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Introduction of Project

This document discusses effective communication and barriers to communication in projects, specifically construction projects. It first defines the key elements of effective communication and its importance in construction projects where communication is crucial. It then categorizes common barriers to communication into verbal, environmental, interpersonal, and emotional barriers based on previous literature. Specific barriers mentioned include lack of face-to-face meetings, unrealistic timelines, and cultural differences. The document also discusses the role of communication management and developing a communication management plan to facilitate effective communication and information sharing throughout a project.

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40 views

Introduction of Project

This document discusses effective communication and barriers to communication in projects, specifically construction projects. It first defines the key elements of effective communication and its importance in construction projects where communication is crucial. It then categorizes common barriers to communication into verbal, environmental, interpersonal, and emotional barriers based on previous literature. Specific barriers mentioned include lack of face-to-face meetings, unrealistic timelines, and cultural differences. The document also discusses the role of communication management and developing a communication management plan to facilitate effective communication and information sharing throughout a project.

Uploaded by

chinedu
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Taleb, H., Ismail, S., Wahab, M.H., Rani, W.N.M.W.M.. and Amat, R.C.

/ Journal of Management, Economics, and Industrial Organization, Vol.1 No.1, 2017, pp.1-8.

Figure 1: Process of communication


Source: Kliem (2007)
Effective communication is to assure the previously mentioned four elements of
the communication process are well-functioned (Van der Walt et al. 1996), the message is well-
understood by the receiver (Talukhaba, Mutunga, and Miruka 2011), and the required needs and
results are eventually met (Norouzi et al. 2015). This is also applicable to the construction industry’s
projects, as it highly depends on the crucial component of effective communication between project
participants (Coughlan and Macredie 2002). Folland (1983) demonstrated that effective
communication is the result of all project participants being aware and efficiently accomplishing
their tasks and responsibilities to meet project goals. Applying active and effective communication
skills by project managers is a well-established manner to overcome issues and tough junctures
during the project. According to Dinsmore and Cabanis-Brewin (2014), it is the project manager’s
responsibility to specify what the messages to be sent properly and to whom, and to interpret these
messages in an understandable language for the receiver are.

Barriers of Communication
Carvalho (2008) declared that the process of communication is simple in understanding.
However, it is a complex and complicated process when it comes to practices. These complications,
in addition to ineffectiveness, give rise to communication barriers. In different types of projects, it is
common that some troubles take place between the project participants during different project
phases, which cause delays and conflicts. These issues can be caused by improper communication
and incorrect exchanged messages. Reports revealed how the lack of communication could affect
the project progression, where it was found that nearly 74% of the problems occurred in the project
were caused by ineffective communication (Komi‐ Sirviö and Tihinen 2005).
Barriers that often interfere within a project were classified by Fox (2001) into four
categories; verbal, environmental, interpersonal and emotional reactions. Therefore, this
categorization is used as a foundation to present communication barriers in literature and according
to several studies, as demonstrated in Table 1.

3
Taleb, H., Ismail, S., Wahab, M.H., Rani, W.N.M.W.M.. and Amat, R.C.
/ Journal of Management, Economics, and Industrial Organization, Vol.1 No.1, 2017, pp.1-8.

Table 1: Barriers to communication


Emotional
Author Verbal Environmental Interpersonal
reactions
Fox (2001) - Speaking fast
- Noise - Anger
- Speaking with slang - Language differences
- Diverse -
- No proper attention - Defective assumptions
interruptions Embarrassment
was given
Casey and - Late replies - Lack of interpersonal
Richardson - Different terms used relationship - Little mutual
(2008) - Absence of - Little feedback trust
language skills
Carvalho - cultural - Sender-receiver
- Individual
(2008) environment relationship
experiences
- Education
Dinsmore - No evaluation prior
and Cabanis- to response
- Cultural bias
Brewin - Communication
(2014) tone
- Lack of feedback
Carvalho - Inappropriate - Knowledge differences
(2008) communication - Not enough - Lack of trust
venue information sharing

In terms of projects, Fox (2001) listed the lack of face-to-face meetings as one of the major
communication obstructions, in addition to depending on the formal methods while not performing
enough informal communication methods, as well as the unclear structure of the project
communication, without determining how communication will take place. This is further supported
by Flicker (2002), who claimed that sometimes in projects, goals and outcomes are not properly set,
whereas unrealistic work completion durations are scheduled, inconvenient planning, changing or
additional clients’ demands and too frequent time-consuming meetings.

Communication in Construction Industry


In the construction industry, project information is extensively and inclusively exchanged
throughout the duration of project planning and executing. It was outlined that communication is
highly required whenever a project is implemented by and involves humans. Studies confirmed that
project managers spend about 90% of their time communicating with the involved parties to
the project (Čulo and Skendrović 2010). To Dinsmore and Cabanis-Brewin (2014), the project’s
final results are directly affected by the communication and coordination of the project processes
that seek to meet client’s expectations, cost resources and completion date. Thus, PMI (2013c)
indicated that 55% of project managers identifies effective communication as the main pivotal factor
for project success. Therefore, it is a major need to manage and coordinate the exchange of this
information among participants (Melzner et al. 2015). Additionally, is it critical to improve
communication in the construction industry to increase innovation and positive decision making

4
Taleb, H., Ismail, S., Wahab, M.H., Rani, W.N.M.W.M.. and Amat, R.C.
/ Journal of Management, Economics, and Industrial Organization, Vol.1 No.1, 2017, pp.1-8.

(Hoezen, Reymen, and Dewulf 2006), and to avoid misunderstanding that causes conflicts of
incorrect messages exchanged that result in project failure (Zulch 2014).

Communication Management
Communication management is this substantial area of project management, as it designates
the heart of project management, that has been emerging notably due to the significant effect on
the projects, including construction projects. PMI (2013a) defined it as the fundamental knowledge
area of project management that determines the required processes to be carried out to properly
generate, collect, distribute, store and retrieve the project information in a timely manner. Prior to
that, van Riel and Blackburn (1995) outlined the communication management as an instrument of
managing all the harmonised forms for internally and externally communicating, used altogether
to achieve effective results. Literature indicated the nature of project communication management as
a systematic process, while it systematically performs, controls and reviews the used communication
channel of the project, and it accurately organises and distributes the instructions of communication
(Elving et al. 2012).

The processes of communication management help to approach a key connection between


the involved individuals and the needed information for fulfilling communication success (Caltrans
2007). As a result, studies illustrated how project communication management be useful and
the project, where it was indicated that it assists in developing a project communication plan,
effectively use relevant methods to disseminate information and to document the project records for
future needs (Caltrans 2007, Ahuja and Priyadarshini 2015).

Communication Management Plan


As indicated, the construction projects need to be planned to keep project processes on track
to obtain success and fulfil the requirements. Project information is mainly provided and distributed
through the overall project management plan. Subsequently, and as a significant influence of
the project body, planned project communication will eventually bring the successful project
to existence. Planning communication management is the practice of establishing an adequate
approached plan of project communication in accordance with the requirement, needs and
expectations of the client (PMI 2013a). Accordingly, a project communication management plan is
the project document that is seen as a key element of the project management plan, which focuses
on the way how to plan, arrange, observe and control the project communication, as well as to set
the project communication goals and requirements (Kliem 2007, PMI 2013a). Moreover, Bilczynska
Wojcik (2014) illustrated that the communication management plan elaborates the frequency of
communication occurred during the project duration between the project participants, as it also
comprises the participants’ contact information.

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