with Traditional Project Management Methodology enhances project execution by fostering flexibility, adaptation, continuous value delivery, motivation, effective Methods communications, and constant feedback throughout the project life cycl

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Hertek, Belekmaa A. o., and Sergei A. Filin. "DEVELOPMENT OF A MODEL OF A MANAGEMENT SYSTEM FOR INNOVATION PROJECTS IN THE ACTIVITIES OF ENTERPRISES IN THE INFOCOMMUNICATION INDUSTRY." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 11/1, no. 140 (2023): 44–51. http://dx.doi.org/10.36871/ek.up.p.r.2023.11.01.006.

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The purpose of the article is to develop, based on the definition of the main theoretical and methodological aspects of the algorithm of the project management system in the innovative activities of commercial organizations operating in the field of information communications and to propose promising development opportunities in the practice of information communication enterprises. The object of scientific work is the Russian infocommunication enterprises of the Russian economy; the subject is the process of developing an algorithm for managing innovative projects in the project management sy

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Aziz, Zainab. "The influence of communication on project success." Communicare: Journal for Communication Sciences in Southern Africa 40, no. 2 (2022): 101–28. http://dx.doi.org/10.36615/jcssa.v40i2.1313.

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In any successful project, communication plays a significant role and forms the basis to ensure effective project results. Only a few studies in South Africa have considered the influence of communication on the perceived success of a project. Thus, this research investigates the influence and explores the role of communication in project management success within the case example of Gauteng’s SANRAL e-toll project in South Africa. This study highlights some of the areas in the project communications processes. The practical importance of the study shows that communication is the key to effect

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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 c

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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 commun

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18

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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19

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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20

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 projec

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21

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 ar

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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 (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 m

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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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YAROSHENKO, Ihor, and Lyudmyla AVEDYAN. "DIRECTIONS OF IMPROVING THE PERFORMANCE OF THE PROJECT TEAM MANAGEMENT IN OTG." Herald of Khmelnytskyi National University. Economic sciences 320, no. 4 (2023): 434–39. http://dx.doi.org/10.31891/2307-5740-2023-320-4-65.

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The article considers the stages of creating a project team in the OTG (formation, period of activation of participants, period of normal functioning, reorganization, disbandment). In this article, the emphasis is on the first stage of this process, which consists of three substages (diagnostic, training, support). The work also describes the goals of creating project teams (changing the set of goals or priorities; analysis and distribution of the way of work; analysis of norms, the way of decision-making, communications; determining the relationships between people who perform the work), as w

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YAROVENKO, Tetiana, Ilona SEMENCHA, Nataliia KURIACHA, and Liudmyla HORDIEIEVA-HERASYMOVA. "Peculiarities of making business decisions on project management in trading: project analysis, business communications and business ethics." Economics. Finances. Law 5/2025, no. - (2025): 64–66. https://doi.org/10.37634/efp.2025.5.13.

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Introduction. Project management is one of the most promising methods of business management in modern conditions, based on a systematic approach and being the base for innovative strategic development. However, the digital and creative economy, industry 4.0 put new demands on project management, that requires improving present approaches and mechanisms to meet the dynamic needs of the present. The purpose of а paper is to determine the specifics of making business decisions on project management in trading within the framework of project analysis, business communication and business ethics fo

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Tigas, Adrian Wahyuindrajati, and Yudoko Gatot. "Proposed Project Management Maturity: A Study Case of Incinerator Project Delivery in Indonesia." International Journal of Current Science Research and Review 06, no. 07 (2023): 4525–46. https://doi.org/10.5281/zenodo.8160659.

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<strong>ABSTRACT: </strong>An Indonesian waste treatment plant manufacturer company experienced several issues related to delivery project of the product Incinerator. The issues occurred mainly resulted in the project delay and cost overruns, which potentially impacted negatively to the project success. A company performance of running project can be measured in the form of Project Management Maturity analysis, it is can be interpreted as an organization's capability to manage projects successfully utilizing a standardized practice that has been improved and enhanced through time. The obje

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Markina, Liudmyla, Roksolana Lysak, Serhii Khara, and Yevheniia Kataieva. "Peculiarities of managing communications with stakeholders in nature conservation projects within the modern city." Management of Development of Complex Systems, no. 61 (March 28, 2025): 76–85. https://doi.org/10.32347/2412-9933.2025.61.76-85.

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The transformation of Ukraine into a new European space and increasing requirements for the level and quality of project approaches to solving environmental problems and environmental protection tasks require effective management of communications between all interested parties and members of project teams at all stages of its life cycle. Of particular interest are environmental protection projects that are implemented in the conditions of a modern city and require the interaction of a large number of stakeholders. The article examines an example of the formation of a communication management

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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 exami

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Creț, Vasile. "The information management of the projects." AGORA INTERNATIONAL JOURNAL OF ECONOMICAL SCIENCES 10 (February 20, 2017): 14–20. http://dx.doi.org/10.15837/aijes.v10i0.2861.

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Methodologically Â point of view, the management of a company is studied based on the systems, methods, methodologies and techniques (general and specific) that the managers apply to fulfill the managerial functions. The managerial tool consists of systems, methods and management techniques that appeal to managers for foresight exercise, organization, coordination, assessment and control. Informal subsystem is perfect adapted to the profile of the organization. It is integrated in the informational system of the mother company, being advantaged, because of its physical distance between locatio

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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 m

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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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Malyeyeva, Olga, and Dmytro Lytvynenko. "SYSTEM MODEL OF COMMUNICATION PARTICIPANTS 'COMMUNICATION PROCESSES." Bulletin of NTU "KhPI". Series: Strategic management, portfolio, program and project management, no. 1(5) (July 31, 2022): 39–43. http://dx.doi.org/10.20998/2413-3000.2022.5.4.

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The subject matter of the article is the stakeholder’s communication processes of infrastructure development projects. The goal is to develop a formalized systemic model of the communication processes interaction between project stakeholders and project team in a virtual office environment. The following methods are applied: systemic analysis, set-theoretic models. The article solves the following problem: the basic communication management terms defined, the communication types defined, existing communication models analyzed, stakeholders communication processes set-theoretic systematic model

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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 resear

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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 u

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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 communi

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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 l

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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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Rinkesh Gajera. "Leveraging Procore for Improved Collaboration and Communication in Multi-Stakeholder Construction Projects." International Journal of Scientific Research in Civil Engineering 3, no. 3 (2019): 47–51. http://dx.doi.org/10.32628/ijsrce19338.

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The multifaceted roles of the contractor, architect, engineer, and project owner are fundamental in effective successful accomplishment of a construction project. Procore is a cloud-based construction management solution that provides the perfect amalgamation of these critical attributes of project management. As outlined in this report, Procore enables improved communication, document sharing, and task streamlining for improved project outcomes. These include Real-time Communication Capability, Centralized Document Management, and Mobile Access. Procore helps work more effectively-not to dela

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Wiradinata, Irvan. "Project Communication Management in a Micro Small Medium Enterprises (MSMES) in a Construction Project." RekaRacana: Jurnal Teknil Sipil 9, no. 2 (2023): 1. http://dx.doi.org/10.26760/rekaracana.v9i2.1.

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ABSTRACTMicro, small, and medium enterprises (MSMEs) have become Indonesia's most essential and strategically important national economic drivers. This research focuses on an MSME involved in a construction project in 2021. This research aims to shed light on the project communication management of an MSME organization, PT Nata Kota Nusantara, simply Natakota, a micro-scale enterprise based in Bogor. Natakota was engaged in a civil construction project in a remote site area at PT GDE (GDE) in Ciwidey, Bandung. GDE is a state-owned enterprise focusing on geothermal energy and power generation.

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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, th

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Mansour, Mohammad A., Nabil Beithou, Moh’d Alsqour, et al. "Hierarchical Risk Communication Management Framework for Construction Projects." Engineering Management in Production and Services 15, no. 4 (2023): 104–15. http://dx.doi.org/10.2478/emj-2023-0031.

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Abstract Risk, as an effect of uncertainty, is associated with every human activity. Like any other industry, construction companies are eager to reduce the uncertainty of reluctant events. A well-planned risk communication system could contribute to the success of a construction project. A proper announcement protocol could be a mitigating lever for identified or unidentified risks during planning and monitoring processes. This research aims to present a risk communication management system (RCMS) for construction companies involved in large projects. The proposed model includes a step-by-ste

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Xie, Hai, and Zhihui Yang. "The Risk Management Mode of Construction Project Management in the Multimedia Environment of Internet of Things." Mobile Information Systems 2021 (October 6, 2021): 1–8. http://dx.doi.org/10.1155/2021/1311474.

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The construction industry is the pillar industry of China’s national economy. According to the statistics of the National Bureau of Statistics, the GDP in 2016 was 744.127 billion yuan, while the total construction output value was 193.567 billion yuan, accounting for 6.5 percent of China’s GDP. The construction industry has played a pivotal role in promoting social development. Construction projects have always belonged to typical high-risk industries, and they will be affected by many factors, and these factors are mostly from the social environment and the natural environment, which makes i

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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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Sahil, Kumar Arora. "Project Failure: A Bad Communication (Case Study)." International Journal of Management and Humanities (IJMH) 9, no. 5 (2023): 5–7. https://doi.org/10.35940/ijmh.E1553.019523.

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<strong>Abstract:</strong> The most common cause of project failure is miscommunication. It is most underrated and purposefully not deeply planned by most of the contractors, like Sujata, who become confused when changes and updates are not communicated correctly and on time. This ambiguity leads to errors, missed steps in the process, conflicts, and other problems. All these scenarios impacted the project, resulting in delays or budget overruns in the end. In this case, multiple stakeholder communications and changes in client requirements caused the project to fail and updates are not commun

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CHAIKOVSKA, Inna. "KNOWLEDGE MANAGEMENT AT PROJECT-ORIENTED ENTERPRISES." Ukrainian Journal of Applied Economics 6, no. 4 (2021): 67–81. http://dx.doi.org/10.36887/2415-8453-2021-4-9.

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The analysis of the peculiarities of knowledge management of operational and project activities at the project-oriented enterprise is carried out in the work. The conceptual model of knowledge management of the project-oriented enterprise for achievement of optimum economic indicators of the enterprise activity is developed. For operational activities, the constituent elements of knowledge management are people (employees), technology and processes. For project activities, these are project knowledge management, knowledge management between projects and knowledge management about project manag

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Zadeh, Puyan A., Seungho Han, and Sheryl Staub-French. "Exploring BIM Implementation Challenges in Complex Renovation Projects: A Case Study of UBC’s BRDF Expansion." Applied Sciences 13, no. 23 (2023): 12563. http://dx.doi.org/10.3390/app132312563.

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Renovation of existing buildings pose unique challenges to the projects, especially when facilities must remain operational during construction. Building Information Modeling (BIM) methods offer a potential solution by enhancing project management and coordination. Nevertheless, comprehensive case study research on BIM implementation challenges and benefits in renovation projects is lacking. This research addresses this gap through an ethnographic investigation of BIM implementation in a complex renovation project. The ethnographic methods involved direct observation of project meetings, activ

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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 als

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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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Kontsevyi, Vladyslav. "Improving the competency of it project-based-organizations by the usage of virtual teams." Management of Development of Complex Systems, no. 58 (June 28, 2024): 33–41. http://dx.doi.org/10.32347/2412-9933.2024.58.33-41.

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The unique nature of projects, specific characteristics of organizational structures, composition of project teams, and other factors can create problems in communications management. IT organizations working with the use of virtual teams in their activities face specific problems in the management of communications and related processes of transferring information, data and knowledge. When people work in a team in a virtual environment, certain methods should be used that can ensure the effectiveness of communication management in projects. The article analyzes the types of virtual teams, the

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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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