Communication Strategy in Projects : High Technology Sector Viewpoint
Alatalo, Ulla (2012)
Lataukset:
Alatalo, Ulla
Hämeen ammattikorkeakoulu
2012
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2012060812235
https://urn.fi/URN:NBN:fi:amk-2012060812235
Tiivistelmä
The thesis focuses on high technology product developments projects and their communication. The key idea is to define special features of project management in communication and utilise those in building communication strategy for projects. Reviewed literature emphasizes project management. Other theoretical fields of study are: communication process, communication strategy, project communication management and subcontracting in respect to communication.
The research questions have been defined as: 1) What are special features of communication in high technology project management? 2) What kind of communication strategy is most efficient in projects? 3) How can com-munication strategy execution be followed up in projects?
In order to find out the answer to research questions it was necessary to define the process of communication, to define special features of project communication, to define what kind of strategy works best in projects and to define how to measure and improve execution of communication strategy in projects.
Utilised methodology is qualitative research where interviews have been chosen as a method to examine the different aspects of project environment, communication practices and best practices.
The most notable special features of project environment are the continuous changes, schedule pressure and teams of specialized expertise. Environment = [Uncertainty + Unique Expertise] x Speed (Chin 2003, 3). Project communication is highly affected by the utilized data management tools where Program Management Office or company management are responsible for the decisions. For a subcontracting company the tools and communication processes should follow the customers’ requirements and practices if the key stakeholders are company internal the communication can be more unofficial.
The research questions have been defined as: 1) What are special features of communication in high technology project management? 2) What kind of communication strategy is most efficient in projects? 3) How can com-munication strategy execution be followed up in projects?
In order to find out the answer to research questions it was necessary to define the process of communication, to define special features of project communication, to define what kind of strategy works best in projects and to define how to measure and improve execution of communication strategy in projects.
Utilised methodology is qualitative research where interviews have been chosen as a method to examine the different aspects of project environment, communication practices and best practices.
The most notable special features of project environment are the continuous changes, schedule pressure and teams of specialized expertise. Environment = [Uncertainty + Unique Expertise] x Speed (Chin 2003, 3). Project communication is highly affected by the utilized data management tools where Program Management Office or company management are responsible for the decisions. For a subcontracting company the tools and communication processes should follow the customers’ requirements and practices if the key stakeholders are company internal the communication can be more unofficial.