INTRODUCTION:

Project communication is recognised as the effective and prompt distribution of vital project information. Zulch (2014) argues that communication is not limited to the mere exchange of messages, but rather acts as the fundamental basis upon which project managers construct a project. The consensus among experts is that inadequate communication poses the most significant risk to the achievement of project objectives. Communication challenges frequently give rise to problems in other knowledge domains, such as imprecise scope or unrealistic timelines. Hence, it is imperative for project managers and their teams to prioritise efficient communication, especially when interacting with higher management and other essential stakeholders.

The discipline of project management is constantly developing, resulting in a wide range of specialised vocabulary. Interactions between a project manager or specialist and personnel who have little understanding or are unfamiliar with the project might result in conflicts as the project advances. As a result, there may be an increase in the distance or disconnect between project participants, stakeholders, and project management (Elving, 2005).

The communication difficulties between professionals in an organisation and project teams sometimes arise from differences in project execution and other factors such as experience and competence. These issues can be efficiently resolved by explicit communication (Figure 1). Effective project management is essential for accomplishing organisational goals in today's business landscape. To achieve organisational objectives, it is imperative that all managerial activities, including excellent project management, are effectively carried out. Organisations can maintain the progress of innovative initiatives in the face of changing market conditions by implementing efficient project management. Nevertheless, in the absence of effective project communication, there is little proof to indicate that project management activities inside organisations can adjust to a consistently evolving environment (Gorse and Emmitt, 2007; Rakumar, 2010).

Figure 1: Art of Communication in Project Management (Rakumar, 2010)

As project management evolves and projects become more global, project managers must improve their communication abilities to ensure project success. This research study emphasises the significance of communication and its effect on project management. It analyses projects in a variety of contexts, including organisational and building projects, and explains the importance of communication in project management. Organisations and organisations try to meet all project criteria. As a result, the notion of sources of influence and project success criteria has arisen, which assists global projects in meeting varied stakeholder expectations (Laursen and Svejvig, 2016). Organisations are increasingly implementing project development methodologies to meet stakeholder expectations. In such cases, project managers must assess the effectiveness of team interactions in moving the project along its stages and processes.

Global professionals have done substantial research to improve project management strategies. However, heightened competition among team members frequently leads to conflict. Organisations face pressure to improve their performance and competitiveness (Hafiza et al., 2011). This pressure creates several issues, including the need to attract and retain qualified workers, as well as encourage effective teamwork and leadership through communication. As a result, project management is a critical component of business operations.

In today's global landscape, project management is critical because every organisation is working on a project, and the required skill sets are more diversified than ever. Project management is described as a short-term endeavour aimed at creating a distinctive product or service (PMI, 1996). However, Craig (2016) and Craig (1999) contend that, unlike other management issues such as culture or leadership, communication lacks a clear framework.

As project performance is strongly dependent on its communication network, this tool is becoming increasingly vital and is projected to be central to all management operations in the near future. According to Xiao-Li et al. (2013), elements such as project structure, communication medium, communication frequency, context, and stakeholder relationships all contribute to project communication efficacy. This was seen in various medium- to large-scale projects in Saudi Arabia between 2005 and 2006. For example, a major building project was underway in Saudi Arabia, with the key client in talks with a Hong Kong business (Assaf and Al-Hejji, 2006). Furthermore, as the number of public projects grows, maintaining communication with project stakeholders becomes increasingly vital for public sector project-based organisations (Mahura and Birollo, 2021; Rosacker and Rosacker, 2010).

The goal of this study is to investigate communication theories, assess the impact of both face-to-face and electronic communication on projects, determine the significance of feedback in communication, and comprehend the repercussions of inefficient interactive and nonverbal communication. The paper seeks to:

1. To explore communication literature in the twenty-first century by analyzing communication theories and project management.

2. To examine communication in multicultural projects and to demonstrate the relationship between the two.

3. To demonstrate the impact and influence of feedback on communication in global projects from examples drawn from literature and case studies.

4. To give recommendations from draw conclusions regarding the issues of communication and the impact on project management based on a review of the literature and an evaluation of research.

LITERATURE REVIEW:

Project management is defined by Darwish (2017) as the application of expertise, experience, information, and planning to meet or exceed stakeholder goals. Initiation, planning, execution, and closing are the four main steps that make up the process. Each phase of a project must be completed on schedule and effectively for the project to be considered a success. So, in order to complete a project, good project management is required. This is particularly true in the construction industry, where these procedures are crucial.

