ABSTRACT
This study strived on knowing those relationships and how to strengthen the performance of project teams using ICT. Moreover special focus of the study was on the effective application of ICT on meeting federation communication target through its projects for different stakeholders such as members and project staff/teams. The study employed the cross-sectional research design using both primary and secondary data types. A questionnaire data collection tool supported with personal communications was used targeting respective organization employees, specific project teams and specific type of data. Statistical Product and  Service Solutions (SPSS) with the aid of Likert scales used to facilitate data analysis. The study noted that, there is strong relationship between projects which are implemented within an organization and the quality of project teams; however, interrelationship between them is somehow complex within and outside other projects. The usage of sophisticated technologies such as ICT for improving performance of the projects and organizations is necessary and have profound role in motivating the project team members. It is recommended that, integrating technology such as the advance used of ICT into project management process could be one of the best ways that contribute to project teams hence organization success.Â
CHAPTER ONE
INTRODUCTION
     1.1 Background Information
Information Communication and Technology (ICT) is very important for facilitating successful project management. To ensure successful project performance, project resources especially the people who are involved in the project must be wellmanaged applying skills of project management (PM) (Humaidi and Asarani, 2012). However, without proper PM following required guidelines, most projects do not meet time and budget goals, or fail to satisfy expectations (Sauser and Eigbe, 2009).
According to Spaho (2013), organization communication in business settings using ICT or other means is necessary for conducting business and deliver service of a particular organization in an efficient manner. Whereby, we have two major types of communication such as internal or organizational communication (directed to employees) and external communication (directed to the other actors in the working environment).
 Since 1970s, organizational behavior scholars have focused much attention on factors that might affect project team performance given the nature of communication. Whereby, factors which have been studied have less attention to communication satisfaction of the team members (Pearce and Segal, 2004). Also, dissatisfaction of communication sometimes can result into conflicts within organizations depending with the nature of projects which are implemented. These are areas of interest because people have different opinions, while some individuals cannot accept other people‟s different opinion while doing project related activities (Spaho, 2013).
Thus, internal communication is also a form of corporate communication that can be formal or informal, horizontal, upward or downward. It can take various forms like meetings, team briefing, interview, employee or work councils, an internet, memos, newsletters, the grapevine and reports. It forms one of the key components of corporate culture, together with vision, values, norms, systems, believes and habits. According to Mills and Shirley (2001), corporate internal communication within projects teams or otherwise must be regarded as the lifeblood of the organization. Lack of its efficiency lead to errors of judgment, which can also lead to wrong decisions, creation of mistrust and reduce organizational cohesion.
In the same line with argument above and the world situation of organizational communication, Gayeski (2007) outlined that labour turnover and organizational particularly in African context is underperformance mark the huge victims of inefficient corporate internal communication. However such studies have recently received criticism from Schaffner (2010) after making empirical analysis on labour turnover in both developing and developed economies. The study revealed that characteristics of labour forces in two economies vary significantly; that while salary and wages play influential factor in determining employee enthusiasm in developing countries, efficiency of labour forces in the counterpart economies is driven by general corporate culture including internal communication. In this regard, no mistakes will be made by saying that without good internal communication there is no good external communication, which will then result in inadequate performance of organizations available in Africa and beyond.
Any organization in African and other related countries such as Nigeria leading a positive change which requires the use of a diverse set of communication techniques to deliver appropriate messages, solicit feedback, create readiness for change along with a sense of urgency, and motivate recipients to act. Project leaders and managers are responsible for communicating to the organization, the risks in clinging to the status quo and the potential rewards of embracing a radically different future (Denning, 2005). With the above mentioned connotation which is contrary to the observations from preceding studies. It is more logical that in developing countries and Least Developed Countries (LDCs) including Nigeria, internal communication holds less impact to the performance of the organization. The rationale to undertake this study therefore lies from above emphasized contradictions of findings of the cited literatures and see how ICT can be used to improve the performance of project teams using cases of some projects.
