Free Essay

Project Communication

In: Business and Management

Submitted By stephane2007
Words 2416
Pages 10
The Corporate Culture at People Express Airlines People Express Airlines begun operating in 1981 and grew into being the fifth largest US carrier by February 1986[1]. However, by the end of 1986 is had been sold to Texas International Airlines due to its financial problems. In my paper I will try to analyze the decline the company from the point of the view of the corporate culture in the company. Most of the data in my paper comes from a case study on People Express published by the Harvard Business School[2]. From when People Express (PE) was founded by Donald Burr, the company established very clear principles and values to drive its staff in all its activities. As it turned out, the 6 so-called precepts and the corporate culture that everyone cherished were instrumental in bringing the company to its rapid and wide-scale success. However, although staff worked hard to offer a quality service until the very end, by 1985 the company was nicknamed “People’s Distress”[3] because of its inability to cope with the scale of its operations. As I will argue, it was management’s decision to continue with the rapid expansion of the company despite the arising problems that lead to the growing instability and decline of the company. Thus, People Express failed because the economic and logistical situation made it impossible to continue fulfilling the goals that were part of its corporate culture, particularly its commitment for quality assurance (PE’s second precept was ‘to be the best provider of air transportation’[4]). Corporate culture, although a continuous driving force for the company, was eventually undermined by PE’s ability to manage its non-human resources. The ideas that Donald Burr built into his airline were revolutionary. In an age where employees were given little flexibility and were closely supervised, People Express was an enterprise that truly empowered its people and gave them independence. The environment in which people worked was very motivating – not only because of pay incentives, but mainly because it served some basic spiritual needs of the employees. For instance, it was emphasized that employees were part of People Express’ goal to “become the leading institution for constructive change in the world”[5]. This motivated the people, because it was different from most other jobs, where employees worked just for the sake of their bosses’ profits or their own wages. In addition to this, the work environment was also socially rewarding. Said one Customer Service Manager (PE named all its people “managers”): “The greatest thing was the people; that’s what made you go and work hard. […]”[6] The Employees were also empowered by allowing them to rotate to their job of choice (provided it was available and they had the qualifications for it). And finally, they had the freedom to innovate and even to make mistakes, as long as they remained focused on the goals set by the precepts, particularly on ‘taking care’ of their colleagues and the customers[7]. All these, along with the team spirit, made employees very motivated and willing to work hard: “Everyone was working towards a common goal; we all cared about the company.”[8] These characteristics of the climate at PE were essential for motivating the employees, and they all worked together with the set of values that Burr built in his company. In addition to hiring only the employees that were a match for this environment, the company also carefully trained its new employees into this culture, with Burr himself being present at the trainings either physically or in the form of a 4-hour video recording[9]. In these workshops, as well as many of the memos sent out to employees, the importance of the precepts was capitalized. Burr explained the rationale behind this: You have people all over the world at 50,000 feet, 10,000 feet, and at airports all over the world. They have to be their own internal system, you can’t control them, supervise them and so forth. So if they are internally motivated [and] they understand the objectives, then they can […] serve our customers in the best possible way.[10]

Although this strategy was an alternative to classical ways of controlling employees, Burr’s success in constructing a corporate culture exactly the way he wanted it ultimately constitutes a success in exerting control on his employees. According to the classification of Charles Perrow, control can be direct, bureaucratic or fully unobtrusive[11]. The recognition of Burr’s ideology within the organization, although unobtrusive, was nevertheless a way of exerting control on the employees. PE’s corporate culture, both with its ideological and work environment components, never failed. However, there were periods when employees were absolutely overwhelmed. In June 1983, Burr admitted that PE was “operating beyond [its] practical capacity”, but remained convinced that stopping the growth was not the solution.[12] As a result, the company employed more workers and restructured itself so that work would be conducted in smaller, more manageable working groups.[13] Eventually the corporate culture remained vigorous and continued to be a driving force for the company. The company’s logistical problems were not, however, as easy to overcome. As staff continued to work on efficiency and the delivery of the best possible service, the company was also being pushed forward by an extraordinary ambition at the level of its management, despite the fact that PE was obviously operating ‘beyond its practical capacity’. The decision for continued growth exacerbated the following logistical problems, leading to subsequent financial problems[14]. Firstly, the Newark terminal, which People Express used for its operations, had been operating well over its design capacity (about 1,000,000 passengers a month instead of the 100,000 which it was designed for). This lead to overcrowding and delays, especially during holidays and weekends. Secondly, People Express had run into the problem of having to deny boarding to some ticketed passengers because it had decided to overbook planes[15]. Finally, People Express had begun to face increasing competition because it was now operating on routes where major airlines were already well-established. Thus, in the face of the declining quality and attractive fares from other airlines, customers began to turn away from People Express. The discrepancy between the quality of service that PE aimed to offer and the resources available to achieve this goal should have been recognized earlier by those running the company. As a low-cost carrier that challenged the preconception that good service can be offered at an affordable price, the company’s position on the market depended on continuously offering reliable and impeccable service. In my opinion, the price that the company set for its service was not even that important given the fact that it had already established a customer base and that its fares were substantially lower than those of the competition anyway. However, allowing the quality of the service to drop should have been avoided at all costs. What’s more, PE’s finances had been managed ‘on the edge’ from the very beginning, so the company was also very vulnerable to even small drops in its income. Unlike the major carriers, which could drop their prices in order to compete with PE even despite short-term losses, Burr’s company had to rise its prices as soon demand for its services fell. Having lost its reputation for providing high-quality service and its ability to offer competitive prices, it could no longer retain its customers. In addition to failing to recognize the gravity of the logistical problems, Burr made an additional decision that was not in the spirit of the principles that he had taught his employees: the purchase of Frontier Airlines. Firstly, this went against his previously stated commitment not to buy another airline[16]. Secondly, Frontier Airlines’ culture and business model was too different from PE’s to be able to successfully integrate with it in the intended timeframe. Frontier had high operating costs and a unionized workforce, and was already struggling financially[17]. This, along with concern from industry analysts[18], should have discouraged Burr from closing the deal. Nevertheless, he went ahead with the boldness that characterized him, despite the risks and PE’s own problems, which now included the resignation of Hap Pareti and Lori Dubose, two key figures in the organization[19]. To sum up, the failure of People Express came because of a clash between the organization’s established goals and the too ambitious pursuit of market share. During the first years of People Express, the corporate culture and the ambitions of management worked hand-in-hand to drive the company ahead: after having set up a system which insured significant cost cuts, the ambitious management succeeded in increasing the scale of the business manifold. However, by 1985, because the business had grown so large, the employees had begun to have trouble fulfilling PE’s goal of being ‘the best provider of air transportation’[20]. The ambition to further expand before logistical issues were resolved sealed the organization’s fate. Burr eventually had to sell People Express because of its financial difficulties, but the business model of his company has permanently transformed the airline industry. It was, after all, Burr’s principle of cutting costs that eventually allowed other carriers to compete successfully with People Express and drive it out of the market. By the time People Express was able to expand its service to cities where other carriers had been operating for decades, its competitors had already learned new ways to cut costs and costumers had already learned that air travel can be affordable. In this sense, although the context of the industry as well as some managerial mistakes forced Burr to eventually sell People Express, in only five years he had established ‘a new way to conduct business’[21], and his vision had gathered enough momentum to ‘make a better world’.

Michael Beer et. al. 1993. People Express Airlines: Rise and Decline. Cambridge, MA: Harvard Business School Publishing.
Charles Perrow. 1986. Complex Organizations, A Critical Essay. New York: McGraw-Hill.
Appendix - The proliferation of People Express’ culture and business model
Note: All statements below are quotes from the cited sources (quotation marks have been omitted)
|People Express – 1981-1986 |EasyJet – 1996-present and Ryanair |
|[…] Burr called them precepts. All policies and practices had to be |Our Values underpin this and form 5 core principles you can observe in|
|consistent with them. Burr and his team came up with six.[22] |everything we do.[23] |
|Precept #2: To be the best provider of air transportation.[24] |Our Vision is simple - to be the best low-fare airline in the |
| |world.[25] |
|[Burr] was tired of what he called the “deadening grind and lack of |What is it about us that has been so successful? We think it's our |
|vision” of TI business style. |approach to challenging convention and "the ordinary".[26] |
|Corporate headquarters, upstairs in the North Terminal, was stark[27] |No offices, just open plan, open culture, remote working and hot |
| |desking, fun and enjoyment - this is what it means to work for |
| |easyJet.[28] |
|It’s got a “mystique” to it. No matter where I go from the buy side |“I have always wanted to work at easyJet, the brand is a real talking |
|the first thing I head is “tell me about People Express”.[29] |point”[30] |
|PE designed its compensation strategy to reward people for good |The deal at Ryanair is simple: We reward you well for effort. Where |
|results and minimize the cost for the company. |possible, we incentivise your work so the more you do the more you get|
|[…] stock ownership and profit sharing were a big part of one’s |paid. […] We offer an excellent share option scheme, which ultimately |
|compensation package at People Express.[31] |allows you to own a piece of the airline and share in its success.[32]|

Where the evolution of the companies differed
|People Express |easyJet |
|If People Express had been so successful largely because of the prices|Those that ever doubted we would be a serious contender were silenced |
|it offered, it lost that advantage […] on January 18, 1985. |as we continued to grow and then in 1998, something happened that |
|American Airlines, [through its computerized reservation system], |would change our business totally -, our sales website, |
|could offer up to 10 different prices for seats on the same |began to take bookings online.[34] |
|flight.[33] | |
|At the top President Hap Pareti left to start his own Presidential |[In 2002,] Stelios [the founder] stood aside as Chairman. Still a |
|Airline […], and Lori Dubose […] left the company at Burr’s |shareholder, he recognised that the talent we had been building in the|
|request.[35] |business could really take things to the next level.[36] |

[1] HBS, p. 18
[2] Cited as HBS, see endnote for complete citation
[3] HBS, p. 12
[4] Precept no. 2, HBS, p. 2.
[5] HBS, p. 4.
[6] HBS, p. 10.
[7] Burr: “We have two parameters at People Express: take care of people; take care of customers. How could you be more free? I tell everyone, “Make all the mistakes you want.” No problem. But just remember, we’re always guided by those precepts.”, HBS, p. 3.
[8] HBS, p. 10.
[9] HBS, p. 14.
[10] HBS, p. 3.
[11] Perrow, 1986.
[12] HBS, p. 11.
[13] HBS, p. 11.
[14] The following sentences sum up the logistical problems as described in the section Customer dissatisfaction: “People’s Distress”, HBS, p. 12.
[15] HBS, p. 12.
[16] HBS, p. 17.
[17] HBS, p. 18.
[18] HBS, p. 18.
[19] HBS, p. 16.
[20] Precept no. 2, HBS, p. 2.
[21] See the appendix for an example of two European air carriers that run on PE’s business model
[22] HBS, p. 2.
[24] HBS, p. 2.
[27] HBS, p. 5.
[29] HBS, p. 10.
[31] HBS, p. 8.
[33] HBS, p. 16.
[35] HBS, p.16

Similar Documents

Free Essay

Project Communications

...Project communication: My first thought is that Janet needs to meet with Downs and Pokorski in a face to face meeting at an operating plant to see and learn how the operation works. After the initial meeting and the development of a mutual understanding of the project concepts, responsibilities and limitations, weekly meeting could be established by telephone to track the progress of the plant and the budget, and to discuss any problems encountered or anticipated during the next week. At critical times and when Clarks feels it necessary either Downs or Pokorski would need to be onsite to assist with technical aspect of the project. Potential communication conflicts: As far as conflicts go I think that there are going to be many from all sides. To my understanding Clark is a sales and marketing person. She would have not been my first choice to lead this project as the technical aspects of construction and assemble of an operational plastics plant are well outside her knowledge and experience set. There may be unknown factors in play as to why she was picked but as that information was not revealed to us, I will just have to point out the obvious problems that I foresee in the near future. From the technical engineer (Downs) I see two major area of concern. First he was beat out for funding and his prototype had been handed over to Clark, this could work to our advantage if he can find the funding within the existing project to incorporate his prototype in the......

Words: 1041 - Pages: 5

Premium Essay

Communication Project

...------------------------------------------------- Project/Company Name Communication Plan Overview The purpose of a Communications Plan is to document the key elements of a communications strategy, including: * Frequency (Schedule) * Method of Delivery * Recipients * Format * Owner Effective communication can be: * Formal or Informal * Verbal or Written * Periodic or As Needed Elements to Include in the Communication Plan The format of a Communication plan can vary, but they should include the following types of information: VERBAL COMMUNICATION | WHAT | WHEN | WHERE | OWNER | ATTENDEES | Type of Meeting | FrequencyDayTime | Meeting Location | Meeting Owner | Project Team Members (it is good to identify them by role or title if possible) | WRITTEN COMMUNICATION | WHAT | WHEN | METHOD OF DELIVERY | SENDER | RECEIVER | Type of Communication | FrequencyDay (if applicable) | Electronic?Paper? | Person or Group responsible for sending | Person or Group who receives the information | Example Of A Communication Plan: This document outlines the plan of communication for the XYZ Project Team. WHAT | WHEN | WHERE | OWNER | ATTENDEES | Status Meeting | Every 2 weeksMonday10-noon | 28G1 | Project Manager | Project Team | Called Meetings | As Needed | TBD | Person who calls & leads meeting | To Be Determined | WRITTEN COMMUNICATION | WHAT | DUE WHEN | METHOD OF DELIVERY | SENDER | RECEIVER...

Words: 265 - Pages: 2

Premium Essay

Ct Communications Project

...York Subway Communications System There are hundreds, if not millions, of failed projects for one reason or another (or a combination of reasons). The biggest thing would be organization or communication between those handling the project and those affected by the project. Politics play a part many times over and having those pushing for change, regardless of feasibility tend to overpower common sense. Case in point, the communication issues between the police officers working in the subways and the police officers working above the subways. Stated simply, the methods were incompatible those above could not communicate with those below. Logic states this is a huge issue considering the possibilities for emergencies and the inability to communicate between the needed services. It proved to be a hugely tragic issue during 9/11 when there was a breakdown in communication between fire and police. Early in the 1990s the police started working on plans to solve this issue. Two firms were hired to create a new communication system that would allow law enforcement to communicate across departments and between the subway and above ground people. Early in this project it was brought up, extensively, that interference would be a huge issue if the frequencies of VHF and UHF were just shared. Unfortunately, even after $140 million was spent, the interference was still an issue. The project was then terminated at that time. The stakeholders of this particular project involved......

Words: 708 - Pages: 3

Premium Essay

Communication Plan Project

...Ruben Santos Project Management Project- Communication plan A well planned project has a well planned Communication strategy. “Effective and frequent personal communication is crucial to keep the project moving, identify potential problems, solicit suggestions for improving project performance, keep abreast of whether the customer is satisfied, and avoid surprises.” (Gido & Clements, 2006). This statement could not be more fitting for the type of project my team is undertaking. Project communication is crucial to effectively organize process and finalize any project. Project communication can include; oral communication, written communication, such as memos or external letters to clients/customers, project reports, project progress reports and project meetings. An initial meeting with the Director of the showcase cinema has been set for 5/6/2015/. An Agenda has been created to facilitate the initial communication with the Director (please see below): |Project Review | |Initial meeting with Jonh Dimarzo | |May 6th, 2015 | | | |Agenda ...

Words: 548 - Pages: 3

Premium Essay

Project Information and Communication

...Project information and communication A small consulting company has been contracted to project manage a large research and development project which includes contractors spread over 10 locations. The key stakeholders to the project include the authorising agent which is a national government department, the client which is an agency acting on behalf of the department and seven main groups of consumer/ industry bodies that will have a vested interest in different parts of the final product, but all of whom want to be included in information about project progress. 1. What will be the main communications issues to be addressed? The main communication issues to be addressed will be: Location With 10 different locations, some could be interstate, communication takes on a whole new level. The cost of travelling for face to face meetings could make it more difficult and blow the project budget out. The communications plan would need to address the different types of communication that will be required throughout the project and how this will be communicated given the diversity of the locations and the potential cost involved. Push and Pull communication may be used more but the disadvantages of this communication would have to be taken into consideration e.g lack of non verbal cues, lack of networking, lack of personal touch and the increased chance of miscommunication. Type of information and when to produce the information The different departments will have their own......

Words: 970 - Pages: 4

Free Essay

Communications Project

...knowledge in the media, and poor media oversight. The media is undoubtedly important and there is extensive evidence that it both reflects and shapes society and individuals in both positive and negative ways. The issue of control and ownership of the media, and the extent to which this affects society, remain problematic and predominately white male media ownership. According to the article (Media Stereotyping, 2010) “media stereotypes are inevitable, especially in the advertising, entertainment and news industries, which need as wide an audience as possible to quickly understand information.” The passage of the Telecommunications Act is to let anyone enter into any communications business and let any communications businesses compete in any market against any other (Commission, 2008). The Federal Communications Commission (FCC) needs to be governed and amendments to the Telecommunications Act need to be revised to incorporate new standards. Employment opportunities are down for both...

Words: 3206 - Pages: 13

Premium Essay

Communication Plan for Huntsville Project Plant

...Huntsville Plant Communication Plan The communication plan is an important document for any undertaking. In any relationship, communication is key to its success. When one or more members are not involved in the process, problems begin to form. It may be as simple as a paint scheme, extending a floor several feet more, or can be a major change, such as a site change or requesting more material and labor. The biggest thing that the communication plan brings to a project team is providing a plan in which to mitigate problems and execute the project in the same manner as it is drawn up, thereby ensuring that everyone involved is on the same page. The project communication also outlines the level of involvement in which each person must communicate. As we discussed, communication involves a sender, a medium, and a receiver. For each specific event that we have outlined in our communication plan, there is a plan that clearly defines who the sender is, what medium to transmit that information, and the recipients. The different levels of communication change as the significant impact to the project as a whole will be different. For example, the daily meetings can be done through a teleconference, with all members actively being there and participating. This could be equated to the morning breakfast that you would have with your family. Pleasantries aside, this keeps all members of the team involved and aware of what is going on from a day to day basis. The meeting with......

Words: 333 - Pages: 2

Premium Essay

Research Communication Project

...Isaac Guajardo J. Floerke Interpersonal Communications 6 February 2014 What Women Want: An Analysis of Female Attraction Mechanisms Among the many clichés that exist in our modern day culture, one that has not lost its relevance among Westerners is the saying that goes, “Women do not really know what they want in a romantic partner.” Although this is obviously not a statement of fact, for many people—especially those who consider women romantically attractive (specifically men), the question continues to be, “What do women really want in a partner?” or “What do women find attractive?” When it comes to answering either of these questions there is no one solution that fits all, as no two women are identically the same. However, there are some basic principles that can be drawn out to determine what attracts women to men. Although the task of discovering what sparks the interest of women in men is sometimes not easy, there are a few general guidelines that can backed up scientifically and culturally to identify the common attractions that women have for men. Such guidelines are perhaps dominant or recessive in different circumstances, but they do tend to be expressed throughout interpersonal relationships that women and men have. In analyzing the gender and biological differences that women and men have, there emerges a pattern which expresses some general guidelines for what women find attractive in men. One of the main factors that contribute to the attraction......

Words: 1602 - Pages: 7

Premium Essay

Project Management Communication Plan

...Communication plan Internal communication 1.1 Regular meeting The project team will hold regular meeting throughout the project development period in order to improve the communication between project team members. |Type |Attendee |Frequency of meeting |Purpose |Meeting leader | |Management |All managers |Weekly |Ensuring the proper progress of the |Project manager | |meeting | | |project and resolving possible problem | | | | | |related with the project. | | |Departmental |All members of the |Weekly |Ensuring the proper progress of the |Department manager | |meeting |department | |work of the department and resolving | | | | | |problems faced. | | 1.2 Project report All department managers will deliver work report regularly to present the outcome of their works to ensure the proper quality and progress of the work of all departments. |Type |Reporter |Purpose |Frequency of the report | |Project progress report ......

Words: 738 - Pages: 3

Premium Essay

Ways to Assure "Breadth of Communication" in a Project

...List several ways to assure "breadth of communication" in a project. Ways to assure "breadth of communication" in a project: 1. Identify project stockholders and plan to communicate with stakeholders 2. Develop Basic communication skills in project team like listening, speaking, asking question and providing feedback. 3. Improve Clarity and Brevity in project communications 4. Improve cross organizational Communication 5. Conduct regular project team meetings 6. Use communication technology 7. Use formal communication like work performance reporting and briefings in project team 8. Develop unformal communications like ad-hoc discussions and socialization 9. Use information management systems 10. Prepare project communication plan 11. Determine communication model and method for the project 12. Develop official communication with publishing documentation, newsletters, annual reports 13. Build War Room to develop communication and collaboration between project team and stakeholders 14. Develop external communication with customers, vendors, other projects and organizations Do you think "socialization" off the job helps or hinders this process? Explain Socialization and social networking help the project managers to broad communication and achieve their goals. Socialization with stakeholders and top managers gives the project managers this opportunity to recognize their objectives better and to discuss project problems in an unformal manner and achieve their......

Words: 255 - Pages: 2

Premium Essay

The Importance of Project Cost & Communication Management

...Research Proposal: The Importance of Project Cost & Communication Management Project Management in general is based on the methodology of the triple constraint. Where the effective management of time, cost and scope/quality can define the success of a project. It is generally expected that the number one concern for project managers is to manage the triple constraint. Although, project managers used the triple constraint to evaluate and balance these competing demands in a project, it also became a measurement of project success. With today’s marketplace and the complexities they bring the triple constraint is not enough to properly define when a project was actually successful. There is evidence where projects have been delivered on time, within budget and meeting all project specification and still not perceived as successful by the stakeholders. The reasoning behind these results is that there are obviously other criteria just as important as the triple constraint to truly classify a project as successful. How to identify project success Identifying the success of a project is not based solely on whether the project was completed on time, there are other factors to measure. Learning from failed projects is also a critical part of creating success in the overall results. Projects can be evaluated in a manner that works for the industry or business the evaluation is being conducted for. This process is not rigid in essence, it may include things such as online......

Words: 2791 - Pages: 12

Premium Essay

Essay on the Importance of Communication in Project Management

...of work and based on my past experience in the project management field, communication is an important aspect of any project. So far into the online master’s programme, the importance of communication has been emphasized by the institution and by the comprehensibility of the need for it. Given the online nature of the Masters programme, the need to constantly and effectively communicate is paramount because communication is like the cord that connects the participants in the absence of a traditional meeting place such as a physical classroom. Through communication, the global community is not just expanding but is fast becoming one global community. Effective communication is a current trend in my current field of work. As an entrepreneur and production manager in my establishment, I receive orders from clients and have to ensure they are delivered them on time, within budget and according to specifications. To do this, I have to ensure that the client’s objectives/requirements are clearly communicated. Maintaining active communication between the supply-chain, production team and the client has been critical to successful deliveries in my business. I also manage contracts which translate into mini projects which like every other project, have to meet the client’s requirements. I need project management skills to keep focused on client needs in order to deliver their objectives. How does communication relate to how projects are managed? The findings of the Standish......

Words: 814 - Pages: 4

Premium Essay

Devry Course Project Communications Plan

...Open House Communications Plan A General Information Prepared By: Helen Harley Date: 21 June 2013 Authorized by: Helen Harley Project Description Open house for a women’s recovery (halfway) house that provides education and treatment for substance abusers. B Stakeholder List All stakeholders are located in the same geographical locations. Stakeholder Name / Title | Project Role | Helen Harley/Administrator, PM | She will manage the entire project from start to finish. Helen will coordinate with the community and officials, gather, sort, and prepare information for the project. She will be responsible for the allocation and approval of all resources. | LaTonya Paige/Admin. Asst. | LaTonya will be responsible for purchasing and picking up all supplies for the project. She will assist Helen in any necessary capacity. | Teena Young/Admin. Aide | Teena will design flyers, organize and manage the Flyer Team. She will assist in planning the menu and selecting the caterer. | Lois Moses/Admin. Aide | Lois will be responsible for ordering and picking up the flyers and signs and brochures. She will assist in planning the menu and selecting the caterer. | Volunteers/Flyer Team | The volunteers will be responsible for distributing flyers and erecting signs for the project. They will run errands and assist the staff where appropriate. | C Communications What Information | Target Audience | When? | Method of Communication | Provider | Milestone Report | Staff and Project......

Words: 322 - Pages: 2

Premium Essay

The Role of Effective Communication in Information Technology Projects

...The role of effective communication in the managing of Information technology projects Project Management III (IS3A) – Communication Assignment 2 Bradley Isaacs (197019226) Dr Pineteh August 2010 The role of effective communication in the managing of Information technology projects Project Management III (IS3A) – Communication Assignment 2 Bradley Isaacs (197019226) Dr Pineteh August 2010 ------------------------------------------------- Table of contents Abstract 3 Introduction 3 Management of conflict 5 Management of meetings 6 Dissemination of project briefs 8 Team dynamics 10 Conclusion 11 Reference list 12 Abstract Communication forms the communal aspect of managing information technology projects. The effectiveness of this facet can be the determinative factor for many project successes therefore a failure to communicate effective is often the greatest threat to the positive outcome of the project. This paper identifies and discusses aspects that play a pivotal role when communicating in an information technology project environment. Key aspects discussed include the implications for team dynamics, management of conflict and dissemination of project briefs. The management of meeting and how this can promote team dynamics in a project team. Introduction From the beginning of an information technology project, up to the completion thereof, various important......

Words: 2673 - Pages: 11

Premium Essay

Effect of a Virtual Project Team Environment on Communication-Related Project Risk International Journal of Project Management 28 (2010) 422–427 Effect of a virtual project team environment on communication-related project risk April H. Reed *, Linda V. Knight 1 Department of Management Information Systems, College of Business, East Carolina University, United States College of Computing and Digital Media, DePaul University, United States Received 25 March 2009; received in revised form 13 July 2009; accepted 4 August 2009 Abstract Over 150 Information Technology practitioners participated in a study of differences in communication risk between traditional project teams and those that operate virtually, with some team members physically remote. Contrary to prior research, results indicate the level of risk from inadequate communication is not significantly greater when team members are not grouped in one location. Further, despite increased dependence of virtual teams on technology for communication, there was no evidence of significantly more project risk due to technological failure. However, virtual team projects exhibited notably more risk due to insufficient knowledge transfer. A plausible explanation is decreased implicit or informal knowledge transfer in virtual environments. We conclude that the possibility of insufficient knowledge transfer should be included in virtual project risk management plans, and consideration should be given in such projects to the extent to which knowledge that is......

Words: 4167 - Pages: 17