Project Management Communication Research Articles

Project Communication Management in a Micro Small Medium Enterprises (MSMES) in a Construction Project

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. Virtual ethnography, observation, and discourse analysis were performed to reveal the project communication management process within the organization. It was unveiled that Natakota used Google Spreadsheet as a form of free and open-source software (FOSS) as their primary communication tool during the project execution. Actor-Network Theory (ANT) explains that the actor is the prime entity that shapes, drives, and accelerates the communication process within the network. This research observed the communication and collaboration between employees on several Google Spreadsheet files. In a project execution phase, communication is essential to obtain a productive project. Project communication plays a central part in communicating information flow to execute that project successfully. The results of this research show that several features in Google Spreadsheet play as actors in the ANT framework, which shapes, drives, and accelerates the internal communication process in the organization. Additionally, it appears that Google Spreadsheet could offer a competitive low-cost option for MSMEs looking to manage internal communications effectively and efficiently.Keywords: collaboration, communication, MSMEs, organization, project

Analisa Implementasi Manajemen Proyek pada Pengembangan Karung Goni Menjadi Tas yang Bermanfaat

TasGon is a product made from jute sack waste which is then processed into a useful product. In this project the burlap sack is processed into a bag called TasGon. This TasGon has many benefits, namely it can reduce the waste of burlap sacks that are wasted everywhere. In this study the authors used qualitative and descriptive research methods. This research is continued by analyzing project management, namely Project Integration, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communication Management, Project Risk Management, Project Procurement Management, Project Stakeholder Management. The results of this study indicate that TasGoni has many benefits that can be felt by many people. Therefore the project undertaken must be in accordance with the quality of the product produced.
 Keywords: Project Management, Gunny Sack, Waste

Proposed Project Management Maturity: A Study Case of Incinerator Project Delivery in Indonesia

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 objectives of this research are to identify the root causes of the business issue, assessing the project management maturity of the company, formulate the proposed solutions, and developing the implementation plan. The assessment of the maturity level is done based on the PMBOK project management knowledge area that relevant to the business issue, namely Project Risk Management, Project Schedule Management, Project Resource Management, and Project Communications Management. The data analysis of this research involves gap analysis and root cause analysis. An analysis that related to the gaps between the existing condition and the next maturity level is conducted to identify the areas of improvement the company need to address. Furthermore, the root cause analysis is conducted to determine the root causes of the business issues. The result of the data analysis is then utilized to formulate the proposed solution for improvement and the implementation plan. The proposed solutions in this research are to develop a proper risk management practices and documentation, implement scope management, development of project scheduling, and improvement of project team management regarding the development of resource management and communications management.

Improving the Performance of Construction Project Information and Communication Management Using Web-Based Project Management Systems (WPMSs)

This paper presents a brief study undertaken for improving the performance of information and communication management of construction projects through investing in information and communication technologies (ICT). The work aims at first to investigate and diagnose the problems, challenges, weaknesses, and inefficiencies related to information and communication management in projects in the construction industry of Iraq. Studying the diagnosed matters and the different solutions of ICT to improve project management performance is following the investigation process. The research presents a technological system suggested to process a lot of the diagnosed problems, challenges, weakness, and inefficiencies of the construction projects and to improve the current performance of project management and execution. The suggested system principles and fundamentals, benefits, features, classification and types, and the different solutions are described to ease and improve the process of development, adoption, and implementation of the system. The results show that the proposed system can improve the performance of the current state of project management through improving the processes of information and communication management.

EFEKTIFITAS KOMUNIKASI PROYEK KONSTRUKSI SAAT PANDEMI DARI SUDUT PANDANG KONTRAKTOR

Project communication management is an effort to ensure timeliness, collection and distribution of information according to the times. The level of success of a project has to do with Critical Success Factor (CSF) and one of them is communication. 2020 was a year that changed people's lives around the world because of the COVID-19 pandemic and had an impact on the construction sector in Indonesia. The PUPR Ministry issued Ministerial Instruction No. 02/IN/M/2020 regarding the mechanism for carrying out construction in preventing the spread of COVID-19 in both the government, regional government, BUMN, and private sectors during a pandemic (Construction Bulletin, 2020). In this case the implementation of Work Form Home (WFH) in contractor companies is one of the efforts to minimize the spread of the virus and continue to run the wheels of the economy (Prasetyo, 2022). This study aims to determine whether or not there is an influence on the effectiveness of the communication coordination relationship due to the COVID-19 pandemic in the construction process and to analyze whether or not there is a difference in the effectiveness of the communication coordination relationship before the pandemic and during the pandemic from the contractor's point of view. The research was conducted by distributing questionnaires to contractor stakeholders. Research data processing was carried out using excel and SPSS software. Data analysis was performed using descriptive statistics and comparative analysis.

FEATURES OF COMMUNICATION DURING PROJECT IMPLEMENTATION BASED ON THE PMI PMBOK STANDARD

In current conditions, the issue of reducing the potential negative impacts on project stakeholders, improving efficiency, and increasing satisfaction from participating in project work remains relevant in project communications management.
 The article aims to study the problems of defining and using the most effective communication channels in project stakeholder management. The theoretical and methodological basis of the work is a set of principles and methods of scientific research: the principle of systematization and theoretical generalization, methods of grouping and ranking.
 According to the goal, the task was set to substantiate the effectiveness of communication channels depending on the degree of remoteness of the project stakeholders. Based on the study, the concept of a project was clarified, which, according to the PMBOK Project Management Standard, is understood as a temporary activity aimed at creating a unique product, service, or result and is part of the value delivery system. The contextual factors of the internal and external environment of the organization, which influence the project's results, were studied. The basis for the analysis was the scientific works of domestic and foreign scientists on the mentioned issues, materials, and data from the official website of the Ukrainian Project Management Association.
 The theoretical and methodological basis of the work is a set of principles and methods of scientific research: the principle of systematization and theoretical generalization, methods of grouping and ranking. As a result of the study, the sphere of execution, "Stakeholders," which is one of the eight spheres of project implementation, was considered. The definition of communication as a vital part of the value supply system by the sphere of execution of the "Stakeholders" project was recorded, and the dependence of the effectiveness of communication methods on the used communication channels was determined according to the model of the effectiveness of communication channels by Alistair Cockburn. It has been proven that applying this model can have a beneficial effect on increasing communication effectiveness during project implementation. A matrix of the effectiveness of communication channels was built, which details the consequences of stakeholder communication methods depending on their remoteness.

Analisa Konsep Ide Bisnis Makanan Kucing Dari Bahan Organik “Mimeow”

MiMeow is a business that emerged from a student idea. Mimeow is a business that produces cat food, which is in the form of wet food. The products that researchers produce focus on raising funds to help hungry feral cats. In this study, we will discuss project integration, project scope management, project time management, project cost management, project quality management, project human resource management, project communication management, project risk management, project procurement management and project stakeholder management from "Mimeow".

The Effect of Project Communications Management on Project Time Performance

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. Meanwhile, a simple linear regression analysis was carried out to find out the magnitude of the effect of project communications management on project time performance. The project communications management strategy was obtained by mapping stakeholders using the power/interest grid method. The data was collected based on observations and the results of questionnaires filled out by 38 respondents, consisting of the owner, supervisor consultant, and contractor on the design-build project used as a case study. The results showed the top 10 factors influencing project communications with the highest Relative Importance Index value. The simple linear regression analysis result showed that project communications management has a positive and significant effect on project time performance with a coefficient of determination value of 69.6%. The suggested project communications management strategy is to optimize the application of the main factors of project communications, tailored to the result of the power/interest grid for each project stakeholder.

Sustainable Environment to Prevent Burnout and Attrition in Project Management

Project teams often fight to find a balance between the triple restrictions of money, scope, and schedule to deliver excellent products or services. The dual goal of realising benefits and satisfying the needs of stakeholders drives this conflict. It is possible that the climate and pace of the project will not be able to keep up with the increased demand for the deliverables, which will lead to burnout among project members and possibly attrition for the team. In this work, we analyse the factors that lead to project settings that are not sustainable and provide solutions to address the problem. The reading of 28 pieces of literature relating to project management in the information technology (IT), construction, energy, and health sectors is required to accomplish this goal. The results of the review are tabulated and mapped to the process groups and knowledge areas outlined in the 6th edition of the Project Management Body of Knowledge (PMBOK). This is done based on the Project Management Institute (PMI). According to the findings, increasing focus on the Project Resource Management knowledge area, which interacts with the Planning and Executing process groups, is necessary for the development of an environment that is environmentally sustainable. Plan resource management, develop teams, and manage teams are three processes that are included in these categories and fall under the category of being particularly significant. The next most important area of expertise is project communication management, which is followed by project schedule management.

