Adopting Communications Management Practices in Project Management: A Preliminary Study in Bogotá, Colombia

Adopting Communications Management Practices in Project Management: A Preliminary Study in Bogotá, Colombia

Jazmín Galvis-Ardila (Universidad EAN, Colombia), Lenin Valencia Anduquia (Universidad EAN, Colombia) and H. Mauricio Diez-Silva (Universidad EAN, Colombia)
DOI: 10.4018/978-1-7998-1934-9.ch014

Abstract

This chapter deals with the adoption of communication management practices applied by project managers in Colombia. It has become a priority in project management practices in the past decade, but the research field and knowledge domain has seen limited empirical evidence. Therefore, it verifies the influence of the application of these types of practices against performance indicators obtained in projects. To carry out this preliminary study, leaders of companies from different sectors of Bogota in Colombia were interviewed under a mixed-methods approach. It was verified that the practices currently applied have a low adoption rate, but they are influential for achieving success in project management and highlight the importance of these types of techniques for the performance of the planned work. This study aims to generate the option of applying unconventional approaches to manage communication in projects that allow for improving performance rates in companies.
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Background

In the specific field of communications management and project management contexts, there is insufficient empirical evidence found dealing with the application of projectized plans (Reith et al., 1995). However, authors such as Mayer (2010), Uribe (2008), Benita (2014), Reybal (2012), agree that the management of communications is the responsibility of the project leader. It is also important that these leaders create communication plans that incorporate technologies and good practices to ensure that the information is delivered on time and to the appropriate audience.

Key Terms in this Chapter

Communication Models: Communication schemes used in a particular way in each organization. You can present formally established models through internal regulations, or informal ones that are valid based on day-to-day life and the effectiveness within the company.

Project Management Methodologies: Comprehensive management system that organizes the processes required to direct the projects in an organization.

Communication Methodologies: In the methodologies, the use of communication protocols based on communication tools are analyzed, so that it can be applied in an organization with particular characteristics.

Project Management: Applies appropriate methods, techniques, and tools to organize the activities of a project, and to achieve its objectives.

Communication: Natural and social process in which at least two actors participate (sender-receiver) and are involved in organizations, which becomes an essential element to achieve organizational efficiency and effectiveness.

Communications Management in Projects: Application of communication methodologies and tools to inform the activities, setbacks and decisions during the execution of a project.

Communication Tools: These are the mediums or channels used to transmit information such as email, memos, billboards, web pages, blogs, press releases, etc.

Project Management Processes: A set of activities that allow to start, plan, control, and close, the life cycle of a project.

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