Project management is expanding within many associations and disciplines. However, looking for an ideal method of effective project management is one of enormous challenges (Zulch, 2014). The core of each project deliverable is to create results using collaborative team effort, distinctive cost, a certain limit of time and related requirements. Consequently, projects can be considered as the association of various assets, including individuals, for the accomplishment of specific results with a timeline for completion.
A comparable report made by Zulch (2014) characterises project management as “an attempt with the particular target and restricted time” (p. 1003). The goal of a communications management plan is to advance the achievement of a project by meeting the data needs of project partners and blueprint the objectives of communications endeavours to reach and illuminate each gathering. Without point-by-point plans for communications exercises that recognise the authoritative approach and material assets expected to do them, the project cannot secure required assets, facilitate endeavours with different gatherings or report its exercises and results to crucial oversight partners.
Communications planning exercises distinguish the fitting dimension of communication for each project partner as well as what data ought to be delivered and the recurrence of communications (Mikhieieva & Waidmann, 2017). This plan incorporates the tools of communications. The danger of poor planning could result in the inability to achieve key project targets, duplication of exertion and decreased partner certainty. Therefore, the skill of communication is the principal factor for successful project management. Apart from that, communication is essential because of medium unpredictability, project update, alterations and the development process.
Internal communication is a crucial skill for project managers in the era of data framework and hierarchical change projects (Mikhieieva & Waidmann, 2017). It is the main route of communication through which project managers collaborate and maintain the association with partners. Furthermore, communication may not just be the information sent by the project administrator but it is also the serve as support for stakeholders (Mikhieieva & Waidmann, 2017). Therefore, communications assume a critical job for the accomplishment of any projects.
The skill of communication is the principal factor for successful project management. Moreover, communication is essential because of medium unpredictability, project updates, alterations and the development process. Internal communication is a crucial skill for project managers in the era of data framework and hierarchical change projects. Based on these narratives, this investigation aims to evaluate critical analysis tools to support internal communication in IT project. This study will review the works of literature on project management, which would be its secondary sources.
Based on the purpose statement, this research formulates specific questions for intervention:
- What are the critical analysis tools in support of internal communication?
- How can project leaders communicate their activities internally?
Projects are commonly a transitory association that needs to be finished with lower dangers, costs and good management since they have explicit objectives at the start (Zulch, 2014). Projects are sure to work with a strong focal point of goals. They should be limited in a particular asset, specific time and specified organisation.
Communication is an essential component for the accomplishment of any project. It is necessary for progress in projects, alterations, task delivery and completion. The communication procedures of projects are described by the execution report, changes, conjectures, authoritative procedures and updates (Rodríguez, 2017). One central procedure of communication is information trade, which creates socialisation with stakeholders, coordination and shared comprehension in projects.
Internal communication is essential for projects progress and completion. External communication is related to dealing with the stream of data or overseeing communication to fulfil the requests of external partners (Rodríguez, 2017). When the multifaceted nature of projects is restricted, the understanding of communication is functional. Internal and external communication increases when the frequency of trade is high.
Research on project management revealed that deficient initiatives such as coordination, planning and specialised arrangements, restrictions of important deficient asset and evolving goals were the key indicators of project failures. The communication on projects showed that multifaceted project nature and rate change when social needs change. Consequently, the significance of project communication will heighten, as the project deliverables become complex (Rodríguez, 2017).
Internal communication is an element of successful collaboration among members within the association, while external communication is a trade of data with gatherings and different organisations outside the formal structure (Muszynska, 2018). Internal communication is fundamental for the best possible functioning of the organisation (Muszynska, 2018). Successful internal communication prompts a compelling picture of the organisation. Some researchers compare internal and external communication by hierarchical limits because of the continuous interaction with external conditions.
DeMaria (2016) contend that internal communication cannot be characterised based on the hierarchical limit because of the project workers affected by external conditions and media. The timing of data transfer is critical to the communication procedure. Internal communication deals with data trade, focusing on the messages, conveying communication and teaching employees to share data about their organisations (Newman, 2016).
Tools Used for Internal Communication
Tools are perceived as an item used to accomplish an original goal. As a result, communication tools empower data sharing between two or more partners. Information technology enables data to be transmitted between the encoder and the beneficiary (Parker, Kunde, & Zeppetella, 2017). A communication channel is a medium through which data voyages and a platform is a format by which data streams. Based on this context, the communication link is installed on the platform. Through this platform, data can be shared and searched among clients. Thus, a communication channel empowers discussions and texting.
