COMMUNICATION IN PROJECT MANAGEMENT
Introduction
Communication is a significant pillar in successful project management as determined by several studies. The process of combining and coordinating processes and project management activities depends heavily on effective communication. Project management is considered successful if perfect harmony exists between the project sponsors, project manager and their team members. Communication is needed in communicating the scope, costs as well as the time needed in achieving the project.
Communication effectiveness is judged from the stakeholders’ perspective. The term project stakeholders, in this case, extends from the owners, financiers, management team and the employees on site. Whether in quelling disputes, creating awareness on the existence of the project, promoting unity and understanding or communicating the effectiveness of the project, project management is bound to communication.
Need for structured communication in project management
Structured communication in project management refers to some established framework that guides interactions between the project manager and their team members (Yap, Abdul-Rahman, and Chen, 2017). The framework is established mainly to reduce ambiguity and to some extent to increase the efficiency of the project. Structured communication encompasses the use of special tools and techniques in passing a message across, downwards or upwards within an organization setting. For our case study, let us explore the need for structured communication between the project managers and the team members.
For a project manager to gain the commitment and dedication of their team members to the project, they need to establish structured communication. If the manager attains the ability to speak to and listen to feedback from his members, it opens an opportunity for them to sell their dream to convince members to commit their energy and resources to the cause. It is close to impossible to win someone’s confidence if you only speak to them without listening to their perspective.
Structured communication in project management also improves the decision-making capabilities of the team members. When members of the team communicate regularly with each other, the project becomes entrenched in them and they adopt a culture of ‘this is the way things are done here’. Even in the absence of their manager, team members can make optimal decisions on their own. Also, structure communication enhances understanding and general unity within the team. It reduces the possibilities of conflicts arising out of misunderstanding and consequently, it enhances teamwork.
Theories and case examples of structured communication
Diffusion theory
The diffusion theory proposes that human beings are creatures of habits which makes it difficult for them to adapt to unforeseen changes. According to this theory, project managers should keep in mind this tendency to resist change and therefore make allowances for this during the planning stage (Kee, 2017). Whereas some people adapt quickly to changes, other people take a bit of time and convincing to align their mindset to the prevailing circumstances. Sudden and unexpected changes may disorient team members. With the knowledge of this theory, project managers can devise ways of making transitions if a change of plans occurs.
For example, in the ongoing Covid-19 pandemic project managers have had to make sudden changes in their plans in line with the government directives meant at stopping the spread of the virus. Project managers had to be tactical in communicating directives such as working from home. Changes had to be done gradually and tactically to avoid disruption to the project.
Groupthink theory
This theory states that groups achieve maximum results only if they have one mind. The idea behind the groupthink theory being that members need to have the same objectives and maintain unity in implementing decisions made (West and Turner, 2018). According to this theory, project managers are required to maintain cohesiveness within the group if they want to bring out the best in the group. Project managers need to rally all the members of their team to commit their attention and resources in pursuing a common goal. It can only be achieved if the manager is great at structured communication. Convincing the group members to remain united is a prerequisite for a successful project.
For example, projects that involve construction require input from several experts ranging from a structural engineer, architect, electrician, plumber and so forth. All experts involved in the project must understand each other conceptually since they need each other’s input. Construction is never a one man’s job. Exchanging ideas and presenting the available options to the project manager for them to pick the best is essential. The whole process happens seamlessly if all the experts involved understand they are working together and not competing against the other. It is the project manager’s role to establish this unison through effectively structured communication techniques.
Analysis of project management methodologies
Agile
Agile project management is an iterative approach to project management that allows you to break large projects down into more manageable tasks tackled in short sprints. Agile was initially established for developing software but over time it is being used in other project development cycles (Rasnacis and Berzisa, 2017). It focuses on customer satisfaction, with changes made at every stage of the project to accommodate the changing environment.
| Strengths | Weaknesses |
| There is a very low risk of missing the objectives set out during the planning stage. | Not suitable for an inexperienced project manager |
| Increased customer satisfaction | It gives less consideration to the end-user |
| Increased flexibility and transparency | Unsuitable for large and traditional companies |
Waterfall
It is a traditional approach to project management that awaits for project completion before handing over the end product. Waterfall projects take a relatively long time to deliver and are less flexible compared to the agile ones (Säisä, Tiura and Janne, 2018). Since the project managers make minimal changes in this methodology, success is measured using delivery time, budget and the scope of the project.
| Strengths | Weaknesses |
| Higher quality end products are achieved | Relatively more expensive |
| Suitable for low uncertainty projects | Completion takes longer |
| The method makes it easy to test products | It is less flexible to accommodate changes |
PRINCE2
It is a process-based approach that focuses on the organization and control over the entire project from the beginning to the end of the project. Under this methodology, planning is done from the beginning so that each stage of the process is structured (Vaníčková, 2017). In this methodology, projects must have an economic justification from the beginning to the end.
| Strengths | Weaknesses |
| A flexible method that can fit any project | It involves a lot of documentation |
| It enhances accountability | Requires updating after every stage |
| More focus is given to the end product | Completion takes longer |
Recommendation
I will recommend the use of the PRINCE2 methodology in our project. The main justification for using the method is to ensure accountability in the whole process. From the planning stage, all through to completion records on activities, risks, opportunities and costs incurred during the project will be maintained for the sponsors and other stakeholders to evaluate. Besides, business justification for the project will be acquired using this methodology. Also, the method will assist me to produce a quality product.
Conclusion
In conclusion, the importance of effective and structured communication in project management cannot be understated. Both of these aspects go hand in hand with communication being a prerequisite for successful project management. A project manager that is great at communication has the confidence of the sponsors, the project team and the customer.
References
Yap, J.B.H., Abdul-Rahman, H. and Chen, W., 2017. Collaborative model: Managing design changes with reusable project experiences through project learning and effective communication. International Journal of Project Management, 35(7), pp.1253-1271.
Kee, K.F., 2017. Adoption and diffusion. The international encyclopedia of organizational communication, pp.1-14.
West, R. and Turner, L.H., 2018. Introducing Communication Theory: Analysis And Application. McGraw-Hill Education.
Rasnacis, A. and Berzisa, S., 2017. Method for adaptation and implementation of agile project management methodology. Procedia Computer Science, 104, pp.43-50.
Säisä, M., Tiura, K. and Janne, R., 2018. Waterfall vs. agile project management methods in university-industry collaboration projects. In The 14th International CDIO Conference: Proceedings-Full Papers. CDIO Initiative.
Vaníčková, R., 2017. Application of PRINCE2 project management methodology. Studia Commercial Bratislavensia, 10(38), pp.227-238.