Project Management Communication Research Articles

Design of Communication Planning Infrastructure in IT Projects Communication Management

The purpose of this research is to assist project managers in planning project communication and assist the project team in knowing the meeting schedule and schedule for sending progress reports. The study was conducted using descriptive method with the analysis of communication needs and the stages of project communication planning, then designing the appropriate infrastructure for communication while the project was in progress. Based on the explanation above, it can be concluded that the recommendations of the communication infrastructure are web-based applications that can be used by project managers in communication planning, such as making project schedules, meeting stakeholders, and sending project progress report schedules. The project communication management process will cause problems such as delays in sending messages, or lack of communication with some of the stakeholders needed, so the project is delayed. Then the infrastructure design in communication planning can help project managers in project planning and controlling project implementation.

GREEN ENERGY PROJECT`S EFFICIENCY: A CROSS-INDUSTRY EVALUATION

Renewable energy attracts wide attention of world due to high importance and relevance. The study is devoted to this topic and aims to identify critical Project Management (further PM) knowledge areas those affect efficiency of green energy project, and to reveal PM tools those increase an efficiency. The study investigates 253 high-tech projects from Kazakhstan and compares green energy projects with projects from other industries like Information technologies (further IT), nanotechnologies and communications. Authors use Project Management Planning Quality (further PMPQ) model for measuring the efficiency of these projects and for identifying critical factors of efficiency. Results show that IT projects have highest level of efficiency (cost overrun –12,2%, schedule overrun –2,8%, project performance –8,8), when green energy projects show average level of efficiency (cost overrun – 45,13%, schedule overrun –6,2%, project performance –7,5). Research findings link these results with use intensity of PM processes. Project efficiency evaluation has also revealed critical knowledge areas for green energy projects like project schedule management, communication management, risk and quality management. Thus, authors have suggested tools and techniques from revealed knowledge areas for improving efficiency of project.Keywords: Green Energy Project, Project Efficiency, Project Management, Project Planning, Kazakhstan. JEL Classifications: C39, O21, Q20, Q42DOI: https://doi.org/10.32479/ijeep.8137

DETERMINANTS OF PROJECT IMPLEMENTATION ON PERFORMANCE OF REAL ESTATE PROJECTS FINANCED BY REGISTERED SACCOS IN NAIROBI CITY COUNTY, KENYA.

Purpose: The performance of projects in the Kenyan land development industry has of late been tempestuous. The study was particularly centered on the impact of task planning, venture correspondence, asset accessibility and partner's association on usage of land ventures actualized by SACCOS. The investigation was guided by the following specific objectives: to analyze the influence of project planning on performance of real estate projects financed by registered SACCOS in Nairobi City County; to establish the influence of project communication management on performance of real estate projects financed by registered SACCOS in Nairobi City County; to assess the influence of stakeholder involvement on performance of real estate projects financed by registered SACCOS in Nairobi City County; and to assess the influence of resource availability on performance of real estate projects financed by registered SACCOS in Nairobi City County.Methodology: The study utilized descriptive examination outline. The target population of this study comprised of all the 153 land development ventures being actualized by the 38 SACCOS enrolled by SASRA in Nairobi County. The examination used census on all the land ventures. Statistical Package for Social Sciences computer programming was utilized for examination. Both descriptive and inferential investigation was directed.Results: An excellent response rate of 94.7% was realized. It was established that most of the project implementation indicators have positive impact on performance of the real estate projects. The study further adopted a regression analysis to determine the relationship between the variables. The study findings showed that the four variables had a significant influence on performance of the real estate projects.Contribution to policy and practice: The study recommended that a similar research should be conducted with an aim at investigating the determinates of project implementation on the performance of real estate projects financed by registered SACCOS in Nairobi with other variables or of other firms in other sectors, including the other counties in the Kenya. The findings showed that 69.4 % of the performance is explained by the four variables while 30.6 can be accounted by other factors captured by the standard error.

Communication Management and Knowledge Management in complex projects: a literature review

A complexidade dos projetos pode intensificar o papel da comunicação e do conhecimento da equipe, devido à maior necessidade de coordenação e tomada de decisão. Assim, o objetivo deste trabalho é analisar publicações sobre comunicação e conhecimento em projetos complexos, através de uma revisão sistemática da literatura e bibliometria. Para a revisão sistemática da literatura, buscou-se artigos utilizando os termos “comunicação * e complexo * e projeto * e conhecimento” nas bases de dados Scopus e Web of Science, permitindo analisar os principais autores sobre o tema, tendências de pesquisa e lacunas literatura que possibilitará o desenvolvimento de pesquisas futuras que contribuirão para a questão. Vale ressaltar que a literatura abrange estudos sobre gestão da comunicação em equipes de projetos, mais precisamente sobre o armazenamento e compartilhamento de conhecimento em TI, saúde, física, química e construção. A gestão da comunicação e a gestão do conhecimento em projetos complexos, que segundo a teoria são projetos de difícil entendimento e previsão, com informações complexas, muitos envolvidos, com interdependência entre projetos, entre outras propriedades que diferem de projetos, projetos complexos já apresenta diversos desafios que incluem problemas com comunicação e gestão do conhecimento. Assim, com a base de artigos investigados, poucos estudos relacionam-se com a gestão da comunicação e gestão do conhecimento em projetos. Individualmente os temas são estudados por diversos autores, conforme apresentados nas tabelas e análises deste estudo. Este trabalho contribui para uma melhor compreensão da gestão do conhecimento e gestão da comunicação em projetos complexos, bem como esta pesquisa pode abrir caminho para uma melhor compreensão acadêmica dos mecanismos subjacentes às barreiras e resistência ao conhecimento e comunicação em projetos complexos e de melhores maneiras de abordar e reduzir essas barreiras.

RESEARCH METHODOLOGY FOR THE ASSESSMENT OF THE INFLUENCE OF ORGANIZATIONAL CULTURE ASPECTS ON PROJECT SUCCESS

Recently the global trend to organize the activities of companies in different spheres and sectors of the economy on the project principle has become more relevant and acute. Heads of companies currently pay particular attention to the assessment of the result of the project and find the factors that affect its success. At the first stage of development of this problem, the researchers focused on the study of the indicators of the “iron triangle”, on the achievement the strategic goals of the company or on the meeting the interests of the project customers. Contemporary scholars focus on a wider range of project success factors, their ambiguity and multi-dimensionality. Organizational culture of a project is one of the most important factors as, on the one hand, its impact is well recognised, but on the other hand it is difficult to identify its impact as the culture interacts with other factors. Therefore, it is difficult to determine the boundaries of the impact. However, extending the success factors of a project to include aspects of organizational culture provides managers with an additional tool to achieve project results. The purpose of the article is to test the OCPS (Organizational Culture – Projects Successful) method that has been modified by the author according to the features of the Russian economy. The method allows determining the impact of organizational culture on the project success in different branches of activity. The research is based on a systematic and synergistic approach that considers the project success as a complex system in which the effect of the control action is not directly proportional to the efforts made. This is due to a wide range of possible factors that affect the success of the project, a high degree of uncertainty of the environment, as well as a variety of internal impulses of an organization. The method has been applied and tested in the case study of companies operating in a construction industry as a project is the main type of business for them. In this sector of economy, projects can attract large cash flows. However, unsuccessful projects lead to financial instability of a company. Qualitative and quantitative methods have been used in the study. The main results that have been obtained are 1) the determined aspects of organizational culture that affect the project success in the organisations operating in construction industry of economy: teambuilding, external communication and leadership; 2) the generation of criteria for their assessment and recommendations on the use of the identified aspects of organizational culture in order to increase the probability of success of construction projects. For this purpose a matrix of levels of success of construction projects has been proposed. The application of the matrix allows quickly responding to the problems existing in the project team. The obtained scientific results will allow project managers to get an additional tool to study the aspects that affect the success of an organization’s projects, as well as to identify the elements, influencing on which increases the opportunity to achieve project results. Further studies will be devoted to the testing of the suggested method in the case study of projects made by companies operating in other branches of economy. Subsequently, it will verify the method in the context of applicability to organizations regardless of their sphere of activity. Keywords project management, project success, organizational culture, organizational culture aspects, project efficiency, OCPS methods, construction industry of economy, institutional peculiarities.

Key Initiatives to Successfully Manage Collaborative University-Industry R&D: IC-HMI Case Study

This paper describes the results of a qualitative study to identify the key management initiatives in a successful university-industry (UI) collaborative funded program between the University of Minho (UMinho) and Bosch Car Multimedia Portugal (Bosch), named IC-HMI. The IC-HMI program embraced an overall investment of 54.7 M€ and involved around 500 people throughout the Program’s duration (2015-2018). While the literature provides some advice on managing programs and projects, the specific context of UI R&D collaboration is being scarcely reported, demanding a strong research effort to produce effective guidelines. The IC-HMI is considered a successful program for several reasons, as evidenced by the decision of UMinho and Bosch partners to develop a subsequent R&D collaborative program from 2018 to 2021, doubling its investment. The success attained with the IC-HMI program could be somehow explained by key management initiatives adopted, such as the: creation of Program and Project Management Office, definition and communication of a Governance Model, creation of Project Charters, promotion of Alignment Stakeholders Workshops, Project Progress Meetings and creation of Project Transition Plans, among other key initiatives reported in this paper.

Initial perceptions of, and intention to use, an online guideline adaptation framework

The aim of this research was to evaluate CAN-Implement.Pro as a structured and systematic process for planning local evidence implementation, to develop a contextual and demographic profile of potential users and assess their initial perceptions and intention to use CAN-Implement.Pro. Ethics approval was obtained from the University of Adelaide Human Research Ethics Committee (Approval number: H-2016-157). A descriptive cross-sectional study was undertaken to capture the demographic characteristics of participants, as well as their initial perceptions of, and intention to use, the software for guideline adaptation projects. A total of 21 individuals representing guideline groups completed the survey. Only 43% had taken part in at least one previous implementation project. Thirty-three percent reported embarking on their first implementation project; 24% had yet to participate in an evidence implementation project. Nursing was the most highly referenced profession at 75%, followed by medical specialties (40%); two respondents indicated allied health professions were included in their implementation group. Respondents represented countries or regions of high and upper middle income as classified by the WHO Regional Office for the Eastern Mediterranean. The majority (67%) found CAN-Implement.Pro to be well-organized, easy to navigate and reliable. Most (80%) also indicated they were more likely to return to the software than not; 20% were neutral. In terms of overall satisfaction, more than half (60%) were very satisfied or satisfied, a third (33%) was neutral and 7% were dissatisfied. Over 66% of the respondents considered their group to be familiar with the knowledge-to-action model. A slightly higher percentage (74%) reported software based upon the knowledge-to-action model had a strong conceptual framework. In terms of evidence informed functionality, 75% of the respondents concluded that the software could assist guideline groups to provide structure for their implementation planning; a similar proportion (75%) indicated that the software would also enhance or improve coordination, communication and logistics management in guideline-related implementation projects. Participants were familiar with a range of resources, models, theories and frameworks for implementation, implementation planning and guideline adaptation. The most common frameworks were related to behavioural theories or variations of the Promoting Action on Research Implementation in Health Services framework. Eighty percent of the respondents indicated that their group would be likely to use the software to guide implementation planning in future projects, whereas 20% were neutral. In terms of expectations for contemporary software, multimedia resources rated highly, as did interactive components within the knowledge-to-action model.

Development of public sector information management systems: challenges and promising practices

PurposeMore 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/approachTo 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.FindingsFindings 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/valueThe 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.

ARCHITECTURAL PRACTICES OF PROJECT COMMUNICATION MANAGEMENT IN IRAQ

Architects are significant initiators for the built environment projects, while architecture is all about communicating effectively with clients. Yet, some problems occur in regard to the mutual transfer of project information between those two parties. Thus, it is essential to enrol a proper system for managing project communication through communication management. Communication management is a notable part of the project management body of knowledge that coordinates and manages the process of exchanging information of the designing projects. However, studies confirmed that practices of communication management are often underestimated and overlooked. This article discusses communication management from architects’ perspectives with the objectives of determining the current practice in Iraq and examining the required communication competencies to improve it. An online questionnaire survey was administered via surveymonkey.com to 100 architects working in private firms in Basra City, south of Iraq. The collected data were analysed with Statistical Package of Social Sciences (SPSS) version 23. The analyses for the two objectives showed that Iraqi architects have little information and knowledge in project communication management, where standards and methodologies are not followed. The results also indicated the top-rated competencies to be obtained. Thus, this article concludes that there is a need to introduce communication management as an evolving knowledge area to the architects in Iraq, and develop its implementation through communication competencies that attempt to fulfil clients’ requirement and aspirations regarding the architectural design.

ARCHITECTURAL PRACTICES OF PROJECT COMMUNICATION MANAGEMENT IN IRAQ

Architects are significant initiators for the built environment projects, while architecture is all about communicating effectively with clients. Yet, some problems occur in regard to the mutual transfer of project information between those two parties. Thus, it is essential to enrol a proper system for managing project communication through communication management. Communication management is a notable part of the project management body of knowledge that coordinates and manages the process of exchanging information of the designing projects. However, studies confirmed that practices of communication management are often underestimated and overlooked. This article discusses communication management from architects’ perspectives with the objectives of determining the current practice in Iraq and examining the required communication competencies to improve it. An online questionnaire survey was administered via surveymonkey.com to 100 architects working in private firms in Basra City, south of Iraq. The collected data were analysed with Statistical Package of Social Sciences (SPSS) version 23. The analyses for the two objectives showed that Iraqi architects have little information and knowledge in project communication management, where standards and methodologies are not followed. The results also indicated the top-rated competencies to be obtained. Thus, this article concludes that there is a need to introduce communication management as an evolving knowledge area to the architects in Iraq, and develop its implementation through communication competencies that attempt to fulfil clients’ requirement and aspirations regarding the architectural design.

Preventive Mitigation of Overruns with Project Communication Management and Continuous Learning: PLS-SEM Approach

AbstractFailure to communicate effectively and poor project knowledge continue to plague the construction industry, particularly concerning delay management and cost control. This paper aims to emp...

Communication maturity model for organizations realizing EU projects

The aim of the paper is to introduce a communication maturity model for organizations realizing EU projects, which can be used to assess the communication maturity level of an organization in regard to project communication management, as well as support the organization with a set of practices for improving its communication performance, communication management capabilities and project experience. The proposed model is based on the communication maturity model for distributed software development which has been adapted to the characteristics of EU projects and teams, taking into account their specific needs and requirements.

Применение инструментов сетевого моделирования для эффективного управления коммуникациями проекта (на примере проекта организации малотоннажного производства сжиженного природного газа)

Применение инструментов сетевого моделирования для эффективного управления коммуникациями проекта (на примере проекта организации малотоннажного производства сжиженного природного газа)

Email communication in project management: A bane or a blessing?

Background: Project success used to be measured solely in terms of efficiency metrics such as scope, cost and time; however, there are proposals that more attention should be paid to process-related performance factors such as communication. The advent of email has significantly impacted the way the world communicates.Objectives: This study investigates the preference of email communication relative to other communication mediums in project environments and the effect of email communication on feelings of stress and overload in the workplace.Method: A survey with 430 responses was conducted to determine the communication preferences of project practitioners in a typical project. The average rank and frequency response methods were used to analyse the data.Results: The findings indicate that the communication preferences of project practitioners still support the media richness theory and that face-to-face communication is the preferred communication medium in most situations. Despite email being disruptive and a cause of stress, the respondents did not indicate being overloaded because of email.Conclusion: Even though there has been a dramatic shift towards email and electronic communication in projects, face-to-face communication is still the most preferred communication type for most situations. Furthermore, email is perceived as an effective tool to delegate, can be used to build and develop relationships and trust, and is an efficient and effective tool that contributes to project communication success.

An Overview of Project Communication Management in Construction Industry Projects

Communication is the heart of implemented projects of the construction industry, where project managers consume 90% of their time communicating with project participants. However, some barriers occur during this significant process of transferring project information. Therefore, this review paper highlights these constraints and guide project managers to take proper action to avoid them. Furthermore, as project communication needs to be carefully managed, this paper introduces communication management due to its high value, all long with the communication management plan as one of the main elements of the overall project management plan that aims to meet the stakeholders' requirements by delivering successful projects eventually.

Factors Impacting the Adoption of Project Management Techniques in Small Businesses

Small organizations play a significant role in the social as well as economic development. The adoption of project management by small businesses has mounted to new prominence as projects are being considered critical to public and private sectors. The chief reasons of small businesses expanding their dimensions to project-based work include challenging environment as well as opportunities accompanied by advancements in technology, dynamic market conditions, the shifting boundaries of knowledge, and alterations in the environmental regulations, increased complexity as well as scope of inter-organizational relationships and the shift towards shorter product life-cycles. In the view of the fact that the projects are being extensively implemented by the small organizations; it is hence, essential to identify the factors that contribute to successful adoption of project management methodology. Achieving high-levels of project success is challenging for the small business since they have few resources when compared to large organizations. Therefore, they are required to identify the right project management method and the factors that influence its adoption. Hence, the fundamental aim of this particular study is to identify the factors that lead to successful adoption of the project management methodology by small businesses. In this specific study, the analyst had utilized mixed study design that was executed through surveys and interviews. The survey was conducted with 50 participants who were the part of small businesses. On the other hand, the interviews were performed with project managers. To enhance the understanding of the topic under consideration, the research additionally performed secondary research. In which the information was obtained from online journals, articles and books. . The review of the literature identified 12 factors that impact the adoption of project management methodology. The factors top management support, organizational adaptability, acceptability of project management, leadership style, commitment to planning and control, personnel, training, troubleshooting, project management improvement initiative attributes, communication and influence, inner context and outer context. The outcomes of the survey and interviews also put forwarded that these factors impact of project management adoption in small businesses.

Project governance in public sector agile software projects

PurposeAgile methodologies are widely used to manage the technical complexity of software development, and project governance can provide feasible means of organizational support for complex project success. The purpose of this paper is to: analyze the project governance practices of public sector organizations, illustrate what kind of impact these practices have on agile software projects and describe the tensions of agile project governance.Design/methodology/approachThe research is based on qualitative research strategy and applies elaborative logic with analyses of three case projects in the Finnish public sector.FindingsThe findings of the research describe how project governance practices can be categorized into six dimensions: business case, contracting, controlling, steering, decision-making and capability building. The results illustrate how these practices either support or detract the performance of agile projects. The results also show that there are two interfaces to agile project that create most tensions to governance – the public sector and technology.Originality/valueThe study contributes to both project management and information and communication technology theories by combining technical aspects of agile methodologies with micro-level project governance practices. The study also adds original value to academics by introducing the new concept of “agile project governance.” The results of this study will allow public sector project organizations to design appropriate governance mechanisms for agile projects, and to identify the challenges and tensions that need to be considered and managed in the process.

Concept of communication management in information and communicatio projects

The analysis of the concept of improving the management of communications in the information and communication process, implemented through information and communication technologies that contribute to the formation of the new infrastructure is given. Purpose is to develop the concept of improving the management of communications in the information and communication process. Used methods are systematic, structural and functional synergy that helped to create the concept of improving the management of communications in the information and communication space. The concepts and categories of the terms - communication management, communication, information, information infrastructure that make the concept of management communications are revealed.Conclusion: The areas of improving communication management in information-communication process and some practical recommendations for their improvement are developed

Social Media in Project Communication Management—A Conceptual Framework

Social Media in Project Communication Management—A Conceptual Framework

Application of IT in project management using structural equation modelling

The main objective of this study is to extract maturity indices based on the control objectives for information and related technology (COBIT) model at every nine stages of project management. The whole population consisting of 57 experts that are familiar with the concepts of project management and information technology were considered and the designed questionnaire were distributed among them. For data analysis, partial least square technique (PLS) was employed. Based on the perception of the experts, the two variables of quality management and human resources were moderately significant while the rest of the variables were regarded as highly significant. The results obtained from the ranking of the variables of project management indicated that the variable of project communication management is regarded as the most significant. Among the variables of project management, which significantly affect the maturity of IT application, the variable of project quality had the highest direct effect on IT maturity.