Technology communication tools create channels for information transfer in virtual situations. As indicated by Turkulainen, Aaltonen and Lohikoski (2016), trust and security are vital in virtual conditions. However, Bourne (2016) recommended that data must be evaluated before transmission, but suggested that no proof of the relationship between data risk and confidentiality exists. Information technology will never have the capacity to supplant in-person communication in meetings, which will dependably be required to settle complex issues. Furthermore, it has been suggested that information technology is relied upon to illuminate issues related to data sharing.
However, individuals’ and organisations’ culture effect on project execution is regularly disparaged (Ozierańska, Skomra, Kuchta, & Rola, 2016). The challenge with information sharing is not to address knowledge zones, but to transmit data to be interpretable by the beneficiary as planned by the transmitter. Communication among members is one of the critical components in achieving project deliverables (Ozierańska et al., 2016). The most common tools used in support of internal communication management can be categorised into three divisions, which include in-person communication, printed communication and information technology communication.
Objectives and Methodology
The target of the research is to evaluate the critical analysis tools that support internal communication. This communication tool will be examined based on the developed criteria for effective internal communication. Proficient information exchange will result in recognisable proof of the most useful apparatus of correspondence. Further, the study will characterise how the apparatus can be deployed in an IT project to accomplish the best outcomes of data exchange. Project leaders in efficient task deliverables can deploy the result and enhance information management.
Criteria for Internal Communication in IT Project
The research identifies six criteria for internal communication management through references examination. The criteria include trust, communication, narrating application, spontaneity, collaborative involvement and adjusted discourse. In building trust, information management should be personalised for various groups because setting up connections dependent on common trust is critical.
As a result, sharing contacts, experience and confidential information becomes more straightforward and less risky to trust. Prompt criticism (collaboration and integration) is enhanced by a quick and genuine response to the conveyed message as it permits the adaptability of communication. The collaborative involvement of more sense organs makes the content more grounded, progressively noteworthy and increasingly enlightening.
As a result, face-to-face meetings provide an effective communication process. Impulsiveness in communication stimulates intuitive and uncontrolled messages, which enhance communication with progressive content. Adjusted discourse creates a balance in communication, were team leaders and stakeholders can both listen and make decisions using the interactive medium of communication. The context of the narrating application provides channels for shared emotions and storytelling. This criterion makes the discussion more fascinating.
Summary of Results
Analysis tools with quick reaction time and a medium where data can be stored are critical for an IT project. As a result, secured connections are considered to empower successful project communication. For the practical use of the outcomes in associations, the research suggests that the tools of communication are not connected in isolation. Communication tools form the general idea of internal communication, which results from organisational methodology and culture. In order to achieve results, it is vital to create the correct conditions for communication. The scope of its elements is broad, such as forming controls in the association, topology, setting up workplaces and virtual conditions.
Bourne, L. (2016). Targeted communication: The key to effective stakeholder engagement. Procedia Social and Behavioral Sciences, 226, 431-438.
DeMaria, K. (2016). Evaluating the internal communications of the triangle’s best places to work. Elon Journal of Undergraduate Research in Communications, 7(1), 70-77.
Mikhieieva, O., & Waidmann, M. (2017). Communication management tools for managing projects in an intercultural environment. Project Managers World Journal, 6(8), 1-15.
Muszynska, K. (2018). A concept for measuring effectiveness of communication in project teams. Journal of Economics and Management, 33, 63-79.
Newman, A. (2016). Communication planning: A template for organisational change. Cornell Hospitality Report, 16(3), 3-6.
Ozierańska, A., Skomra, A., Kuchta, D., & Rola, P. (2016). The critical factors of Scrum implementation in IT project: The case study. Journal of Economics and Management, 25(3), 79-96.
Parker, D., Kunde, R., & Zeppetella, L. (2017). Exploring communication in project-based interventions. International Journal of Productivity and Performance Management, 66(2)146-179.
Rodríguez, P. (2017). Conceptual model of communication theories within project process. INNOVA Research Journal, 2(3), 42-51.
Turkulainen, V., Aaltonen, K., & Lohikoski, P. (2016). Managing project stakeholder communication: The Qstock Festival case. Project Management Journal, 46(6), 74-91.
Zulch, B. (2014). Communication: The foundation of project management. Procedia Technology, 16, 1000-1009.