An investigation of the role of communication in IT projects - Marly…
An investigation of the role of
communication in IT projects - Marly Monteiro de Carvalho
BOKs (PMBoK) (PMI, 2008)
model (CMM/CMMI) (Humphrey, 1989),
widely used PM frameworks, special attention focuses on communication as a key area
in the project context.
In the organisational environment, barriers to communication are easily detected and difficult to overcome (Kurland and Pelled, 2000).
(Effy and Sosik, 2000; Gillard, 2005; McChesneya and Gallagher,
2004; DeBrabander and Edstrom, 1977).
Leads to the distinctive perspectives of stakeholders
semantics (DeBrabander and Edstrom, 1977;
DeBrabander and Thiers, 1984)
objectives and priorities (Atkinson, 1999; Barclay and
Osei-Bryson, 2010; PMI, 2012)
and power asymmetries (Kirsch et al., 2002)
coordinate communication management (PMI, 2008),
help to deal with stakeholders
The BoKs establish key
communication processes, techniques and tools.
The second stream stresses the media
richness and technological issues that impact information distribution and sharing.
Both first and second streams explore the organisational perspective and the
infrastructure that enables project communication, and are discussed in Section 2.1.
A third stream explores the barriers to communication and the soft skills, seeking to
understand not only the sources of conflict but also the synergies that arise.
Organisational communication management
Information sharing: media (physical means of communication) and genre (typified communicative action).
Johnson and Lederer (2007)
CEOs and CIOs’ views
The authors conclude that organisations inwhich therewas a greater shared vision regarding the future role of IT also reported more frequentCEO/CIO communication utilising face-to-face communication and e-mail;, i.e. the communication channels were perceived to be richer.
team members key sources of status information
the quality of reporting in IS
projects causing issues
Thompson et al. (2007),
can be formal and informal project, including project status, lessons learned,
issues logs, project closure reports, and outputs from other PM knowledge areas (2008).
control stakeholders’ engagement
plan stakeholders’ management
Stakeholder expectation management
(Atkinson, 1999; Barclay and Osei-Bryson, 2010).
Project communication methodology.
bridge between the organisation’s strategy and projects.
Primary function is to develop and monitor compliance with organisational PM
methodology (policies, processes, procedures and best practices).
communication across projects
collects data from projects
consolidating them and
reporting to internal and external stakeholders (PMI, 2008; IPMA, 2006; OGC, 2005).
Understanding barriers to communication
can be easily detected in the organisational environment
difficult to overcome these barriers
because even gossip can affect power in the workplace (Kurland and Pelled, 2000).
Communication competencies extend beyond the ability to codify, transmit and
decode information (PMI, 2008)0
These abilities are necessary but not sufficient
prerequisites for project communication effectiveness0
The lack of effectiveness in communication processes can be the result of barriers to communication that arise in the everyday organisational life
Communication also involves soft skills, i.e. the management of interpersonal relationships and the notion of a project ecology as organizations embedded in a social context, rely on personal networks between the stakeholders involved Grabher, 2004).
primary aspects of barriers to communication perspective
Communication integrated framework