Project Coordinators' Perceptions according to the Organization Structure to Reduce Communication Risks in Multinational Project

Increasing risks about deficient communication and difficulties in communication management in multinational projects lead to the deployment of project coordinators (PCs). The role of coordinators and their responses to communication issues differ with the organization structure. This study focuses on the communication tendencies in different organization structures to facilitate the work of PCs. Based on the literature review, this study identified representative communication risks and organization structures in multinational projects. Thereafter, a survey and semi-structured interviews with 30 PCs were conducted to understand their perceptions, which were then analyzed by applying text-mining. Cultural and linguistic risks, such as differences in terminology, nuances, and visual gestures, occur frequently in communication. The resulting construction and design changes may lead to conflicts among stakeholders. To alleviate these risks, PCs in functional, projectized, and matrix organizations must consider the hierarchy, expert presence, and systematic approach adoption, respectively. PCs typically prefer matrix organizations, in which each department acts as a team to deliver information uniformly, and the personnel must adapt to differences in the terminology and behavioral cultures of multinational stakeholders. The systematic deployment of PCs with experience and knowledge of multinational projects in each team can help set unified goals among stakeholders. By coordinating the communication of PCs, the technology and resources of participating countries can be timely utilized.

Using GQIM Model and Gompertz Model to Measure, Analyze, and Optimize the Whole Process of Software Project

This paper proposes a novel concept of using defect management technology to measure, predict, and optimize the management of the entire software project cycle. It first utilizes the software defect measurement GQIM model and prediction Gompertz model to track and quantify the defects of the entire project cycle. Then, the specific optimization strategy is proposed to manage the core processes of the project management, including project scope management, project time management, project quality management, project human resource management, project communication management, and project risk management. This study solves the quantification problems that are common in the current software project management process, such as complex testing procedures, high defect repair costs, and high communication costs. Furthermore, it contributes to promote the overall level of project management in the software industry. Taking the SDLM’s electronic banking software project management as an example, the various management quality indicators before and after the optimization of the project management process strongly indicate that using software defect management technology to optimize the software project management process is feasible and effective.

Factors Influencing The Occurrence of Rework In Terms of Risk-Based Communication Management in Construction Projects

Rework in a construction project is an unplanned and unwanted activity that requires an action to repeat part or all the work to meet project standards or requirements and, in its implementation, causes increased work, time, and costs. Based on previous studies that discuss the factors that cause rework, poor communication management or coordination between stakeholders is one of the causes of rework. Therefore, a literature study was conducted to identify project communication management risks that allow rework to occur and resulted in 54 communication management risk factors. Furthermore, the results of the literature study were validated by experts who have more than 10 years of experience in the construction field. As a result of the validation, there were 48 communication management risk factors that could cause rework.

Leadership in multidisciplinary engineering projects: A review of effective management practices and outcomes

Multidisciplinary engineering projects present unique challenges due to the diverse expertise, perspectives, and objectives involved. Effective leadership in such settings is crucial to ensuring successful project execution, promoting collaboration, and achieving desired outcomes. This review explores the critical leadership practices that drive success in multidisciplinary engineering projects, focusing on project management methodologies, communication strategies, conflict resolution, and team dynamics. Key leadership traits such as adaptability, emotional intelligence, and decision-making capabilities are identified as essential for managing diverse teams. Furthermore, the role of leaders in fostering innovation and creativity is examined, particularly in managing interdisciplinary collaboration to integrate varying engineering disciplines seamlessly. The review also addresses the impact of leadership on project outcomes, including efficiency, innovation, and stakeholder satisfaction. Practical insights from case studies of successful multidisciplinary projects are provided to highlight leadership strategies that promote effective collaboration and problem-solving. By adopting a systems-thinking approach, leaders can align diverse engineering goals and resources to meet overall project objectives. This review concludes that successful leadership in multidisciplinary engineering projects requires a balance between technical expertise and soft skills, with an emphasis on clear communication, adaptability, and the ability to foster a collaborative work environment. As the complexity of engineering projects continues to increase, the need for strong leadership capable of navigating multidisciplinary challenges becomes even more critical. The findings from this review contribute to a growing body of knowledge on leadership best practices in engineering and offer practical recommendations for managers and leaders seeking to optimize outcomes in multidisciplinary projects.