Project delays in Iran can be attributed to a number of issues, including poor planning and management, faulty contract administration, and a lack of communication between all stakeholders (Khoshgoftar et al., 2010). Dedication issues, inadequate site administration and management, and bad communication between stakeholders are major causes of these delays, as noted by Rafieizonooz et al. (2015). Poor scheduling, a lack of qualified workers, and inadequate planning are common causes of project failure in Morocco (Bajjou and Chafi, 2020). Also, according to Doloi et al. (2012), there are a lot of reasons why project goals in India don't get met. These include things like poor contracts, low labour efficiency, poor communication, outdated or insufficient building technologies, a lack of safety measures, and insufficient contractor motivation.

Early communication ideas by Dance (1970) opposes a single definition. Communication has been debated academically. Communication definitions have been debated for years. To avoid ambiguity, Dance (1970) defined communication as a "family" of interconnected concepts. Information decoding is communication. Effective communication informs the target recipient, according to Bowen and Edwards (1996). Communication involves highlighting the importance of information, according to Bowen and Edward (1996). This is what they mean by "communication." Saudi Arabian researchers Assaf and Al-Hejji (2006) discovered that good communication needed mutual understanding. Project management experts see communication within project's as it "lifeblood" since it's crucial to its success.

According to Oyekunle et al., 2023, conflict can have a detrimental impact on the process, resulting in decreased levels of productivity and effectiveness at the organization. Because communication is a soft talent that can be learnt and improved upon, project managers should work on developing their communication abilities in order to avoid situations like this. This ensures that there is effective coordination, that all stakeholders are informed of issues, and that there is a reduction in conflict.

Orangi et al. (2011) found that client-project team interactions, design changes/errors, and contractor-designer communication gaps were the primary reasons for pipeline project delays in Australia. Several studies have shed light on the causes of project delays in Malaysia's construction industry (Abdul Kadir et al., 2005; Sambasivan and Soon, 2007; Alaghbari et al., 2007; Hamzah et al., 2012; Yap et al., 2019). Factors such as changes to orders, contractor knowledge, difficulties with finances and coordination, efficiency of labour, poor scheduling and planning, and a lack of communication among project members all play a role in these problems.

We recognise the utmost importance of understanding the communication preferences of both individuals and organisations. Personality traits often have a significant impact on communication techniques. An individual with a heightened sense of perception tends to favour explicit and comprehensive instructions that are presented in a sequential and methodical manner. Conversely, a one with intuitive tendencies tends to prioritise understanding the overall perspective. Individuals who possess great cognitive abilities strive to understand the rationality underlying knowledge, whereas individuals who possess strong emotional intelligence strive to understand the impact of the information on themselves and others. An individual with a perceiving personality type necessitates greater support in formulating and executing plans compared to an individual with a prudent personality type, who can adhere to deadlines with minimal prompts. This preconception enhances understanding by highlighting what is known from a cognitive perspective rather than from personal experience regarding the universe (Ormston et al., 2014; Greckhamer and Cilesiz, 2022).

Schahaf (2008) claims that standardised methods in IT projects have emerged as a consequence of technological advancements. Miscommunication is a major obstacle to effectively coordinating project teams, and it has only become worse as a result of globalisation. Electronic communication, which is crucial for initiatives involving virtual teams, requires electricity. It follows that system failures or power outages can cause tension on the project team and lead to arguments. Projects involving software-enhanced team communication are the focus of Sarker and Sahay (2003). This supports what Maynard and Gilson (2013) have said about the importance of online communication as a key component of virtual cooperation.

METHODOLOGY:

This study mostly employs qualitative research methodologies and examines secondary data from the viewpoints of researchers about the subject of "communication" concerning project management throughout the last two decades. The secondary data was analyzed by examining the perspectives of different authors about the study topic. The journals were scrutinized for hypotheses and propositions that used "specific data analysis" to bolster the theory and augment its pertinence to the reader. According to Strauss and Corbin (2008), specific coding refers to the act of elaborating and incorporating novel ideas or concepts to demonstrate to the reader the implications of the theory within the research problem's context. A total of fifty-nine project management publications were examined, sourced from twelve selected journals, for this research. The journals were chosen based on their inclusion of pertinent data and material on "communication" in project management, which aligned with the study's aims. The journals included 12 years, however, the selected journals for study were limited to a duration of 10 years.

