Indicators of effective communication models in remote projects

Alfred Talukhaba, Timothy Mutunga and Collins Ogutu Miruka

International Journal of Project Organisation and Management, 2011, vol. 3, issue 2, 127-138

Abstract: The limited face-to-face interactions between head office staff and site personnel in remote projects often results into reduced signals for proper communication that may undermine the successful completion of the project. Communicators in such circumstances require a basis for monitoring and review of the success of their transactions. The researchers drew a set of theoretical qualitative indicators from a basic communication model which was then tested against communication processes and systems of a historical case study for efficacy. The initial focus targeted the human and organizational aspects, rather than technology. In the process, it became apparent that web-based project collaboration systems enabled by advances in technology exhibited more of inbuilt and automated indicators as well as increased opportunities for face-to-face interactions. The study concludes that the future of effective communication in remote projects depends on the way the interface between technology and the human and organisational structures are managed.

Keywords: Kenya; effectiveness; remote projects; communication models; face-to-face interactions; head offices; office staff; site personnel; reduced signals; communicators; monitoring; qualitative indicators; communication processes; web-based collaboration; project collaboration; internet; world wide web; technological advances; inbuilt indicators; automated indicators; organisational structures; technology interface; UN; United Nations; refugee camps; project organisation; project management. (search for similar items in EconPapers)
Date: 2011
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