Description of, and Outcomes from, a Novel First Year Engineering Design Course

In the Fall of 2021, the University of Saskatchewan’s College of Engineering implemented a new first year Engineering Design course called GE 142 (Design I). In comparison to similar courses in other Engineering programs, the course was unique in a few respects. First, it ran from mid-October to mid-December, and it included 7 lectures and 4 labs. Second, it was focused almost entirely on problem definition. Third, the assessment system was competency based. Each of these elements made for a unique design course, and each element will be described in detail.
 The course had a number of Learning Outcome goals in the general areas of knowledge, skills, experiences, and attitudes. Knowledge was assessed using an automated adaptive quiz system employing Mobius™ software, linked to the Canvas™ Learning Management System (LMS). Design skills were assessed through a series of six assignments that focused on the ability to characterize design problems, maintain an effective logbook, make a convincing case to undertake a design problem, communicate in a clear manner, and reflect on how to improve design practice. Experiences included various types of design exercises conducted in lab settings. For example, some design exercises were more open-ended while others were more closed design problems, and students also engaged in the characterization of a design problem with a live client. Assessment of attitudes was carried out at the end of the course using a series of Likert-scale questions that probed students’ perspectives on the value of design, their enjoyment of design, the value of logbooks, their interest in tech innovation, and the importance of group dynamics, project management, and technical communication.
 As a quality improvement/program assessment exercise, an analysis of grades and student attitudes was conducted and will be presented (n=306). As well, an initial analysis of the performance of students on the Mobius questions was carried out. In general, results were quite favourable both in terms of achievements against different types of Learning Outcomes and in terms of student attitudes towards various perspectives in Design. Student responses for the attitude survey were anonymous and all grade and quiz analyses employed aggregate data. At the end of the course, instructors reflected on what they felt should be continued, started, and stopped in subsequent iterations of the course. The suitability of the student performance data against the Learning Outcomes will also be discussed in the context of accreditation criteria for the CEAB.

UNIQUENESS AS A BASIC DEFINITION IN THE PROJECT COMMUNICATION MANAGEMENT SYSTEM

The study and analysis of this issue in its symbiosis, i.e., the mutual consideration of communication management in the context of project management, is now not widespread in scientific circles and often has a specific practical description. That, in the author's opinion, also forms a certain potential in the relevance of such research. The purpose of the article is to study and analyze the features of communication in project management, as well as to determine the key methodological characteristics of this process. For successful implementation of communications in project management, as the author emphasizes, the following elements are highlighted: Communications planning – determining the information needs and expectations of participants, stakeholders. Distribution of information – timely provision of the necessary information that meets the requirements and expectations of the main participants of the project and stakeholders. Execution reporting. This information includes reports and monitoring on the current status, assessment of progress, and forecasting the progress of work on the project. Participant management – managing communications to meet the requirements and expectations of project participants and stakeholders for successful project completion. In project management, according to the author, we are dealing with a changed scheme of the process of evaluating the effectiveness of communication. At the same time, the changes do not concern the structural part, because the stages of functioning and development of the project itself can be flexible enough to respond to changes in the environment and thereby level out some of the structural elements. These changes relate specifically to the substantive part of this evaluation process. Thus, the author states that uniqueness is the main methodological component of the communication system in project management. This definition corresponds to the main content of project management and implements practically the content component of the whole communication process in project management. Along with the above, in the author's opinion, further research requires issues related to the risks and barriers of applying the elements of the uniqueness of communication activities in project management.

Improving Project Communications Management Practices in the Construction Sector during the COVID-19 Pandemic: A Malaysian Scenario

The construction industry remains an important economic sector that supports the growth of a nation. It is vital to maintain the industry’s momentum when facing the Coronavirus Disease 2019 (COVID-19) pandemic, or similar in the future, to ensure employability and decent jobs for every individual in the industry, especially foreign labourers who are always regarded as vulnerable. Improving existing project communications management practices is essential to suppressing infection among labourers; however, there are only a few efforts made to understand the current condition. This study explores the communications management barriers and the potential improvement measures amid the COVID-19 outbreak sweeping across the Malaysian construction industry. The findings disclose that out of eleven communication channels, only six communications management barrier variables with eight items, and three communications management improvement measure variables with seven items, are classified as highly critical, based on a systematic literature review (SLR), and a questionnaire survey on 100 foreign labourers and management team members, respectively, where the data gathered were analysed using the Rasch measurement model. The finding also suggests that site review meetings, team meeting discussions and project reports require immediate attention to ensure the construction industry remains robust without significant interruption during the course of the pandemic.

Rancang Bangun dan Analisis Penggunaan Sistem Informasi Manajemen Proyek Berbasis Free Open-Source Software (FOSS) pada Perusahaan Berskala Besar di Jawa Tengah

Design and Analysis of the Use of a Project Management Information System Based on Free Open-Source Software (Foss) in Large-Scale Companies in Central Java. To increase knowledge about project communication management and organizational communication in the cigarette industry at PT. Aman Indah Makmur, especially with regard to the use of FOSS as a tool for internal interaction and communication. Design and Analysis of the Use of a Project Management Information System Based on Free Open-Source Software (Foss) in Large-Scale Companies in Central Java. Qualitative methods were used, literature research, online ethnography, and observations were carried out to better understand important events where FOSS Google Spreadsheet users interacted, communicated, and collaborated. As the Collaboration Metric Model shows, FOSS Google Sheets can be an effective and efficient tool in large companies with 50 to 100 employees.

