the current state of project management...
TRANSCRIPT
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 1
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Dr. Brantley, PMP and Dr. Ashlock2016 Project Management Symposium
THE CURRENT STATE OF PROJECT MANAGEMENT COMMUNICATION RESEARCH
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 2
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Research Question:What is the current state of project management communication research?
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 3
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Ninety percent of what a project manager does involve communication.
“In the project environment, the project manager is often the center of communications” (Mersino, 2007)
Why ask this question?
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• Charvat (2003) writes “[c]ommunication is the backbone on any successful project rollout. Without it, projects have conflict, delays, and failure.”
• McManus (2006) lists the following symptoms of poor project management communication: confusion or misunderstanding, duplication of effort, demand or delay, demotivation, inefficiency, and lost opportunity.
Bad Project Communication Is Harmful
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 5
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What Is Being Done OR Could Be Done To Improve Project Management Communication?
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 6
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Phase One:Comprehensive database search for the keyword “communication” (and variants) in the following three journals
Research Methodology (1)
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 7
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Phase Two:All business journals in the Business Source Premier database of EBSCOHost. Compound search term: “communication” and “project management.”Phase Three:All journals in the Communication and Mass Media database of EBSCOHost were searched using the same compound search term.
Research Methodology (2)
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 8
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Phase Four:• 333 articles were retrieved.
• Duplicates, non-peer-reviewed articles, and three foreign-language articles were discarded.
• Leaving 272 peer-reviewed articles to categorize.
Research Methodology (3)
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 9
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Phase Five:
Research Methodology (4)
Reading and Categorizing the Articles
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 10
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Research Methodology (5)Theoretical Perspective
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 11
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The Categories• Category Zero – No or little relevance to the research question.
These are articles that mention communication once or twice at most.
• Category One – Firmly grounded in the functional communication model. No new research in project management communication other than referencing the functional communication model.
• Category Two – Applied a contemporary research technique, method, or perspective to the functional communication model but the purpose was confined to exploring some aspect of the functional communication model.
• Category Three – Introduced a novel project management communication model or critical perspective on project management communication not based in the functional communication model.
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 12
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The Results (1)Category Number of
ArticlesPercentage of Total Articles
Zero 117 43%
One 112 41%
Two 33 12%
Three 10 4%
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 13
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The Results (2)
28
89
41
71
11
22
73
PM Journals Non-PM Journals
Category 0
Category 1
Category 2
Category 3
Category 0 - 48%Category 1 - 38%Category 2 - 12%Category 3 - 2%Total - 185 articles
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 14
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The Results (3) Category 2Research Technique, Method, or Perspective Number of Articles
Actor-Network Theory 2
Complexity Theory 4
Dialogue 6
Diversity 2
Ethnographic Observation 1
Intermediate Objects of Design 1
Knowledge transfer, knowledge management 3
Mental Models 2
New Product Development 1
Project Manager Influence Methods 1
Real options reasoning 1
Social Network Analysis 6
Stakeholder Focus 1
Storytelling 1
Visual Communication 1
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 15
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The Results (4) Category 3 Issue-Based Information Notation to map project meetings Knowledge Overlapping Seminar to demonstrate
communication complexity 4I Model – (intuiting, interpreting, integrating, and
institutionalizing) Ambiguity Acceptance Five System Communication Model that better captures
the social coordinating functions of project management communication
Koskinen’s Social Autopietic System – “meaning is not transmitted in whole from sender to receiver but emerges from the interactions of all members to the communications in a project”
Gender-based project management communication
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 16
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Future Directions for Project Management Communication
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 17
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Practical Tips for Better Project Management CommunicationMultiple routes of communication (verbal, nonverbal,
contextual, and so on)
Ambiguity acceptance
Mental models and perspectives
Emotional Intelligence
Psychological Safety – Google’s Project Aristotle
Embodied cognition – visual communication
Complex responsive processes of relating (co-creating the project reality)
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Dr. Brantley and Dr. AshlockUMD Project Management SymposiumMay 12-13, 2016Slide 18
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Thank you!Dr. Bill Brantley, PMP | [email protected]