A classic illustration of the disastrous repercussions that can arise from poor communication is the failure of projects such as the Persian Gulf Development Project and the AEI Project. Both of these projects were unsuccessful. Tasktop Technologies, a software development company based in Vancouver, Canada, served as a case study for the review into the potential effects of corporate communication culture on project management. Tasktop Technologies, a software development

This research was conducted with the intention of shedding light on how effective communication techniques contribute to the fulfilment of project expectations and the enhancement of organisational success. Within the scope of the study, the communication procedures of Tasktop Technologies were reviewed.

RESULTS:

This article discusses the importance and impact of communication in managing international projects and presents a framework for handling project communications. Various techniques, tools, and procedures, logically interconnected, are necessary for effective project management communication. The article analyses literature on the success criteria for global project management, with a focus on communication-related issues, the modern concept of global communication, and the challenges it presents. To minimise misunderstandings in global projects, it is crucial to conduct key communication activities across cultural boundaries. According to the research's findings, the project communication life cycle includes stages like project initiation, planning, execution, monitoring, and formal closure (Figure 2).

Figure 2: Framework for project communication (Bobby, 2022), (Chbaly et al., 2021)

The importance and impact of communication in project management can be effectively managed through the following communication cycles:

1. Initiating project communication,

2. Planning project communication,

3. Implementing project communication,

4. Controlling project communication,

5. Administratively closing project communication.

Initiating project communication:

The initialization of project communication involves creating a communication strategy and setting up the organisational structure for project communication. In this context, the communication strategy aims to streamline the distribution of data within the project. A well-crafted communication plan can give you more control over your project work. It outlines all aspects of the project, emphasises preparedness, and includes all stakeholders. The project manager, in collaboration with the project promoter and the project team leader (if one exists), is responsible for creating the communication strategy.

The communication strategy should include the following elements:

1. Environmental Analysis: Identify external opportunities and threats as well as the project's strengths and weaknesses. This involves evaluating the communication trajectory in past projects, the effectiveness of communication in these projects, and perceptions of communication.

2. Communication Goals: Define the overall communication goal for the project which should be SMART: Specific, Measurable, Achievable, Relevant, Time-bound) and its sub-goals.

3. Stakeholders: Enumerate all internal and external stakeholders engaged in project communication. This encompasses several individuals and entities involved in the project, such as the executive director, project manager, project team leader, project team members, quality department, collaborators (such as the accountant), key user (customer), principal contractor, and other stakeholders (such as banks, offices, neighbours, and experts).

4. Communication Channel: Establish which communication mdoel, techniques, resources, and systems of support, such as Galle's Model of Communication or Shannon and Weaver's Model that will be employed throughout the project.

5. Information Format: Decide on the content and processing of the project information.

6. Communication Rules and Principles: Establish the project ethos, stakeholders, expectations for how and when they should be informed, the methods and tools that will be used, the timeline for delivering information, the necessary knowledge and skills, and how all project communications will be monitored and stored.

7. Project Communication Resources: Develop a project management budget and a system for sharing and disseminating information within the context of the strategy. Planning, development, and providing are all necessary components of effective communication, which is a skill that can be learnt. Project managers are able to have a greater degree of control over the project at hand provided there's an efficient communication system in place. Effective communication helps eliminate ambiguity, emphasizes planning, and includes all project stakeholders. Planning project communication. The organizational structure for project communication is not meant to restructure the project’s operations. Instead, it represents the organizational structure of project communication within the existing structures that have established the projects. This encompasses both formal and informal modes of communication, as well as various levels of communication such as vertical, horizontal, and diagonal. The flat organisational structure is commonly favoured in project management because of its greater flexibility in comparison to a hierarchical framework. This enables the investigation and application of novel communication pathways.

Project communication planning is a crucial part of the planning process. Despite its importance, only about a quarter of those involved in a project pay attention to it. The success of project communications and the achievement of the desired goals heavily rely on thorough planning. The project communication management plan is a product of the planning phase of the project communication process. It serves as a tool for executing the project’s communication strategy and answers questions about the specifics of the message, the frequency and timing of information requirements, who is responsible for communicating knowledge to whom, and the method of data transmission. Effective project communication planning involves stakeholder analysis, identification of communication methods, tools, support, and content of communication.

Implementing project communication:

The project communication implementation requires the specification of information sharing and delivery techniques, as well as the maintenance of communication skills. Maintaining communication skills is crucial to ensure the efficiency of the project implementation communication process. We can use information sharing and distribution systems to collect, store, analyse, and disseminate project-related data. All project participants should have easy access to project information. Developing a unique platform for the project is an effective approach. You can assign any important project information to an internal or external stakeholder by using this channel and sending all deliverables to the project manager..

Controlling Project Communication:

Managing project communications is crucial for efficient project management. The process include monitoring and evaluating if project communication is in line with the proposed project communication management approach. The purpose of this control is to assess the effectiveness of the procedures and technology employed for project communication management. Finding and resolving project communication or other irregularities is one stage of this control procedure. As corrective action, modifications to communication plans, improvements to channels of communication, or further training for project team members could be implemented. out. Basic ideas of document control are defined in the ISO 9001 standard, and internal rules of many businesses follow these guidelines. Projects cannot start until stakeholders agree on how document control standards should be used. Document control standards are defined by each organisation, however occasionally investors and project sponsors do.

Administratively closing project communication:

Effective administrative closure of project communication requires the establishment of document control measures. Document control involves managing and organising various documents produced throughout the project's life cycle, such as text documents, spreadsheets, images, audio files, and other media. What should be included in project document control:

For easy referencing and tracking, all documents should be assigned a distinct identification number or code. The identity must be consistent and clear at all times. There is a lot of iteration and updating of documentation in project work. Having a version control system in place is crucial for several reasons, including keeping everyone on the same page, keeping track of who made edits, and reducing the likelihood of misunderstandings. There has to be a designated creator or owner of every document. This makes it easier to decide who to ask for document changes, clarifications, or further information from. It is critical to have a well defined procedure for document approval. This entails designating roles for individuals with the authority to review and approve papers. In order for the documents to be authorised, they must meet the quality requirements and project goals. Include details on how key individuals got the documents. Making sure the correct people or groups have access to shared documents requires settling on a system or set of rules for doing so.

Determining the required retention period for project documents, taking into consideration organisational, legal, and regulatory mandates. After a project is closed or completed, it must be decided how to archive the documents. Historical material can be easily retrieved in the future with the help of archiving. Learn as much as you can about keeping project papers secure and private, particularly if they include personal information. As directed by the organization's regulations, implement security measures such as password protection, encryption, and access limitations. Administrative project communication can be successfully ended by implementing stringent document control measures. Project documentation will be managed, organised, and made accessible in a way that supports knowledge transfer, future reference, and compliance needs. However, with international ventures, there can be substantial communication hurdles.

Specific Communication Challenges in Global Projects:

Diverse cultural norms, values, and communication styles can lead to misunderstandings. Non-verbal cues, such as body language and gestures, may have different interpretations across cultures. Also, Varied linguistic backgrounds among team members may result in language barriers. Misinterpretation of messages, nuances, and technical terms can hinder effective communication. Likewise, Global projects often involve teams located in different time zones. Scheduling synchronous communication, such as meetings or conference calls, becomes challenging, impacting real-time collaboration. Simialrly, Uneven technology infrastructure across different regions can lead to disparities in communication tools and platforms. Access to high-speed internet, video conferencing facilities, and collaborative software may vary. Moreover, Differing organizational structures and hierarchies can affect the flow of communication. In some cultures, team members might be reluctant to express concerns or ideas to superiors. In addition, Building trust and rapport is often easier in face-to-face interactions. Global projects may lack these opportunities, making it challenging to establish strong interpersonal relationships among team members.

Comparison of Communication Models in Global Projects:

Linear Communication Model:

This can be simple and easy to understand. It also ensures a clear sender-message-receiver flow, Howeverm it may not account for feedback loops and lack adaptability in complex global settings.

Interactive Communication Model:

The interactice model of communication therefore would suggest that a feedback which is considered a two way feedback of communuication is Suitable for addressing questions and concerns. It therefore may involved that active participation from all parties, which may be challenging in global teams due to time zones.

Transactional Communication Model

In this type of model of communication, it stress the need for mutual understanding and shared meaning to ensure an effective for building of relationships. The likely disavtange of this could be that it requires a certain level of trust, which might be harder to establish in global teams.

Cultural Dimensions Model (Hofstede's Cultural Dimensions)

Even though a high-level business strategy and structure had been established, the members of the project team presented the project scope in a manner that was badly inadequate. According to Ndiritu and Lynn (2003), the concept of High-Power Distance, which was first defined by Hofstede, has a substantial impact on the cultural norms and values that are common in African countries. This is the conclusion reached by the authors after reviewing the research conducted by Hofstede. This provides insights into cultural differences affecting communication. One of it weakness could then be the aspect of generalise cultures; individual variations within cultures may be overlooked.

