CHAPTER 13
Project Communications Management in Practice

RENEE MEPYANS-ROBINSON, NASHVILLE STATE COMMUNITY COLLEGE

Delivering a sound communication management plan to all team members, sponsors, and stakeholders (including the customer) is one key to a successful project. The distribution of project information is critical to ensure all information is communicated in a timely fashion throughout all phases of the project.

The project manager is responsible for sharing important dates, setting up meetings to discuss issues, and identifying risks early in the planning phase to eliminate problems that can occur in the implementation phase. All team members are to inform and provide status of the project developments, which could impact the outcome of the product or service. The coordination and communications will have a direct impact on whether the project meets the customer expectations, budget, and delivery date.

The Communication Management Plan is based upon five fundamental questions being answered in the planning sessions of the project:

1. Who will make decisions on issues?

2. Who will develop an action list of tasks and who will be responsible for the tasks?

3. When will these tasks be completed and reported?

4. How will other pertinent information be distributed?

5. To whom will the information be delivered?

The implementation of the project plan and strict enforcement is necessary for the success of the project. The project manager should have the team’s buy-in before proceeding with the plan. The development of plans, policies, standards and procedures, objectives, goals, strategies, organizational structure, charts, emails, conference calls, and small group meetings all make up the components of this plan.

THE VALUE OF COMMUNICATION MANAGEMENT OUTPUTS

The dedicated team should outline the primary objectives of the communication plan and agree on how the project will be distributed, the time frame of the delivery, the mechanism and frequency to inform team members, customers, stakeholders and sponsors, and perhaps anyone who has a vested interest in the product or service. During the planning phase, the project manager is required to outline a detailed strategic plan that covers all component areas.

Identify Stakeholders

A task that often plagues the project manager is identifying all the people or organizations impacted by the project. Not only is it critical to identify the stakeholders but it is also critical to document all relevant information with regard to their interests, involvement, and impact on project success. The stakeholders, together with their interests and expectations, must be identified early in the project and so a strategy can be developed to maximize the stakeholder’s positive influence and minimize the negative influences.

The primary output of the stakeholder identification is a stakeholder register which includes information such as name, position, location, contact information, etc. Also included as part of the stakeholder register is the individual requirements, expectations, and influence in each, or all, phases of the life cycle. Lastly the stakeholder classification is important which states whether the individual is internal or external to the organization and whether they will actively support, oppose or remain neutral to the project and its objectives

Plan Communications

The output of these planning sessions will produce the Communication Management Plan. The document should contain crucial information on the following:

• How, when, and where to archive project documentation.

• The process of project reporting, such as status reports, technical data, project minutes, and presentations.

• How to distribute schedules, timesheets, and risks/logs throughout the project.

• When and where status reports will be announced or sent to team members, stakeholders, and customers.

The project manager should update the Communication Management Plan on an as-needed basis and when changes develop or tasks are complete.

Distribute Information: The Project Management Plan and Organization Process Assets

The outputs for Information Distribution are the Project Management Plan (PM Plan) and Organization Process Assets. The relevant sections in the PM Plan describe the approach chosen for securing and storing project records on a database or company’s repository through emails, formal letters, and status reports.

Information exchange can be accomplished through symbols, signs, behavior, verbal communications, physical touch, or visible movements as well as documented in written form. A good communicator has the ability to convey a message without any misunderstandings and with clarity. Poor communications may contribute to misunderstandings over scope changes, delivery dates, incorrect customer requirements, and failure to articulate the corporate vision within the project’s goals. It’s important to remember that, unless your message was understood clearly, communication hasn’t taken place—no matter how much you said or wrote on the subject!

Why is the distribution of information so important to the overall success of the project? The customers, team members, and all stakeholders need to be kept apprised of the most recent project developments and the schedule to minimize future risks that can impact the delivery date. The inability to communicate critical details could cause project failure.

Manage Stakeholder Expectations: Resolve Issues, Update Management Plan and Process Assets

The value of performance reporting is continually mentioned throughout the project and program and will be communicated in the scope document, schedule, and budget report, and quality assurance testing documents. Forecasting and estimating are key areas in this process. The performance reports may provide additional information on scope changes and any project management plan updates, and make recommendations or corrective actions within the project. The project manager is responsible for documenting any issues or concerns to ensure this is communicated among all stakeholders. Using the triple constraint as a guide will help the project manager manage customer expectations throughout the life cycle of the project to closure.

Report Performance

Because the entire corporate structure can be impacted by one project, it is essential the project manager document all project actions. The team can learn about previous projects and gain new knowledge that can assist the project manager and executives to direct the project’s outcome. To ensure the project management team has sufficient current data to make decisions from market trends or competitor’s products can help provide the effective delivery of the project without jeopardizing the quality of the project, increasing costs, or delaying any schedules. The project manager has to implement the best process for distribution of information by researching past projects’ lessons-learned documents and previous project records similar to this project, understanding project reports, reviewing presentations, and obtaining feedback from stakeholders.

IDENTIFY COMMUNICATION METHODS

The Sender-Receiver Model is one way of thinking about communication that is commonly used in corporations. The sender can transmit an idea or decide how to convey this message by voice, symbols, verbally, or nonverbally. One critical element is the level or tone of noises that can impact the message that is being delivered. The receiver obtains the message and then begins to process this information and interpret the idea. The filter aspect of the message corresponds to potential distortions based upon the receiver’s culture, background, experience, and position within the company.

Here are five fundamental questions that the project manager should consider when sending messages:

1. Who are you communicating with?

2. What actually needs to be communicated?

3. What method is being used?

4. How does this communication impact or change the project?

5. When does the message need to be received or responded to?

The manager should be aware of a few barriers that arise within the Sender-Receiver Method. For example, because of personal or cultural biases, the receiver may hear only what he or she wants to hear. The same message can be perceived differently; therefore, the receiver should evaluate the source (Sender) before communicating back with a response. The tone or selection of words can mean different things to different people. Pay attention to those nonverbal cues that are hidden in the message or directive. Is the receiver or sender emotional about the message?

Ideally, a “feedback loop” can be established between sender and receiver so that the content of a message is iteratively clarified until both parties are sure they are really communicating—that is, the sender is getting the intended point across, and the receiver understands what is meant and responds appropriately.

How does the project manager ensure the message intent is being transmitted fully? Here are some techniques to apply:

• Provide a forum to ensure the communications are being delivered.

• Try sending message in a different type of format.

• Make sure the message is delivered in a clear and concise manner without any noise interruptions and cannot be misinterpreted.

• Establish good communications early in the planning phase—this is a benchmark for future correspondence.

• Select an appropriate time to communicate.

• Always reinforce major points.

• Implement a common language—no technical jargon or shortcuts.

• Communicate in person using eye contact and listening skills.

• Make sure the listener takes a moment before responding to reflect on what is being said and the impact of the message.

• Be honest, direct, and make “I” statements.

• Decode each message.

• Respect each other’s opinions.

• Match verbal or nonverbal body language and expressions.

Many project managers value two-way communication because it provides an atmosphere for productive brainstorming meetings and builds trust among team members, which is critical in the planning phase of the project.

The project manager who recognizes the value of this method talks individually with team members to find out each team member’s communication preferences. By paying attention to this upfront, the project manager can minimize conflicts during the course of the project. When communication is smooth and productive, it provides opportunities to stimulate creative thinking and problem solving, and reduces or eliminates the possibility of operating in a crisis mode.

Demonstrate Communication Methods

Communication channels are important in creating an atmosphere for successful implementation. Exchange information with all stakeholders and customers about all the aspects of the project (status reports, procedures, risks, and issues) and share feedback from other departments. Sharing information empowers people to learn and feel part of the team effort. Networking informally strengthens relationships and connects members with a common bond.

The project manager needs to determine how to communicate internally as well as externally to have effective communications in a cross-functional or project-driven department. Most project communications are internal, performed either formally by status reporting or presentations to stakeholders at various phases of the project, or informally via email. How much external communication needs to be done depends on where the PMO resides in the corporate organizational structure. In a project-driven organization, the project manager may spend little time communicating status and results and 75% of his or her time working with the customer, consultants, and outside agencies.

