Project Info/Coms Links
What are the project manager's communication links?
Project Manager's communications
Project Manager's central role
· The PM plays a pivotal role in communications
· Perhaps 80% of the PM's work is in effective communication
· Page 3 shows the major linkages
· In addition are external stakeholders
· Discussed in Issacon #1440
· Understanding the nature of each linkage is important
· Because it affects the characteristics of the communication
Project Communication Links
Master and servant - 1
·
The PM must be both a master and servant
·
As master
· The PM must be "in charge" of the project's direction
· Which means responsibility for the team's activities
· Requiring negotiation with line and staff managers
· As shown on page 3
· And encouraging and cajoling team members
· Over whom the PM may have no direct authority
Master and servant - 2
·
As servant
· The PM is the servant of the "customer"
· I.e. client, customer, project director or sponsor
· The PM is also the servant of the "performing organization"
· I.e. the PM's own top management
·
People ask:
· "How can you serve two masters?"
· Answer: "About the same way you respect and comply with both your parents!"
Project relationships - 1
·
The "customer"
· Is the most important player (stakeholder)
· Which is why we show this role at the top of the diagram on page 3
· Is the one who is the reason for the project in the first place
· Will determine the project's "requirements"
· And determine the "success" of the project
· In terms of "satisfaction"
·
In return
· The PM must provide progress reports
· And comfort that the project is proceeding "As planned"
Project relationships - 2
·
Top Management
· Must provide the organizational environment
· In which the project can succeed in its objectives
· By communicating relevant company policy
· And providing the necessary project resources and support services
·
In return
· The PM must provide status reports and forecasts
· So that the organization can manage its overall resources efficiently
Project relationships - 3
·
Line and staff managers
· Typically provide specialist support to the project
· Either part time or full time
· Have the most difficult task
· Because they must establish and maintain the appropriate level of competence
· For the work required and set by the PM
·
In addition
· These managers must provide status reports
· On the availability of suitable staff
· And on the progress of the work in their domains
Project relationships - 4
·
Group leaders and team members
· Are the ones that do the work
· And so require proper project direction from the PM
· They must be clear on what is to be done
· And what result is expected and when
· They should also understand why the work is necessary
·
In addition
· They are in the best position to report on progress
· And to forecast
· What it will take to finish the work
· And by when!
Less formal communication
·
The page three diagram
· Also shows informal communication
· