Strategic Integration of Social Media into Project Management Practice

Strategic Integration of Social Media into Project Management Practice

Gilbert Silvius

Copyright: © 2016 |Pages: 343

ISBN13: 9781466698673|ISBN10: 1466698675|EISBN13: 9781466698680

DOI: 10.4018/978-1-4666-9867-3

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Silvius, Gilbert, editor. Strategic Integration of Social Media into Project Management Practice. IGI Global, 2016. https://doi.org/10.4018/978-1-4666-9867-3

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Silvius, G. (Ed.). (2016). Strategic Integration of Social Media into Project Management Practice. IGI Global. https://doi.org/10.4018/978-1-4666-9867-3

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Silvius, Gilbert, ed. Strategic Integration of Social Media into Project Management Practice. Hershey, PA: IGI Global, 2016. https://doi.org/10.4018/978-1-4666-9867-3

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The functionality of social networking platforms has caused such technologies to become an integral part of modern society. Once limited to only personal purposes, the use of these platforms within organizations has seen significant growth in recent years.

Strategic Integration of Social Media into Project Management Practice is an authoritative reference source for the latest research on benefits and challenges presented by the integration of online social networks in the project development process. Highlighting relevant perspectives on team communication, effective collaboration, and stakeholder engagement, this book is an essential resource for project managers, researchers, graduate-level students, and practitioners interested in the innovative uses of social media in professional settings.

Table of Contents

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Front Materials

Title Page

Copyright Page

Advances in IT Personnel and Project Management (AITPPM) Book Series

Editorial Advisory Board

Preface

Acknowledgement

Chapters

The Opportunity of Social Media

Chapter 1

Project Management 2.0: Towards the Renewal of the Discipline (pages 1-15)

Hamid Nach

With growing maturity of social media over the last few years, many companies started using these tools to interact with customers and employees. Business functions such as Sales, Marketing and Human Resources have innovatively...

Chapter 2

Effects of Social Media on Project Management (pages 16-34)

Mark Sponselee

This chapter provides insight into the effects of social media on (the execution of) project management. Billions of people nowadays make daily use of social media. This phenomenon also gradually found its way to the business world....

Chapter 3

Managing Project Communication: Using Social Media for Communication in Projects (pages 35-50)

Esther van Dokkum, Pascal Ravesteijn

While social media use has rapidly grown all over the world the use in business context is growing at a steadier pace. Mostly social media is used by businesses as a communication channel aimed at customers either to promote products...

Chapter 4

Social Media for Project Management (pages 51-65)

Amir Manzoor

In the past, project managers could assume that most team members were in a single office location. Project management software was installed on a desktop workstation and status reports were delivered at weekly meetings. Social media...

The Human Factor and Social Media

Chapter 5

The Influence of Social Media on Teamwork Aspects: Introduction of a Conceptual Model to Measure the Influence Social Media has on Teamwork (pages 67-82)

Frank Molendijk

Social media has become an integral part of society compared to only ten years ago and has changed the way we communicate. On the other hand organizations are increasingly working in teams. Key in teamwork is communication, according...

Chapter 6

Investigating the Intention to Use Social Media Tools Within Virtual Project Teams (pages 83-105)

Jerry Giltenane

Enterprise social media tools are becoming more prevalent in project management, particularly where project teams have to operate on a global and virtual basis. It is becoming more critical that organisations understand the key...

Chapter 7

Barriers to Social Media Adoption on Projects (pages 106-124)

Elizabeth Harrin

This chapter considers the reasons behind the lack of adoption of social media tools in a project environment. It discusses how project practitioners can overcome concerns about the lack of overall strategy, lack of senior management...

Tools and Technologies of Social Media

Chapter 8

Analyzing the Landscape of Social Media (pages 126-138)

Gilbert Silvius

The rapid spread of social media provides a new reality for organizational communication and team collaboration. This also applies to projects and project management, where logical application areas are stakeholder engagement and...

Chapter 9

Social Media Use within Project Teams: Practical Application of Social Media on Projects (pages 139-159)

Linky Van der Merwe

This chapter gives practical recommendations about the social media tools and applications for use on projects. It will introduce the reader to the most popular and widely used social media tools and will provide considerations for...

Chapter 10

An Integrated Approach to Collaborative Learning in Projects (pages 160-178)

Giuliana Teixeira Veronese, Marcirio Chaves

Information Technologies 2.0 (IT 2.0) is transforming the project management by improving communication and collaboration. It provides better experience than the traditional software package allowing document sharing, integrated task...

Chapter 11

‘Smart' Project Management: Smartphone ‘Apps' for Project Management (pages 179-192)

Céline M. Silvius, Gilbert Silvius

Mobile devices and applications are changing the way individuals gather, process and share information. A development which also applies to project management. This chapter reports an explorative study on the functionality of 50...

Cases and Applications

Chapter 12

Developing a Social Media Communication Plan (pages 194-217)

Ahdia Nazari

Social media is accepted as an effective communications and promotion tool. Social media tools such as Facebook, LinkedIn, Twitter, blogging and podcasting are leveraged by different organizations for creating profiles, establishing...

Chapter 13

Projects without Email, Is that Possible? (pages 218-235)

Peter Wijngaard, Ina Wensveen, Anne Basten, Tim de Vries

Email is standard way of communication in our daily life and in projects. But email traffic becomes more and more cumbersome. More than 25 percent of a working day is spend on email related tasks. Email is misused, and can create...

Chapter 14

From Reactive to Proactive Use of Social Media in Emergency Response: A Critical Discussion of the Twitcident Project (pages 236-252)

Kees Boersma, Dominique Diks, Julie Ferguson, Jeroen Wolbers

This chapter examines the introduction and implementation of the pilot project Twitcident in an emergency response room setting. Twitcident is a web-based system for filtering, searching and analyzing data on real-world incidents or...

Chapter 15

Using Twitter for Collaborative Student and Project Manager Learning: Reflections from a UK Pilot Project (pages 253-271)

Kate Barnett-Richards, Marie Sams

This chapter presents an insight into a pilot project which took place at a UK higher education institution which used Twitter as a social media tool for engaging industry managers and students in sharing knowledge and collaborating...

Chapter 16

Social Media Applications Promote Constituent Involvement in Government Management (pages 272-291)

Gerald A. Merwin Jr., J. Scott McDonald, John R. Bennett Jr., Keith A. Merwin

This chapter explores the use of social media applications by local governments to communicate with constituents and promote involvement in policy and project management activities. Although public and private sector organizations...

Conclusion

Chapter 17

Social Project Management? (pages 293-297)

Gilbert Silvius

This conclusion aims to reflect upon and summarize the lessons that may be learned from this book. In three concise paragraphs, it discusses the common ground amongst the different contributions, the ‘takeaways' from the book and...

Chapter 18

Inside the Project Management Institute: Setting up Change Makers for Success Based on Social Connection (pages 298-303)

Deborah Walker, Dave Garrett

PMI is the world's leading not-for-profit professional membership association for the project, program, and portfolio management profession. Now in its 46th year, the association provides global advocacy, collaboration...

Back Materials

Appendix

Compilation of References

About the Contributors

Index

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