BUSINESS PROCESS MANAGEMENT IN DISTRIBUTED PROJECT TEAMS OF INFORMATION AND COMMUNICATION TECHNOlOGY ENTERPRISES

Abstract

The organisation of work in information and communication technology
enterprises increasingly requires specialists to coordinate interdependent activities across different
locations and working schedules. A completed task does not automatically provide the next
participant with usable inputs: access rights, current requirements, acceptance criteria and
decision authority must also be aligned. This makes the interface between business process
management and project coordination a relevant subject for theoretical and methodological
inquiry. The article addresses the choice of coordination arrangements for distributed project
teams and considers how this choice relates to the structure of work dependencies rather than to the
availability of a particular digital communication platform. Its scope covers knowledge-intensive
activities associated with software development, systems integration and the support of ICT
solutions. The discussion draws on process management, coordination theory and research on
distributed collaboration through theoretical synthesis, comparison, classification and conceptual
modelling. Particular attention is given to spatial and temporal dispersion, the availability of
complementary competencies, the completeness of handover materials and the allocation of
authority to accept intermediate outputs. The methodological discussion follows the progression
from defining a process and mapping its dependencies to diagnosing the sources of coordination
problems, specifying team requirements, designing interaction rules and preparing the information
environment. The article also examines the role of a limited pilot, comparable observations and
subsequent revision of managerial decisions. A flowchart is used to make the sequence of actions,
information-readiness checks and feedback routes explicit. The assessment issues include waiting
time, first-submission acceptance and coordination effort, with attention to changes in task
complexity and requirements that may affect comparisons. The distinction between conceptual
reasoning and empirical evidence is maintained throughout the discussion. The proposed procedure
is considered as a basis for planning and documenting managerial interventions; claims about its
economic effect require observations from enterprises. Further research concerns the collection of
comparable process data and the conditions under which particular combinations of asynchronous
and synchronous interaction are appropriate. The article is intended for researchers and managers
interested in connecting the organisation of distributed teamwork with the continuity and
accountability of enterprise business processes.
Keywords: business process, distributed project team, ICT enterprise, process management,
coordination, temporal dispersion, task interdependence.

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