Communication issues in projects management

Carvalho, Monica Moreno de

doi:10.1109/picmet.2008.4599739

Cited by 17 publications

(15 citation statements)

References 3 publications

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“…This corresponds with Ferreira in Carvalho (2008), in that technology can cause physical communication barriers to information transmission. It is also important to note that technology can significantly contribute to the breakdown of communication in a project if all aspects of its use are not taken into consideration when writing the communications plan (Carvalho, 2008;Daim et al, 2012).…”

Section: Discussionmentioning

confidence: 60%

“…It is essential that the plan must clearly state how different types of communication mediums, including CMC, are to be used to collect and transmit project information. Moreover, a communications plan is crucial for quality communication, because the lack of a plan is a barrier to communication in a project (Carvalho, 2008).…”

Section: Resultsmentioning

confidence: 99%

“…Penteado in Carvalho (2008) warns that project communications competencies, which refer to the group's ability to codify, transmit and decode information, are necessary, but not sufficient prerequisites to the effectiveness of project communication. This means that, if the project team is not able to codify or decode the communication content correctly, the effectiveness or quality of the project communication may be reduced.…”

Section: Communication Contentmentioning

confidence: 99%

“…Technology is one of five factors that significantly contribute to the breakdown of communication in a project (Carvalho, 2008;Daim et al, 2012) …”

Section: Technology Utilisedmentioning

confidence: 99%

“…The communications plan is crucial for quality communication, because the lack of a plan is a barrier to communication in projects (Carvalho, 2008). The project communications plan is used to determine who needs what information, how it will be collected, and how it will be transmitted.…”

Section: Communications Planmentioning

confidence: 99%

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Exploring the influence of instant messaging and video conferencing on the quality of project communication

Bond-Barnard

Fletcher

Steyn

2016

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Growth in computer-mediated communication (CMC) technologies such as instant messaging (IM) and video conferencing (VC) has led to a need to explore the utilisation and influence of these tools on the quality of project communication, which must still be established. This article reports the results of a survey conducted among 210 project practitioners using CMC in various industries to determine how, why and what each medium is used for, and how these media influence factors that promote quality communication. Some results showed that the use of both instant messaging and video conferencing in projects is moderate and both improve the quality of communication in virtual teams, however in different ways.Keywords: Project communication, computer-mediated communication, instant messaging, video conferen cing, virtual teams AbstrakDie groei in rekenaar-bemiddelde kommunikasietegnologie soos kitsbood skappe en videokonferensies het gelei tot ŉ behoefte om die benutting en invloed van hierdie tegnologie op die gehalte van projekkommunikasie te verstaan aangesien dit nog nie vasgestel is nie. Hierdie artikel rapporteer die resultate van 'n opname wat gedoen was onder 210 projekpraktisyns wat CMC's gebruik in verskeie industrieë om te bepaal hoe, hoekom en waarvoor elke medium gebruik word, en hoe hierdie media die faktore beïnvloed wat kwaliteitkommunikasie bevorder. Sommige resultate toon dat die gebruik van beide hierdie tipe media in projekte matig is en dat kitsboodskappe en videokonferensies albei die gehalte van kommunikasie in virtuele spanne verbeter maar egter op verskillende maniere.Sleutelwoorde: Projekkommunikasie, rekenaar-bemid delde kommunikasie, kits bood skap, videokonferensies, virtuele projekspanne.

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Section: Discussionmentioning

confidence: 60%

Section: Resultsmentioning

confidence: 99%

Section: Communication Contentmentioning

confidence: 99%

“…Technology is one of five factors that significantly contribute to the breakdown of communication in a project (Carvalho, 2008;Daim et al, 2012) …”

Section: Technology Utilisedmentioning

confidence: 99%

Section: Communications Planmentioning

confidence: 99%

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Exploring the influence of instant messaging and video conferencing on the quality of project communication

Bond-Barnard

Fletcher

Steyn

2016

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Effect of Social Media on Trust in Virtual Project Teams of Construction Sector in Middle East

Kaur

Arif

Akre

2016

Social Media: The Good, the Bad, and the Ugly

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Social media has greatly affected the way the virtual teams in construction sector of UAE collaborate and share information among each other. The social media is needed to support synchronicity, a shared pattern of coordinated behavior among individuals as they work together. Research shows that, although computer-supported collaborative work has increased, many distributed virtual teams are facing a number of issues in managing and controlling the teams which leads to distrust among the team members. Trust among virtual team members is considered to be one of the primary concerns that affect the performance of virtual teams in Construction Sector. This paper is a result of literature review of around 150 papers which dealt with positive and negative effect of social media interactions on trust among virtual team members. Through Literature review, it was found that conflict and cohesion within the team members greatly affects the role of communication on trust among virtual project team members.

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Linking trust and collaboration in project teams to project management success

Bond-Barnard

Fletcher

Steyn

2018

IJMPB

130

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to emphasise the importance of high levels of trust and collaboration for increasing the likelihood of project management (PM) success. However, the link between these three constructs remains unclear. Design/methodology/approach -In this study, the authors use structural equation modelling (SEM) based on the findings from an international survey of 151 project practitioners to demonstrate the significance of project team trust and collaboration for increasing the likelihood of PM success. Findings -The results indicate that PM success becomes more likely as the degree of collaboration improves which, in turn, is influenced by an increase in the level of trust between team members. The two factors of PM success are project performance and knowledge integration and innovation. The six factors of the degree of collaboration that were studied are physical proximity, commitment, conflict, coordination, relationships and incentives. The three factors of the level of trust investigated are expectations, knowledge exchange and imported trust. Practical implications -The results of the study are expected to provide insight for project practitioners to increase the likelihood of PM success by taking cognisance of the factors that influence collaboration and trust. The results of the study may also provide insight into teaching and learning in tertiary education, in terms of professionalism and integrity issues. Originality/value -This paper presents a new perspective for investigating PM success. SEM techniques are used to determine the likelihood of PM success by promoting trust and collaboration in the project team. This unique approach highlights the "human factors" that influence perceived PM success which should benefit both researchers and practitioners.

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Communication issues in projects management

Cited by 17 publications

References 3 publications

Exploring the influence of instant messaging and video conferencing on the quality of project communication

Exploring the influence of instant messaging and video conferencing on the quality of project communication

Effect of Social Media on Trust in Virtual Project Teams of Construction Sector in Middle East

Linking trust and collaboration in project teams to project management success

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