TITLE

Project Communication Management in Industrial Enterprises

AUTHOR(S)
Samáková, Jana; Šujanová, Jana; Koltnerová, Kristína
PUB. DATE
May 2013
SOURCE
Proceedings of the European Conference on Information Management;2013, p155
SOURCE TYPE
Conference Proceeding
DOC. TYPE
Article
ABSTRACT
Trends in project management show an enhanced role of the project manager with focus not only on hard skills but also on soft skills (see the research (Čambál, Cagáňová and Šujanová 2012)). The ability to motivate, develop and manage project team, solve interpersonal conflicts and to effectively communicate are important skills of successful project manager. On the other hand a good project manager must be able to organize resources, to plan and prepare detailed working procedures, to approve the executed work and manage according to the project scope costs, schedule, quality and risks. All these tasks must be accomplished together with the parallel communication with all stakeholders. Therefore it is important that project managers and all parties seek for effective forms of communication. To do so improvement of communication skills, managing communication tools, techniques and methods become to be essential for the project success. The contribution deal with efficient project communication and the main research question of this paper is: "Do industrial enterprises have prepared written document (methodology) for project communication management?" Based on the theoretical knowledge an empirical research on the analysis of the current state of project management communication has been carried out in industrial enterprises in Slovak Republic. The research was conducted through qualitative and quantitative research. The main objective of the research was to analyse the utilization of the methodology for the project communication management in industrial enterprises. The research was carried out in 85 industrial enterprises that have been process, project or functional oriented. According to the research results and compared with researches and case studies published in scholarly articles we came to the conclusion that project management communication can be considered as an important area within the project management. However 66% of industrial enterprises in Slovakia have not prepared any written document (methodology, process steps) to manage project communication. Therefore, the third part of the paper presents the proposal of the framework for the project communication. Project communication framework is defined as a combination of logical related communication methods and tools for a successful initialization, planning, implementation, monitoring and administrative closure of the project communication. The basic idea of the project management communication framework is divided according to the process groups of project management (Initiating, Planning, Executing, Monitoring and Controlling and Closing Process Group). For each process group project communication process described in sub processes was developed and described. The framework was designed for all industrial enterprises, but it is best applicable for the project and process-oriented medium and large industrial enterprises. This contribution is part of a research project VEGA 1/1203/12 - Management of information quality in project management.
ACCESSION #
91956210

 

Related Articles

  • Information Systems Project Management. McManus, John; Wood-Harper, Trevor // Management Services;May2003, Vol. 47 Issue 5, p16 

    In any information systems project management, comprehending what the customer wants is critical to its success. There are several symptoms related to the delivery of a poor information system: frequent requests for changes by users; users' lack of understanding of their own requirements;...

  • 7.1 General. Cagle, Ronald B. // Blueprint for Project Recovery--A Project Management Guide;2003, p165 

    Chapter 7.1 of the book "Blueprint for Project Recovery--A Project Management Guide" is presented. It provides an overview of techniques that an enterprise can use to turn a pile of data into information. These techniques for data organization were selected because they individually and...

  • 7.2 Ordering Techniques. Cagle, Ronald B. // Blueprint for Project Recovery--A Project Management Guide;2003, p165 

    Chapter 7.2 of the book "Blueprint for Project Recovery--A Project Management Guide" is presented. It discusses the techniques by which data can be turned into information that can be used in project management. To make sense of the data collected, an enterprise can adopt ordering techniques...

  • 10.3 Data Trail. Cagle, Ronald B. // Blueprint for Project Recovery--A Project Management Guide;2003, p195 

    Chapter 10.3 of the book "Blueprint for Project Recovery--A Project Management Guide" is presented. It emphasizes the need to have a data trail from the policy level to the implementation level in the concluding process in project management. It stresses that a bunch of books is not a...

  • Managing large-scale IS/IT projects in the public sector: Problems and causes leading to poor performance. Patanakul, Peerasit // Journal of High Technology Management Research;Jun2014, Vol. 25 Issue 1, p21 

    Abstract: With a large scope and high degree of complexity, managing large-scale projects is a challenge to project managers. The challenge is even greater when it comes to public sector projects due to the involvement of many stakeholders and the need to manage various relationships. For these...

  • MÉTODOS PARA CAPTURA DE LIÇÕES APRENDIDAS: EM DIREÇÃO A MELHORIA CONTINUA NA GESTÃO DE PROJETOS. dos Santos, Giuliana Teixeira // Revista de Gestão e Projetos;jan-abr2014, Vol. 5 Issue 1, p71 

    In a competitive market which is in constant evolution, the effective information management and the knowledge transfer are strategic aspects to the organizations. In order to improve their project management processes, companies have adopted methodologies and frameworks as alternatives to...

  • We Have Issues!: Smooth them over with these tips. Kass, Steve // AIIM E-DOC;Jul/Aug2007, Vol. 21 Issue 4, p12 

    The article offers suggestions to managers on how to manage issues that may arise in enterprise content management projects. As part of a project's documentation, the manager should maintain all types of information about the accomplishments, progress and the issues that arise with regards to...

  • A Framework to Dynamically Define Project Success. Ajelabi, Ifeouwa; Yinshan Tang // Proceedings of the International Conference on Information Manag;2010, p1 

    All of the information collected throughout a project lifecycle contributes to the project portfolio, where good practices or lessons learned from previous projects can be used to guide new projects. This information assists decision makers in managing projects and businesses more effectively....

  • Being in the Know. Figueiredo Girao, Márcia // PM Network;Jun2014, Vol. 28 Issue 6, p24 

    The author offers opinions on knowledge management in project management. Managers are advised to conduct lessons learned reviews in which employees and important stakeholders in the project discuss their work experiences, which are then to be classified into specific knowledge areas which can...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics