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Success and failure in information technology (IT) projects depend on many factors. Based on the analysis of literature as well as this author's research and experience, we can build a working hypothesis of a significant influence of the communication system on a final project outcome in the context of: * Communication between the project team and the outside world (users, suppliers, other project teams, etc.) * Communication within a project team. In project management literature, communication occupies a significant position (Cadle & Yeates, 2004; Lee-Kelley & Sankey, 2008; Maylor, 2003; Schelle, Ottmann, & Pfeiffer, 2006). However, most research projects are focused on the analysis of communication between the project team and the outside world, communication within the project team seems to take a second place. From the literature dealing with building effective project teams, research carried out by L. Mullins (2001) deserves closer look. Mullins researched the key contradiction within a project team; he discovered that project leaders demand from their team members the willingness to compromise and subordination while at the same time they promote individualism and willingness to foster creativity. On the other hand J. Chaffe (2001) concluded that most people, during their professional career, loose both their creativity and individualism and prefer to conform to the existing standards. This is the essential reason why some leaders prefer to build their teams from young people knowing that they lack of experience. By doing that, they realize that they increase the risk of not achieving their goals. Therefore the IT leaders need to combine these conflicting trends and build the project team to ensure the overall success of the project. J. Adair (1999) indicates three criteria that need to be taken into consideration when evaluating potential team members: competence, motivation, and personal traits. An interesting description of the communication system in project groups presented by some of the most well-known consultants for the analysis of process design D. Cleland and R. Gareis (2006). They describe how virtualization affects the success in the transfer of knowledge. Analysis of communication systems has been the subject of many papers on the 23 World Congress IPMA (International Project Management Association). There were analyzed the differences among other things, problems in communication between small and large project teams (Silvius, Schipper, & Rorije, 2010). Small teams want to exchange knowledge between themselves. Large teams are isolated from other teams and communicate knowledge only within their team. Large impact on the communication system has the type of project. Most IT projects are projects innovative. In this type of project it is necessary to transfer knowledge. It is for these teams realizing IT projects, it is recommended the organization network (Kisielnicki & Sroka, 2010). The subject of this paper is to prove the hypothesis that the communication system within the team significantly influences its effectiveness. The key question that needs to be answered is: what conditions the project leader needs to create in order to maximize the positive and minimize the negative effects of teamwork? At first glance this hypothesis might seem obvious, detailed analysis does not lead to decisive conclusions. While executing the project, teams could use different communication methods to both, define the project tasks, as well as evaluate results. The effectiveness of various communication methods can be very different therefore we want to prove the hypothesis that: The network communication system provides the most effective framework for the management of the information technology projects Network communication system is a system where communication between all team members is direct and cross divisional. …

The Communication System in Project Teams: Problems of Transfer of Knowledge and Information for the Management of IT Projects