Development of Transversal Competences: A Current Challenge in Teacher Education

This study responds to the growing demand to adapt the content and methods of teacher training programs to reflect the rapid emergence of new, nonpareil 21st century professions in the labour market, predominantly due to the information technology revolution. It is clear that future teachers will increasingly be expected to have a wider range of professional teaching skills, but also transversal skills and competences. For this purpose, a Slovak research team at Matej Bel University prepared an experiment by transforming a traditional foreign language CLIL course into a new course Global Encounters in Local Settings, aimed at developing not only pre-service teachers’ multilingual and intercultural competences, but also a variety of other transversal skills and competences (critical thinking, intercultural competence, time management, teamwork, plurilingual and interpersonal communication skills and others). The innovative components in the new course are student-centredness, service learning and the collaboration between domestic and foreign students. GELS pilot teaching was launched in February 2020 and has been repeated during four following semesters (up to December 2021), despite severe pandemic constraints. The author presents some results from the verification of this pedagogical innovation in the teachers’ university training curriculum. It has been tested by three quantitative-qualitative research methods: pre-term and post-term questionnaires, content analysis of students’ seminar work, reflective individual diaries and group reports. Although the results from all of them are briefly stated, this focused on the results from the last mentioned analysis – diaries and group reports. The results of the data analysis show that this innovation has proved to be feasible and effective in achieving an increase in students’ transversal skills, especially project management skills, interpersonal skills, communication skills, ICT skills, time and project management, tolerance and flexibility, critical and reflective thinking skills and open-mindedness.

Digitization of Non-Conformance Workflows and Processes in Aerospace Product Lifecycle Management

Abstract: The main cost associated with the Product lifecycle of an Aerospace part is its Manufacturing and Maintenance. There are several Non-conformance (sometimes referred to as defects) reported during part manufacturing, shipment, assembly, field operation, service, and overhaul. These are due to improper handling or due operational wear and tear. Non-conformance is a non-fulfilled requirement to design specification that could be a dimension, specification, or engineering process deviation. In the Aerospace industry Non-conformances not identified or not closed in time can have a cascading business impact across the supply chain and become a key reason of risk to productivity, lead time, and cost. Aerospace Non-conformance needs to be addressed with extreme caution as it could even cost life due to Nonconforming products in operation. These cannot be avoided but they need to be managed with mitigation plans, setting up priorities, planning, project management, and seamless communication between stakeholders [1]. Today, we live in the digital age where all conventional engineering processes are continuously automated and digitized with emerging technologies to maximize productivity and customer satisfaction. Non-conformance execution processes, workflows, and communications are potential areas that could be integrated as a web-based digital solution [2]. The paper would attempt to bring up challenges encountered by the conventional Non-conformance dispositioning processes and workflows and benefits of the Digitized framework. It would also detail all the key features of the Digital solution along with its tangible and intangible benefits to all the stakeholders by integrating workflows and taking productivity to the next level. Keywords: Non-conformance (NC), Digital solution, Aerospace industry, Product life cycle, Project Management

Risk assessment and ranking in the developing countries’ construction industry: the case of Jordan

PurposeRisk impedes the success of construction projects in developing countries due to planning in an unpredictable and poorly resourced environment. Hence, the literature suggests that practitioners are not fully aware of how important the risk identification process is. Some of the prior studies identified risks in developing countries without highlighting how they can be beneficial to the practitioners in the industry. Therefore, this study highlights this process and identifies the key risks that affect the Jordanian construction industry.Design/methodology/approachThis study adopted an exploratory sequential mixed approach, two rounds of face-to-face interviews that were conducted in Jordan among 12 experts followed by a questionnaire randomly distributed to 122 practitioners. This study utilized the relative importance index, coefficient of variation, and Mann–Whitney (U) to analyze the data. Also, the factor analysis technique was used to identify and regroup the risk factors to further understand the correlation among the risks.FindingsThe result revealed an agreement among contractors’ and consultants’ responses toward allocating risks. Furthermore, several risks can be traced back to the project communication management process, highlighting a deficiency in the process. Also, four-factor groups were established, the first group includes the risk of defective design, late decisions making by other project participants and poor coordination with the subcontractor. The second group has only the risk of corruption, including bribery at sites. The third group includes stakeholders’ financial instability and inadequate distribution of responsibilities and risks. The fourth group includes adverse weather conditions and the use of illegal foreign labor.Originality/valueSome of the prior studies identified risks in developing countries without highlighting how they can be beneficial to the practitioners in the industry.