Project Communication Process

Without proper communication, a lot of conflicts can be expected. It is absolutely essential that the necessary communication processes be identified and communicated to every stakeholder of the project. Good communication in the team, between the project manager and the team and between the project manager and the key stakeholders should be ensured. Feedback on the current progress of active tasks, problems encountered, problems anticipated, and technical difficulties encountered are needed throughout the implementation phase. An information system should be created, giving the project manager the information he needs to make informed, timely decisions that will keep project performance as close as possible to the project plan. Young recommends the use of a communication plan to ensure regular and timeous feedback on project progress. We will focus on two communication mechanisms essential in the effective monitoring and tracking of the project:

Project status reports:  The key stakeholders expect to receive regular feedback on project progress in the form of status reports. The frequency and format of these reports should be agreed upon even before the project is launched. Kerzner suggests that status reports be kept short and concise, containing pertinent information only. A single-page, standard template can be designed to ensure consistency and focus in reporting and recording: a concise summary of overall progress; a list of milestones due to be completed since the last report and their current status, e.g. on time or late; actions taken to correct any slipped milestones; forecasts for the project completion based on current information; reasons for any revision to earlier completion forecasts; any issues/problems still waiting for resolution; and costs to date compared to the budget.

The data contained in the report will depend primarily on whether it is a routine report, an exception report or a special analysis report. Kerzner believes that frequent, meaningful status reports can reduce or even eliminate executive meddling in projects. Team members should issue status reports to the project manager and the project manager then report to the key stakeholders, e.g. the sponsor and management.

Meetings:  Project review meetings are another important communication mechanism. What kind of meetings may be required? Young identifies the following types of meetings: one-to-one meetings with the project sponsor; one-to-one meetings with team members; project progress meetings with the team; problem-solving meetings; meetings with particular stakeholders, e.g. the customer; project review meetings with other stakeholders.

These meetings can be highly structured or very much informal, but each meeting should have a definitive purpose. People often dread meetings; therefore, it is important to keep a meeting as short as possible, sticking to the agenda and ensuring a specific outcome is achieved. Status reports are often delivered at a face-to-face meeting, not necessarily always in a written format. Project progress meetings can be scheduled throughout the project and even be shown on the Gantt chart, whilst other meetings need to be scheduled as the need arises.