Technology-Driven Communication Models

This use of technology contributes to the facilitation of real-time collaboration. It also has the limitations imposed by the geographical location. Dependence on technology; delays or interruptions in communication may occur as a result of concerns such as network problems. The reasoning remains valid for the study undertaken by Maynard and Gilson (2013). When software malfunctions, it is typical for teams to experience a sense of isolation and struggle to communicate efficiently. Consequently, there can be misinterpretations regarding the jurisdiction of responsibilities, potentially leading to conflicts. To ensure the overall success of initiatives including the application of information technology, it is crucial to utilise the available technologies effectively. The task of establishing an appropriate environment to initiate a project might be further complicated by significant obstacles, such as an overwhelming influx of emails and procedural requirements that can cause delays in responding.

Agile Communication Model

Individuals that are extremely adaptable to change are encouraged to use the Aigle technique of communication. Encourages communication that is both open and frequent. The implementation of this change necessitates a shift in culture and may encounter opposition from hierarchical or traditional organisations. The comparisons that have been made show the reality that every communication model has both strengths and disadvantages, and the effectiveness of a model is dependent on a variety of aspects. These elements include the nature of the global project, the cultural diversity that exists, and the technological infrastructure that is accessible. This demonstrates the need of employing efficient communication strategies in order to fulfil the requirements of a project and improve the overall success of an organisation. The ability to communicate effectively is essential in project management, particularly for activities such as the planning of projects, the management of resources, and the dissemination of strategies. It is necessary for the entire team to have access to full communication capabilities in order to guarantee efficient and timely communication, as well as to facilitate collaboration, coordination, and decision-making throughout the entirety of the project lifetime.

CONCLUSION:

By offering unique insights and perspectives, the study makes a valuable contribution to the field of project management and communication within global projects. Here are some specific ways in which the research offers fundamental perspectives.

The article examines specific communication challenges faced in global projects, offering a nuanced understanding of issues such as cultural barriers, language differences, and time zone disparities. This in-depth exploration adds richness to the existing literature by providing practical insights into mitigating these challenges. The introduction of communication cycles—initiating, planning, implementing, controlling, and administratively closing—provides a structured framework for managing project communication. This novel approach adds a practical dimension to the field, offering a systematic method for project managers to navigate the complexities of global communication.

The examined literature and case studies demonstrate that the integration of multicultural project communication is crucial. The article goes beyond a generic discussion of global projects and integrates the concept of multicultural project communication. By recognising and addressing cultural nuances, the research offers a fresh perspective on how cultural diversity influences communication strategies and project outcomes. A proposed validation of a comprehensive framework for project communication not only emphasises the importance of effective communication but also provides a comprehensive guide. The inclusion of elements such as environmental analysis, communication goals, and communication channel strategies contributes to a holistic view, offering practitioners a robust tool for practical application.

The standard recognizes the need for alignment with global project success criteria. This alignment is crucial, as it establishes a clear connection between effective communication and project success. This unique approach contributes to the understanding of how communication impacts broader project outcomes. Integration of Technology and Document Control: Acknowledging the role of technology and document control in global projects, the article provides contemporary insights. By recognising the impact of technology on communication and advocating for rigorous document control measures, the research acknowledges the evolving landscape of global project management.

RECOMMENDATION:

The article concludes with practical recommendations for high-performance organisations involved in global projects. This forward-looking aspect adds a prescriptive dimension, offering insights into how organisations can adapt and thrive in the ever-changing global project environment.

This study suggests that high-performance organisations in global projects should continue to recognize and effectively use standardized communication practices. Additionally, the organization must ensure that project management terms are translated into a language that each team can understand. Acknowledging the importance of communication helps high-performance organisations maintain their performance and project success.

The project manager plays a crucial role in the success of a project. They plan and direct the organization's project team, monitor each task and the overall progress of the project, and take corrective action as needed. Therefore, organisations need to recognize the importance of project management, including project management communications.

The unique contribution of this paper lies in its ability to not only identify communication challenges in global projects but also to emphasize the need for a comprehensive and actionable framework for addressing these challenges.

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Received on 08.12.2023 Modified on 25.01.2024

Asian Journal of Management. 2024;15(2):85-92.

DOI: 10.52711/2321-5763.2024.00015