DOCSLIB.ORG

5 WAYS to TRANSFORM PROJECT COLLABORATION in MARKETING Real-World Projectplace Use Cases

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
5 WAYS to TRANSFORM PROJECT COLLABORATION in MARKETING Real-World Projectplace Use Cases 5 WAYS TO TRANSFORM PROJECT COLLABORATION IN MARKETING Real-World Projectplace Use Cases Accidental Project Manager | 1 PLAN, COLLABORATE, AND DELIVER EFFICIENTLY As time-to-market becomes the benchmark for companies everywhere, the need to deliver customer value rapidly has never been more important. To meet this imperative, marketing teams need tighter collaboration and greater efficiency – all Bring teams together to get work done while working against the challenges of global teams and shorter with Projectplace deadlines. It’s critical for marketers to plan and execute work with a bevy of stakeholders – from sales to senior leadership – if they Easy to use want to deliver successfully. Enter Planview Projectplace™, the collaborative work management solution that brings teams Great for virtual and distributed teams together to manage projects, improve their efficiency, and get work done. Cloud-based for anywhere access This eBook features Projectplace use cases told by marketers Provides effective collaboration and organization who use the solution every day. Read how they are easily planning team projects, scheduling tasks, collaborating on Manage all work and gain status reporting documents, and tracking their group’s progress using integrated Kanban boards, Gantt charts, and communication tools. Achieve visibility for teams and stakeholders Featured Use Cases: 1. Streamlining Content Development 2. Managing Project and Task Intake 3. Enabling Project Management and Collaboration 4. Advancing Campaign Planning and Delivery 5. Improving Cross-Functional Communication 5 Ways to Transform Project Collaboration in Marketing | 2 Streamlining the End-to-End Content Management Process By: Sarah, Director, Content Marketing CREATIVITY IS KEY We’ve all heard that one before, particularly those of us in marketing. For us marketers, developing content can be an arduous process when it involves numerous people, often spread out across different departments. Without a proper collaboration tool, marketing project management can quickly become overwhelming. As the leader of the content marketing teams, I understand this challenge all too well. Seeing a content idea from conception to publication requires the work of writers, subject matter experts, reviewers, a primary proofreader, and also SEO experts, graphic designers, and developers, depending on the type and length of the content. Overseeing this process means managing all of these people, ensuring each person completes his or her part by a set deadline, and remaining flexible if adjustments must be made. Relying on email and spreadsheets in the past made it challenging for our teams to keep track of numerous content pieces in the works. Once an idea was submitted to a writer, we were left in the dark as to their progress and had to set reminders to follow up when deadlines were approaching. We had to be hyper organized, and it created a lot of additional busy work. This all changed with Projectplace. To explain the benefits, I’ll walk you through the creation process (we leverage the Kanban boards in Projectplace to establish this workflow). Content Marketing | 5 Ways to Transform Project Collaboration in Marketing | 3 PROJECTPLACE BENEFITS CONTENT MANAGEMENT EACH STEP OF THE WAY 1. Idea generation – With Kanban boards, it’s 3. Editing and review process – Instead of simple for anyone to create a new card under “new continuously sending drafts to reviewers via email, content request,” then assign it to whomever has documents can be uploaded to their specific cards the bandwidth to write it. We can filter the board by and edited all in one place. No more losing track of assignee, enabling us to view everyone’s workload, and the most-recent draft. This has been an amazing time delegate accordingly. saver! With the use of Projectplace, each aspect of blog management is streamlined and made more 2. Writing – Once a card is assigned to a writer or 4. Meeting deadlines – Each card can have a specific efficient. The cards and Kanban board eliminate the subject matter expert, it is moved to “in progress,” deadline, and we can easily view any that may be need for email and spreadsheets entirely, and trust and all communication regarding the content is kept lagging or adjust due dates. me, they are not missed. within the card. This way, all relevant information is kept together, rather than spread out in various emails 5. Publishing – The final draft with all edits is easily and spreadsheets. available when a new piece of content is ready to be published. The card can then be archived, to keep track of past communications regarding the content. It’s amazing how much easier marketing project management has become, particularly when establishing content development processes and workflow. Content Marketing | 5 Ways to Transform Project Collaboration in Marketing | 4 Managing Project and Task Intake to Excel with Agile Digital Marketing By: Michael, Director, Digital Marketing Digital marketing project management can be challenging because we constantly have an ongoing, lengthy to-do list. We add to the list within our own department, but we also receive website update requests from other departments. Our to-do list grows daily and is difficult to manage, with priorities constantly shifting and schedules having to be rearranged. In the past, we lacked visibility. There wasn’t a single point person who received and organized requests; the expectation was that anything sent to the department would get done immediately, which resulted in chaos. Before getting organized with Projectplace, we used tools that were a lot more complex and not intuitive. It was easy to make mistakes, and it was difficult to track multiple users collaborating on a project. Now, we use Projectplace daily. Mainly, we use the Plan feature for each sprint. We plan out different subtasks beneath each larger task, so we have something to tie the cards to. Before each sprint starts, the digital marketing managers and I will go through the request board for our department and see what projects we can include in the next sprint. We also look at requests received from other departments and try to fit those in when we can. Digital Marketing | 5 Ways to Transform Project Collaboration in Marketing | 5 Projectplace keeps us organized and on schedule. The main tip that helped me in getting started In My Overview, each of us can see real-time status was to make an outline and use the Plan or updates without having to go to each board. We can Roadmaps feature to plan your project. Then you see everything coming up and past due at a high can have a productive kickoff meeting to ensure level. We frequently use the @reference feature to your team is on the same page. After that, it alert staff to updates and information as well as ask should be (relatively) smooth sailing! questions. This cuts out hundreds of emails and lets us communicate more efficiently with each other. I especially love the Dependencies feature. It’s often the case that the progress of one card will depend on completion of another, and Dependencies makes it simple to keep track of each individual card and how it’s moving along its timeline. Projectplace keeps us organized and on schedule. Digital Marketing | 5 Ways to Transform Project Collaboration in Marketing | 6 Enabling Project Management and Collaboration in Product Marketing By: Cassidy, Product Marketing Manager Our goal in product marketing is to empower our internal teams with knowledge they need about our organization’s solutions and products. This includes helping them understand the market, competition, and external forces that affect the way we conduct business. When you think of sales and project management software commonly used in an organization, you have your usual suspects: a CRM system, email, spreadsheets, and maybe document storage owned by a single person or gatekeeper. We had that same challenge in our sales enablement process: using a variety of tools that were fragmented and disparate. As a result, we had no clue if our team members were accessing and using the right resources to get their jobs done. In product marketing, we have to be organized, and Projectplace has helped us qualify our sales team with materials and market research to give them an edge over the competition. Projectplace’s Documents feature is our go-to place to organize and keep our internal collateral. Even though my title is “solutions marketing specialist,” I act as our department’s project manager – I often coordinate content updates for sales and marketing materials. I’ll collaborate with a team of subject matter experts using my favorite feature – documents with version management. Product Marketing | 5 Ways to Transform Project Collaboration in Marketing | 7 Before, it was difficult to keep track of who had the latest edits on documents that Another favorite Projectplace feature of mine is the ability to work on tasks, see we were working on. I’d send a version out for review, it would go back and forth in a project status, and collaborate on multiple devices. Our field team can be on the long trail of emails, and sometimes those edits would get lost and forgotten among road visiting customers, and if they need a particular file, they can quickly pull it up the shuffle. Now I can request a subject matter expert to review and edit a draft, I’ll and reference it on the fly within the Projectplace mobile app. The app interface is set a deadline, and Projectplace puts it through a process flow, notifying the editor so user-friendly, too. Imagine the impact that makes! to get it done. I don’t have to hover over anyone that I’ve assigned tasks to – all edit requests are done in one place, finalized, and ready to share. All is good with the At the end of the day, I really enjoy seeing it all come together when the field world of collaboration! team posts in Projectplace’s Conversations about their wins in real-time, and we can celebrate together as a global company.
Load more

Recommended publications
  • Some Collaborative Systems Approaches in Knowledge-Based Environments
    18 Some Collaborative Systems Approaches in Knowledge-Based Environments Mihaela I. Muntean West University of Timisoara, Faculty of Economics and Business Administration Romania 1. Introduction Collaboration represents a strategic alternative to the monolithic approach to business development and competition. It involves a different approach to business – focused on managing business relationships between people, within or without groups, and within and between organizations. Fig. 1. Collaboration – A Business Strategy (http://literacy.kent.edu/CommonGood ) In the present global economy, strongly influenced by IT (information technology) and information systems evolution, the modern organizations try to face the challanges by adjusting their strategies and restructuring their activities, for aligning them to the new economy requirements. It is certain, that the enterprise’s performance will depend on the capacity to sustain collaborative work. The evolution of information systems in these collaborative environments led to a sudden necessity to adopt, for maintaining all kind of virtual activities/processes, the latest technologies/systems that are capable to support integrated collaboration in business services. It is obvious that, all collaborative environments (workgroups, practice communities, collaborative enterprises) are based on knowledge, and between collaboration and knowledge management (KM) there is a strong interdependence. Therefore, we focused on how collaborative systems are capable to sustain knowledge management and their impact on optimizing the KM life cycle. Some issues regarding collaborative systems are explored and a portal-based IT solution that sustains the KM life cycle is highlighted. In addition, an agile development framework for portals will be proposed www.intechopen.com 380 New Research on Knowledge Management Models and Methods 2.
    [Show full text]
  • Collaboration: a Framework for School Improvement Collaboration: a Framework for School Improvement
    Collaboration: A Framework for School Improvement Collaboration: A Framework for School Improvement LORRAINE SLATER University of Calgary Abstract: The ability to work collaboratively with others is becoming an essential component of contemporary school reform. This article reviews current trends in school reform that embody collaborative principles and also draws on the literature to provide a theoretical overview of collaboration itself. The article then outlines the findings from a qualitative, self-contained focus group study that involved 16 individuals (parents, teachers, and administrators) who were selected using a purposeful sampling technique. According to Patton (1990), “the purpose of purposeful sampling is to select information rich cases whose study will illuminate the questions under study” (p.169). Accordingly, because of their experience in collaborative school improvement activities, the participants were able to assist the researcher in addressing the general research question, what are the understandings, skills, and attitudes held by participants in school improvement initiatives that result in successful collaboration. This study allowed the essential nature of collaboration to show itself and speak for itself through participants’ descriptions of their experiences. The findings are presented within a graphic conceptualization that not only represents the large number of issues that participants identified in their collaborations, but also demonstrates the complexity of the interrelations between these issues and school improvement. The model provides a framework for thinking about the school improvement process that is anchored in collaboration. Introduction Themes of teacher empowerment and professionalism, school-based management, shared decision making, and choice and voice for parents have dominated school reform in the last decade.
    [Show full text]
  • Leading Through Collaboration
    Leading Through Collaboration What is Collaborative Leadership? Collaborative leadership is founded on a belief that “…if you bring the appropriate people together in constructive ways with good information, they will create authentic Why it matters? visions and strategies for addressing the shared concerns of the organization or community," (Chrislip & Carl, 1994). “Successful collaborative leaders must truly value Necessary skills for a collaborative leader: collaboration and the need for relationship building, integrity, Develop an inspiring vision o “The only visions that take hold are shared visions—and you will and honesty. They must set aside create them only when you listen very, very closely to others, self-motivated purpose and appreciate their hopes, and attend to their needs,” (Kouzes, 2009). focus on creating an atmosphere Concentrate on results, conditions, and building relationships where all these things happen o Teams are expected to achieve results however performance is stalled automatically, without personal when team members do not work well together. A collaborative team intervention,” (Harman and environment is vital to success (1997). Stein, 2015). Fully involve those who are affected o Invite team members to contribute to vision building, problem solving, idea creation, and policy making. Use the talents of others to create a plan of action o Often times, your team will be comprised of individuals with varying skillsets and interests. Use those skills and interests to the team’s advantage! By utilizing each team member’s talents, you help facilitate a collaborative environment. Preserve agreement and coach for success o Refrain from agreeing with ideas proposed. You want to avoid showing bias towards some ideas over others, in order to avoid the team choosing the path that seems most agreeable to you.
    [Show full text]
  • Knowledge-Sharing Strategies in Distributed Collaborative Product Development
    Journal of Open Innovation: Technology, Market, and Complexity Review Knowledge-Sharing Strategies in Distributed Collaborative Product Development Sanjay Mathrani 1,* and Benjamin Edwards 2 1 School of Food and Advanced Technology, Massey University, Auckland 0632, New Zealand 2 Fisher and Paykel Healthcare Limited, Auckland 1741, New Zealand; [email protected] * Correspondence: [email protected] Received: 3 November 2020; Accepted: 7 December 2020; Published: 16 December 2020 Abstract: Knowledge-sharing strategies are used across the industry as open innovation and distributed collaboration are becoming more popular to achieve technological competencies, faster time-to-market, competitiveness and growth. Sharing of knowledge can provide benefits to manufacturing and new product development (NPD) companies in improving their product quality and enhancing business potential. This paper examines the implementation of knowledge-sharing strategies in New Zealand aimed at bridging the physical locational issues to achieve collaborative benefits in NPD firms through an in-depth case study. The analysis of this only one, but interesting, case extends a holistic multi-mediation model by Pateli and Lioukas for the effect of functional involvement in a distributed collaborative product development environment. This study explores the external and internal knowledge transfer and how it affects early-stage, late-stage, and the overall product development process. Findings present a knowledge-sharing toolset that enhances innovation in all stages of product development overcoming the environmental factors to improve early and late-stage development through a two-way knowledge-transfer loop with distributed stakeholders. An encouraging management culture is found as key for transparent knowledge transfer across cross-functional teams.
    [Show full text]
  • Collaborative Customer Relationship Management
    Collaborative Customer Relationship Management Taking CRM to the Next Level Bearbeitet von Alexander H Kracklauer, D. Quinn Mills, Dirk Seifert 1. Auflage 2003. Buch. XI, 276 S. Hardcover ISBN 978 3 540 00227 7 Format (B x L): 15,5 x 23,5 cm Gewicht: 1290 g Wirtschaft > Management > Unternehmensführung Zu Leseprobe schnell und portofrei erhältlich bei Die Online-Fachbuchhandlung beck-shop.de ist spezialisiert auf Fachbücher, insbesondere Recht, Steuern und Wirtschaft. Im Sortiment finden Sie alle Medien (Bücher, Zeitschriften, CDs, eBooks, etc.) aller Verlage. Ergänzt wird das Programm durch Services wie Neuerscheinungsdienst oder Zusammenstellungen von Büchern zu Sonderpreisen. Der Shop führt mehr als 8 Millionen Produkte. Table of Contents Preface of the Editors................................................................................V Part 1: Customer Relationship Management: The Basics ....... 1 Chapter 1: Customer Management as the Origin of Collaborative Customer Relationship Management........................................................................ 3 Alexander H. Kracklauer, D. Quinn Mills, and Dirk Seifert Chapter 2: What Have We Learned so Far? Making CRM Make Money – Technology Alone Won’t Create Value................................................... 7 Eric Almquist, David Bovet, and Carla J. Heaton Part 2: Collaborative Customer Relationship Management – How to Win in the Market with Joint Forces ................................................................... 23 Chapter 3: Collaborative Customer Relationship
    [Show full text]
  • Key Takeaways from the 2018 Organizational Culture Assessment
    Key takeaways from the 2018 Organizational Culture Assessment Instrument Survey for UT TYLER By Susan Franzen, Assistant Vice Chancellor, Organizational Effectiveness, UT System The Organizational Culture Assessment Instrument (OCAI) is based on the Competing Values Framework (CVF) and was developed by Kim Cameron and Robert Quinn at The University of Michigan School of Business Administration. They developed the CVF from a list of 39 indicators of organizational effectiveness and found that competition existed on two spectrums: 1) internal focus and integration versus external focus and differentiation and 2) stability and control versus flexibility and discretion. Answering the same 24 questions through both the lens of the current culture and a preferred culture, organizations receive a starting point for discussions about the best mix of culture to ensure execution of their strategic priorities. The preferred culture identified through the OCAI assessment should not be interpreted as the definitive mix until the results have been discussed within the framework of a strategic plan and the appropriate mix identified. At UT Tyler, a comparison of faculty (186 UT Tyler Total respondents/53 percent of all faculty) and Flexibility 40 staff (244 respondents/33 percent of all staff) indicates very similar perspectives Collaborate 30 Create for both the current and the preferred 20 culture mix. Staff view the current culture 10 as slightly more competitive than faculty Internal 0 External and both groups prefer more collaboration and creativity while reducing control and competition. Control Compete With a 40 percent response rate, the overall current culture at UT Tyler was Stability defined as mostly competitive (Market) Current Preferred and control (Hierarchy) types, followed by collaborative (Clan) and creative (Adhocracy) types.
    [Show full text]
  • Collaboration
    Partnership, Collaboration: depend on partnerships with local housing Why Form a Partnership? authorities and private development firms to What is the Difference? provide shelter and transitional housing units for With a strong partnership, your organization may their homeless clients. have access to more financial resources, tangible A legal partnership is a contractual relationship resources, people resources, licensed client involving close cooperation between two or more Collaborations are the most immediate, economical services, and professional expertise. Investors, parties having specified and joint rights and way to enhance the services an organization can such as foundations and government grants, will responsibilities. Each party has an equal share of offer homeless veterans. Gaining access to services be more likely to consider your program the risk as well as the reward. that are already provided by community-based proposals because more areas of need are organizations and agencies is critical in containing A collaboration involves cooperation in which addressed and there is less duplication of services. costs while maximizing program benefits. Support parties are not necessarily bound contractually. organizations, in turn, can justify funding requests There is a relationship, but it is usually less formal based on services they offer to homeless veterans. How do you find and select a than a binding, legal contract and responsibilities partner? may not be shared equally. A collaboration exists Where to Find Vital Services when several people pool their common interests, • Define what your clients needs are (both assets and professional skills to promote broader The following is a list of services most homeless current and future).
    [Show full text]
  • Implications Knowledge Sharing Through E-Collaboration And
    http://www.scientificpapers.org Implications Knowledge Sharing through E-Collaboration and Communication Tools Farkhondeh HASSANDOUST1, Mehdy Farzaneh KAZEROUNI2 1DIBTA Group Company, Cyberjaya, Malaysia 2Multimedia University, Cyberjaya, Malaysia [email protected], [email protected] Successful knowledge management in institutions relies heavily on the process of knowledge sharing. Subsequently, the electronic tools of communication are no longer treated as repository within knowledge management but are regarded as collaborative tools in today’s knowledge-driven organization. To further strengthen the positive effects of knowledge sharing through e-communication tools, institutions need to identify and enhance those tools that are being successfully acknowledged and implemented by the users. Basically, they must invest on the tools, which are used more comfortably by the users in order to develop the knowledge sharing procedures comprehensively. The goal here is to discuss current research and investigate the most efficient available tools for online knowledge sharing in institutes of higher learning from the lecturers’ viewpoint. This study helps to identify the most proper systems for this purpose and to improve them for achieving better outcomes in academic environments. A survey was conducted to acquire data for this study. The questionnaire was designed and distributed through email to more than 700 Lecturers in a Malaysian university, out of which 150 complete responses were collected. Keywords: Knowledge sharing, e-collaboration and communication tools Introduction To maintain dominant advantage over competition in today’s highly competitive discipline, all available knowledge must be utilized reasonably and practically. Knowledge is the foundation of an academic member’s competitive advantage and, ultimately, the primary driver of its value (Luo, 2009).
    [Show full text]
  • Collaboration Project Manager Location: United Kingdom Or East Cost US
    Collaboration Project Manager Location: United Kingdom or East Cost US Introduction to TM Forum TM Forum is a global association of over 850 member companies that generate US$2 trillion in revenue and serve five billion customers across 180 countries. We drive collaboration and collective problem-solving to maximize the business success of communication and digital service providers and their ecosystem of suppliers around the world. We support members as they navigate their unique digital transformation journeys, providing practical and proven assets and tools to accelerate execution, and platforms to facilitate collaborative problem solving and innovation. You can learn more at www.tmforum.org. Position Summary We are looking for individuals who are ready willing and able to work with the TM Forum global member community of over 850 members to manage the execution of proofs of concept/value that inspire the industry to transform, and drive the delivery of initiatives that produce the practical tools and standards that support our industry to respond to its’ highest priority challenges. Specific Responsibilities • Work with industry problem owners to turn user needs into Objectives and Key Results that are ambitious and quantifiable, and measure progress toward them • Manage end-to-end the delivery of many concurrent objectives split across 5 programs, including a high visibility proof of concept/value program where you will work with industry and academic leaders on the industry’s most innovative concepts • Embed agile practices at program (40-120 people) and initiative/feature level (5-10 people) to align people to common goals, and facilitate the continuous integration and development of valuable features to TM forums knowledge platform • Create a trusting collaboration environment where development teams can do their best work and drive industry results • Onboard new Members, train Member contributors and Team Leads and provide ongoing timely communications to ensure timely release expectations.
    [Show full text]
  • An Introduction to the Competing Values Framework By: Kim Cameron, Phd an Introduction to the Competing Values Framework / 11.11
    An Introduction to the Competing Values Framework by: Kim Cameron, PhD An Introduction to the Competing Values Framework / 11.11 THE COMPETING VALUES FRAMEWORK if they successfully compete against others approach to individual and organizational and establish a market niche. This continuum development and improvement. An illustration The Competing Values Framework was de- ranges from cohesion and consonance on the of the Competing Values Framework provides veloped initially from research conducted by one end to separation and independence on an illustration of the key values, leadership University of Michigan faculty members on the the other. types, value drivers, approaches to change, and major indicators of effective organizational per- theories of effectiveness. formance. It has been found to be an extremely Since the original research was conducted, useful model for organizing and understanding these same dimensions have been repro- Leadership development experiences and a wide variety of organizational and individual duced in a wide variety of research studies, executive education programs often focus phenomena, including theories of organiza- from cognitive style to human development on competencies and capabilities that reside tional effectiveness, leadership competencies, to philosophy. The framework, in other words, in each of the four different quadrants of the organizational culture, organizational design, has proven to be very robust across a variety Framework. The specific leadership tools and stages of life cycle development, organizational of phenomena, and it describes the core ap- techniques that receive emphasis with leader- quality, leadership roles, financial strategy, proaches to thinking, behaving, and organizing ship groups are often determined by the orga- information processing, and brain functioning.
    [Show full text]
  • Collaboration and Collaborative Leadership
    OHIO COMMUNITY COLLABORATION MODEL FOR SCHOOL IMPROVEMENT Collaboration and Collaborative Leadership Introduction The Ohio Community Collaboration Model for School Improvement (OCCMSI) relies on just that, collaboration among key people in your school community. This collaboration starts with new, improved relationships among all the people working at the school, and it encompasses new and improved working relationships with other key people and organizations in your surrounding community (i.e., leaders from youth development organizations, faith-based organizations, businesses, higher education, etc.). Essentially, no longer is the school alone responsible for the academic success and the healthy development of youth. The responsibility for these achievements is owned by all community stakeholders, not just by educators. The main reason is individuals and groups from the community become aware they depend on children’s academic success in school; at the same time educators learn they also depend on these outside individuals and groups. In a word, everyone involved in the new relationship – the collaboration – becomes aware they are interdependent; and so they work together to improve results. This chapter is designed to help you create, organize and manage your school improvement efforts via collaborative leadership. We will discuss important concepts that will help you structure your relationships with individuals and groups outside your schools, as well as those that will help you manage and maintain these partnerships over time. Collaboration is one concept emphasized. Collaborative leadership is another. Later in this guide, we also provide an additional section focused on building community partnerships, particularly in relation to the delivery of various programs and services.
    [Show full text]
  • A Collaborative Project Management Approach and a Framework for Its Supporting Systems Fang Chen University of Manitoba
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by CSUSB ScholarWorks Journal of International Technology and Information Management Volume 15 | Issue 2 Article 1 2006 A Collaborative Project Management Approach and a Framework for Its Supporting Systems Fang Chen University of Manitoba Nicholas C. Romano Jr Oklahoma State University Jay F. Nunamaker Jr The University of Arizona Follow this and additional works at: http://scholarworks.lib.csusb.edu/jitim Part of the Management Information Systems Commons Recommended Citation Chen, Fang; Romano, Nicholas C. Jr; and Nunamaker, Jay F. Jr (2006) "A Collaborative Project Management Approach and a Framework for Its Supporting Systems," Journal of International Technology and Information Management: Vol. 15: Iss. 2, Article 1. Available at: http://scholarworks.lib.csusb.edu/jitim/vol15/iss2/1 This Article is brought to you for free and open access by CSUSB ScholarWorks. It has been accepted for inclusion in Journal of International Technology and Information Management by an authorized administrator of CSUSB ScholarWorks. For more information, please contact [email protected]. A Collaborative Project Management Journal of International Technology and Information Management A Collaborative Project Management Approach and a Framework for Its Supporting Systems Fang Chen University of Manitoba Nicholas C. Romano, Jr. Oklahoma State University Jay F. Nunamaker, Jr. The University of Arizona ABSTRACT The project management (PM) paradigm has changed during the past decade due to the globalization of business and advancement of information technology (IT). Increasingly, projects involve members from different geographical locations more than at any other time in history.
    [Show full text]