Executive Summary
Our generation has invested too much into making everything digital. While this may work for retailers, it does not work for job training. Online learning systems are not always an asset to project management, which relies heavily on skill and communication. This is why peer to peer interaction is not only a better choice, but becoming a dominant choice for project management. This paper will explain that while peer-to-peer networks are not a new concept, focusing on peer interaction in the workplace is now being taken offline and is not going to be as strategized. This paper will be organized as a project, and will show how project managers can transition their company from p2p to in person learning.
Introduction
One thing that has remained consistent in project management is the amount of time employees spend using digital training, digital communication, and building digital work environments. Peer to Peer networks, which have been around for many years, may have seemed like a good idea, but are far too strategized and planned, and not to mention are too digital. A Peer to Peer Network is defined by the Encyclopedia Brittanica as “a type of computer network used primarily for the distribution of digital media files.” (Brittanica, T.E 2017) Different from this, a new developing trend for project management is to bring the peer interactions offline, and focus on a more personal approach to learning and communicating.
Why a Transition Should be Made
For a project manager, having a well trained team who can adequately communicate is essential to the projects success. If the team is insufficient, the project will be insufficient as well. In the same sense, if the project manager is not continuously expanding their knowledge the team will choose not to either. In the eyes of the project stakeholders, it is important for the project team to be competent, well informed, and appear able to do the project at hand. Procuring digital communication and training methods are easy, but are not always the most affordable answer to communicating efficiently or inspiring collaboration because it is so forced. This is an issue not many project managers realize. For project managers and their teams, it is more important to continuously learn, develop, and genuinely improve their job performance. It is also important that the project manager understands that the learning needs to be continuous. The Project Management Institute states “While we have directed considerable attention toward the role of team building in the critical early phases of a project, it is a never-ending process. The project manager is continually monitoring team functioning and performance to see what corrective action may be needed to prevent or correct various team problems.” (Wilemon, D. L. & Thamhain, H. J. (1983) Unfortunately, far too many companies are providing online training and resources that only add credentials to their employees resumes instead of focusing on motivating their staff.
The Issues
While the internet does have an immense amount of materials available for project managers and their teams, nothing is more powerful or more educational than gaining learning insight and perspectives from other employees on the work team. While a p2p network may seem like a better way to get a project team to collaborate, they are not always effective and are mainly one sided. Not to mention a majority of these programs are expensive, which may not fit into a company budget. In some cases, p2p networks may also expose private information, which may negatively effect stakeholders for the project. This is why project managers are predicted to disregard these methods in exchange for ones that will build the team and encourage group growth, while allowing them to become responsible for their own development.
The other issue is the lack of personal interaction these online p2p networks provide. As most of the world becomes consumed by the digital era, more and more people are searching for personal communication in any way they can find. Workplaces are no different. In many offices, an employee can now contact another without having to leave their desk through the company’s own digital work softwares or through company emails. This is definitely easier and has a shorter response time, but often times it is difficult to decipher a tone or discover the true meaning of certain conversations over an electronic medium. This may cause workplace tension. In the sense of project management, this tension can cause lack of communication, information being left out, and can also cause the project to fail considerably. Project managers encourage communication between the project team and stakeholders. One project manager, Gina Abudi, has said “On more complex projects, as a project manager I don't want to be the only one communicating with stakeholders. I want to enable for other project team members to be involved in stakeholder communications based on their expertise on components of the project. This doesn't mean as a project manager we relinquish control of communications, rather we still manage the overall communications but enable for others to be involved” (Abudi, G. (2013)
Risk with Peer-to-Peer Networks.
A Peer-to-Peer Network enables it’s users to download and access files and documents from others' hard drives. This helps workplace environments by making files easily accessible to all parties. The extent of what is shared changes based on the user. One negative of Peer-to-Peer networks is that some will share everything on your PC. In a work setting, this may prove to be an issue as sometimes you are working on ideas that are not ready to be shared. Any content that is shared using a P2P application is once in a while tainted with malware, which can damage or destroy computers. Also, sometimes P2P networks can access personal information, or distribute copyrighted information- which can get you into legal trouble. This provides risk not only for the project team, but for company shareholders as well. Not only can the malware take and distribute personal information, but accidentally sharing copyrighted materials can cause serious legal trouble for the company. This would cause stakeholders to back out of the project.
In reference to the risk’s associated with Peer-to-Peer Networks in the work environment, the Federal Trade Commission has said: “These days, keeping sensitive information secure really is every employee’s responsibility. Regardless of whether you ban the use of P2P file sharing programs or allow it, everyone who has access to sensitive information on your network should be trained about the security risks associated with these programs. If you allow the use of P2P file sharing programs, effective training should demonstrate how to restrict drives or folders to limit what other P2P users can view. It should emphasize the importance of keeping files with sensitive information out of P2P shared drives and folders and minimizing the amount of sensitive information on computers using P2P file sharing programs.” (FTC. (2014, December 19).
How to Transition
While it may not always be easy for a company to go from relying on digital interaction and learning to speaking amongst themselves, it is necessary. A project manager can have his team gradually begin removing the need for online file sharing and communication. To once again quote the Project Management Institute, “A frank, open discussion with each team member on the above is likely to reduce his/her initial anxiety. As a consequence, the team member is likely to be more attentive to the needs of the project. Of course, the opposite reaction is possible, too. A frank discussion, for example, may actually increase a team member's anxiety level. Often, however, the source of the anxiety can be identified and dealt with in a timely manner.” (Wilemon, D. L. & Thamhain, H. J. (1983)
Once a week, meetings can be held that will allow team members to share what they are working on and elaborate on what they have been talking about with their peers in online platforms. After a while, the team will become more comfortable with breaking away from the computers and will eventually begin talking more and learning from other’s opinions, work methods, and ideas. After a while, it will become second nature to the team, and the need for Peer-to-Peer Networks will diminish.
To conclude, I believe that project managers should not allow their teams to base their communications online. I think that if I were a project manager, I would try to keep the team well informed through meetings, and would try to get the team to collaborate and share ideas on all levels. While sometimes the project schedule may not permit this, I would try and encourage my group to enhance their learning abilities by listening to each other. I think that personal face to face communication is essential if a project is to be run successfully. Project managers need to realize that while Peer-to-Peer networks are easy, they are not the answer. My suggestion is that companies begin to shy away from digital methods and use peer interaction, as it seems digital means are frying the once intelligent brains of employees. I believe that peer interaction will soon completely replace Peer-to-Peer Networks.