There is a very good reason why PMs need to be good communicators – communication is vital to project success, especially on the more complex projects where team performance is highly scrutinized. Previous postings discussed some of the more critical communication items already – Priorities, Assumptions, Estimating and Planning, Change Management, and Risk Management. To add further to the list, we should include Decision Making, Providing Direction, Conducting Meetings and Reviews, Documenting, Escalating, Status Reporting, Conflict Resolution, and Mentoring (especially with regard to using the PM tools and techniques employed on the project). There is also Internal Organizational Governance (i.e., Policies and Procedures, Processes, Guidelines, etc.), Laws and Regulations, Security, Employee Relations, Training and Personnel Development, etc. In my book “Project Risk Management: A Practical Implementation Approach” most (if not all) are touched on. Needless to say (but I will do it nonetheless), if your organization is on a mission to “do more with less” in an effective way, communication has to be crisp, current, accurate, complete, unambiguous and representative of the organization’s core values and cultural norms. Team members and organizational management should all be in sync with the established expectations.
The objective of this series of posts is to provide insights into the breadth of Holistic Project Risk Management, especially as it relates to satisfying an organization’s objective to “Do More with Less” – which, if done well will improve the organization’s business success. The plan is to provide 2 posts per week over the course of 10 weeks. Thus, there will be time in between topics to comment and/or reach out to the author for clarification or further requests. Past posts will be assembled and stored on the Build2Scale.net website for future reference.
My text book “Project Risk Management: A Practical Implementation Approach” can be purchased via the following link: