Shannon and Weaver Model
Communication in Project Management 1
Communication in Project Management Anita Mehta
Communication in Project Management 2 Abstract As in any other discipline of business the importance of communication cannot be overemphasized in managing projects. Statistics show that seventy four percent of projects are unsuccessful. One of the many factors that contribute to the failure of these projects is poor or insufficient communication. By taking a closer look at the three main phases of projects - initiation, execution and closedown we can try to determine the role and impact of communication during each phase.
Communication in Project Management 3 Communication in Project Management The importance of communication in the success of a project is immense. Careful communication planning and setting the right expectations with all the project stakeholders is extremely important. Face to face initial communication within the project team to establish the team dynamics and learning the customer’s expectations are the keys to success when starting a project. Throughout my years as a project manager, my belief that the success of a project is a matter of effective communication has been continuously reinforced. As listed by Kerzner: Typical literary definitions of effective communications include: An exchange of information An act or instance of transmitting information A verbal or written message A technique for expressing ideas effectively A process by which meanings are exchanged between individuals through a common system of symbols Effective communication involves both sending and receiving the message. With this in mind, a good definition of project communication management can be “Project Communications Management includes the process
Communication in Project Management 4 required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information” (Project management institute standards
Communication in Project Management Anita Mehta
Communication in Project Management 2 Abstract As in any other discipline of business the importance of communication cannot be overemphasized in managing projects. Statistics show that seventy four percent of projects are unsuccessful. One of the many factors that contribute to the failure of these projects is poor or insufficient communication. By taking a closer look at the three main phases of projects - initiation, execution and closedown we can try to determine the role and impact of communication during each phase.
Communication in Project Management 3 Communication in Project Management The importance of communication in the success of a project is immense. Careful communication planning and setting the right expectations with all the project stakeholders is extremely important. Face to face initial communication within the project team to establish the team dynamics and learning the customer’s expectations are the keys to success when starting a project. Throughout my years as a project manager, my belief that the success of a project is a matter of effective communication has been continuously reinforced. As listed by Kerzner: Typical literary definitions of effective communications include: An exchange of information An act or instance of transmitting information A verbal or written message A technique for expressing ideas effectively A process by which meanings are exchanged between individuals through a common system of symbols Effective communication involves both sending and receiving the message. With this in mind, a good definition of project communication management can be “Project Communications Management includes the process
Communication in Project Management 4 required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information” (Project management institute standards
References: Kerzner, H., (2001). Project management: A systems approach to planning, scheduling, and controlling (7th ed.). New York: John Wiley & Sons, Inc. Project Management Institute Standards Committee., (1996). A guide to the project management body of knowledge (1996 ed.). North Carolina: PMI Publishing Division.