Project communication in a strategic internal perspective

Ramsing, Line

doi:10.1108/13563280910980113

Cited by 22 publications

(19 citation statements)

References 19 publications

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“…Finally, as the extant literature has shown, internal communication has a significant impact on the success of project sales, and managers should therefore invest in their organization's capability to communicate (Ajmal & Koskinen, 2008; Blomquist & Müller, 2006; Henderson, 2008; Lehtimäki, Simula, & Salo, 2009; Ramsing, 2009). In this study, communication training that comprises efficient documentation, addressing diverse target groups, and fostering openness in communication, is perceived to be an effective method to improving that capability; typically, this type of communication training is put into practice with the help of specialist consultants.…”

Section: Discussionmentioning

confidence: 99%

“…Ramsing (2009) points out the importance of a strategic perspective on internal communication in project settings. Problematic relations among project managers, line managers, top management, and project team members increase the chance of conflicts (Ramsing, 2009). However, internal communication, especially during the early phases of the project sales process, has remained largely unexplored.…”

Section: Literature Reviewmentioning

confidence: 99%

“…In addition, critical questions need to be asked about what kind of communication networks are activated in project situations. These questions are essential in understanding the quality and effectiveness of communication in project sales and management situations (Ramsing, 2009). The current study addresses these gaps by analyzing the internal communication network in a complex matrix organization company delivering materials handling solutions for logistics operators.…”

Section: Introductionmentioning

confidence: 99%

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Supplier's Internal Communication Network during the Project Sales Process

Ryynänen

Jalkala

Salminen

2013

Project Management Journal

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The nature of internal communication networks in project sales has remained largely unexplored. This article sheds light on a supplier's internal communication network during a project sales process by using social network analysis and in‐depth qualitative data. We analyzed the project sales process and related internal communication network of a material handling equipment provider. The results illustrate the non‐centralized and complex nature of internal communication networks and highlight four barriers to and four drivers of efficient communication during project sales. Above all, using communication training seems to be the most efficient way to improve internal communication.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Supplier's Internal Communication Network during the Project Sales Process

Ryynänen

Jalkala

Salminen

2013

Project Management Journal

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“…This relieves the project teams from excessive meeting schedules. Periodic meetings are needed not only for information sharing but also to keep the various project parties focused and energized (Miles, 2010), to build commitment to the project, and to establish trust among project parties (Ramsing, 2009). Risk mitigation is another result of effective communication.…”

Section: Findings and Implicationsmentioning

confidence: 99%

Development and Validation of Project Management Constructs of Security Door Access Control Systems: A Pilot Study in Macau

Chan

Lei²

2016

Nang Yan Business Journal

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A Security Door Access Control System (SDACS) project involves a number of teams from different organizations with diverse project goals. One of the main challenges of such projects is the lack of a standard approach or common understanding to achieve a common goal among project parties. This research examines various management concerns for SDACS projects, highlights the expected common understanding for project participants, develops the project management constructs, and emphasizes on the resulting value of the project to all participants. A two-stage process of scale development and validation was conducted. First, six generic constructs were identified based on the Security Access Control System Framework. Next, a multi-item scale for each construct was developed with reference to the Result-Oriented Management Framework. Expert judges were invited to conduct manual sorting of the items iteratively until reliability and validity was reached. In the next stage, further refinement and validation were carried out with a synthesized survey instrument and a series of statistical testing followed. The finalized SDACS project management constructs and the related findings help reinforce the importance of a standardized management practice for SDACS projects. The value of this research not only benefits SDACS project managers but everyone who works on the project.

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“…typically is on facts, details, status, requirements, and task related communication, whereas individual aspects of communication are in a less dominant role (Ramsing, 2009). Based on recent research presented in previous chapters it can be summarised that the main factors impacting communication in virtual NPD teams are asynchronicity vs. synchronicity related issues, media richness and media naturalness related issues.…”

Section: Introductionmentioning

confidence: 99%

Managing barriers of virtual communication in global new product development projects

Lohikoski

Kujala

Haapasalo

et al. 2015

IJNVO

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In virtual operating environments for new product development (NPD) increase the need to manage communication efficiently. The goal of communication is to reach a shared understanding; however, this is often challenging due to barriers that harm the communication process. Communication barriers typically cause misunderstandings and conflicts and hinder access to relevant information, causing delays in projects and some even fail in reaching their strategic or operational objectives. In addition to identifying the barriers, the main aim of the study was to discover ways of overcoming these barriers. We conducted a multi-method case study in a global telecommunications company. The theoretical base was built on virtual team literature and the theory of communication in virtual NPD teams' context. The key finding of this study is that main barriers to communication are egocentrism, information-sharing behaviour, inadequate language skills, mistrust, communication distortions and miscommunication. In addition, we identify specific managerial implications for organising communications in virtual projects. Biographical notes:Päivi Lohikoski is currently a doctoral student at the Industrial Engineering and Management at the Faculty of Technology at the University of Oulu. Her research interests are in knowledge management in virtual organisations and project communications. She received her MA in Information Studies from the University of Oulu, where she has worked as a University Lecturer and University Teacher 2005-2013. Her work experience has been concentrated on planning and teaching in e-learning projects and in addition she has several years work experience in the ICT industry in communication and documentation functions in R&D. Jaakko Kujala is a Professor of Quality and Project Management in the University of Oulu, Department of Industrial Engineering and Management. He has an extensive industrial background in Metso Corporation in managing both customer delivery projects and internal development projects. He holds MSc in Information Technology and he received his doctoral degree in 2003

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Project communication in a strategic internal perspective

Cited by 22 publications

References 19 publications

Supplier's Internal Communication Network during the Project Sales Process

Supplier's Internal Communication Network during the Project Sales Process

Development and Validation of Project Management Constructs of Security Door Access Control Systems: A Pilot Study in Macau

Managing barriers of virtual communication in global new product development projects

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