Influencing Factors That Have an Impact on How Communications Are Received

All messages are filtered through the receiving individual’s personal perceptions, which can at time present a barrier, and in all cases affects how the message is interpreted. Environment, culture, language, educational background, and experience all affect how communication is perceived and processed. Sometimes, team members with strong or appealing personalities will draw others to their point of view or perception of the problem or issue. The way information is presented contributes to how team members review or execute the data and thus potentially affects the outcome of the problem or issue.

Individuals’ attitudes, emotions, and built-in prejudices about the project will be reflected in how motivated they are to perform and complete activities. It’s important to deliver project information in a variety of formats and give plenty of chances for people to ask questions and clarify issues; if the information is distorted either by the project manager’s delivery style, or by a team member’s “filters,” there could be ambiguity or incorrect assumptions made about the data.

When presenting project information, the presenter needs to organize thoughts and topics so the target audience can clearly understand them. A common mistake of project managers is giving unclear instructions or activity assignments, which causes the team member to leave the meeting to perform work going in the wrong direction. A good technique is for the project manager to reiterate the main points of the message, and have the team member recap his or her understanding of the issues or action items. A follow-up email outlining these action items with a scheduled due date is also a good practice.

The project manager will need to talk with team members and find out what method they feel comfortable with in communicating these action items. Each team member should respond back both individually and as a team. It is good to have established multiple communication mediums and processes. Determine what the most effective method is for each team member, and for the team as a whole. The interface between team members is very important to the success of the project.

Is verbal or nonverbal communication more effective? We normally think of verbal communication as taking place in person, delivering presentations or reporting an activity. What happens if there is silence from team members? Are team members quiet for a reason or is it a cultural attitude, such as respect for the presenter? Pay attention to the tone of your message. In nonverbal communications—a category in which the majority of communication falls—the message may not be interpreted correctly. Touching, personal space, and privacy are all aspects of nonverbal cues that can be culturally charged.

How to Organize and Conduct Productive Meetings

We have all attended meetings where we questioned why we were there. The project manager needs to decide if the meeting is needed. Are there any immediate problems or issues that require resolution? What are the consequences if the meeting is not held?

The project manager also must conduct effective meetings. The project manager should decide what type of meeting to conduct and who should be included, such as upper management, individuals, the entire team, remote team members, and the customer.

Tips for Meeting Organization

• Limit discussion to specific topics.

• Encourage all members to participate or contribute.

• Identify and recap action items.

• Always reinforce goals, deliverables, and expected outcomes.

• Instill control mechanisms and rules for meetings.

• Document the meeting by recording minutes. When sensitive topics are being discussed, you may want to consider computer-based meeting technologies that allow participants to contribute anonymously.

• Determine your target audience. Is the language (including technical terminology or jargon) appropriate for the meeting members? Eliminate any language barriers so everyone can exchange information. Engage an interpreter if necessary on a multicultural team.

• Appoint or hire a facilitator to minimize conflicts and direct the flow and timing of the meeting. It is impossible for the same person to both facilitate and record a meeting; likewise the manager in charge of outcomes should not try to facilitate.

Techniques for Conducting Successful Meetings

1. Start the meeting at the scheduled time.

2. Conduct the meeting with an agenda.

3. Involve team members to report project status.

4. Ask the team for feedback on discussion points.

5. Assign action items.

6. Allow the team to have buy-in on issues and solutions.

7. Determine the next steps or next meeting time.

8. End on time.

Here are some considerations to think about for the various target audiences of project meetings:

Senior Management Meetings. What does senior management want to know and hear about this phase of the project? Most executives are involved in many meetings; their time is limited so the meeting content needs to be brief, concise, and light on jargon or technology terminology, and presented on a high-project level. They will have some basic questions, but it an excellent learning tool for them to understand more details of the project. Also, team members want to hear the executive’s perspective of what they think about the project and any new direction for the product or corporation. How does this product fit with the company’s strategic mission and goals?

Individual Meetings. The project manager should take time to talk with every member privately about the progress and current status of the project. This is a great way to get to know each team member and discover what his or her motivation and contribution will be toward the project. The individual now has the opportunity to discuss any personal issues or problems or any time constraints for completing the work.

Team Meetings. Team meetings promote and provide the chance for team members to begin establishing relationships and cooperative methods to work on issues, risks, and activities. The project manager can inform the entire team of any project developments and then discuss concerns about the project. They can discuss solutions to problems, any changes, and corrective action for the next phase. It also encourages participation between the team members regardless of attitudes, philosophy, and status within the company. It brings commitment and accountability. Teamwork is essential for successful projects by sharing ideas, instilling integrity and respect for one another, and building synergy and creativity amongst their peers. Team members begin to trust each other and openly share potential risks and project status.

Remote Team Meetings. Distributed team members must conduct business mostly through emails, fax, conference calls, and video conferencing when available. They need to be assured that the other team members hear their issues and consider their solutions. Cooperation may be more difficult in this situation, but buy-in is very important for these team members. They must work harder to build relationships and trust, and the project manager also has a responsibility to make sure that all team members are included in communications, whether remote or on-site.

Customer Meetings. The project manager should schedule periodic meetings with the customer either individually or with the team. It can be done informally or formally by written or verbal communications to discuss the status of the project or to discuss any concerns. A formal presentation with some graphics adds a nice touch and the customer appreciates being kept informed with current updates of the project.

What Is the Project Manager’s Responsibility in Preparing for Project Meetings?

1. Set the agenda or compile status reports.

2. Assign who will make decisions on approving tasks, equipment, and assigning resources.

3. State the objective and goals for the meeting.

4. Assign deliverables on a weekly or monthly basis.

5. Report on the project expectations from the management’s viewpoint.

6. Inform team members on deadlines.

IDENTIFY COMMON COMMUNICATION ISSUES

The team needs clear direction from upper management to ensure that the deliverables will be met. This will save time, reduce costs, and make sure the schedule milestones are achieved. The project manager needs to keep an open-door policy for team members to talk about the project. Time management is critical for team members, especially the project manager. Document time logs or use dashboards for reporting time against the project. Prioritize workload that correlates to the project scope. To make improvements in this area, record how much time is spent on the phone or email. Schedule time with team members instead of conducting impromptu meetings. If there are continual misunderstandings from team members, pay attention to how the emails are written or how verbal requests are given. Provide clear instructions of expectations and require more written documentation. If someone is not performing an adequate job, hand that task off to other team members. There could be organizational changes that cause decisions to be made and delays in the project, due to lack of resources or qualified resources to perform the activities. There may be different levels of management with hidden agendas or egos involved that cause restrictions to the original scope of the project. Or perhaps the customer has not provided clear requirements or has changed their direction. Suddenly there may be conflict between team members causing a risk to the project.

Why Are Some Project Managers Not Effective in Their Roles as Communicators?

At times a project manager is too critical and micromanages to a level not acceptable to the team. Team meetings become ineffective. Or perhaps the project manager does not communicate bad news from the customer or upper management. Even though this project manager may think he or she is shielding the project team, the outcome is likely to be more painful than simply communicating negative information as it arises. Has the project manager provided good status reporting and distributed techniques, project plans, budgets, and templates to team members? Project managers must confront facts or present full documentation of project issues, risks, and status. Is the project manager intimidated by upper management? Does the project manager work well with the customer and keep customers informed of the status? Does the project manager immediately communicate any problems to the correct team members or management?

How to Effectively Manage Communications Throughout the Project

The project manager clearly needs to understand or detect any problems early in the process or identify in the planning phases. The project manager needs to have good listening skills, as it is important not to filter any bad or good news out. He or she needs to listen to facts—make the project plan, the requirements, the scope statement, and the budget the foundation of all communications. Communicate the nature of the project to all team members and stakeholders and allow for a question and answer session.

The project manager should be knowledgeable and capable of executing planning phases of the project while organizing, directing, motivating, and controlling. The communication management plan is the source document and tool to generate synergy amongst the team members and produce project results.

Effective communications can be the deciding factor of a successful project to meet the project’s deadline and budget requirements, and to deliver a quality product to satisfy customer and stakeholder expectations.

FURTHER READING

Booher, Diana. Communicate with Confidence. (New York: McGraw-Hill, 1994).

Silberman, Mel. 101 Ways to Make Meetings Active: Surefire Ideas to Engage Your Group. (San Francisco: Jossey-Bass, 1999).

Vicker, Lauren and Ron Hein. The Fast Forward MBA in Business Communication. (San Francisco: Jossey-Bass, 1999).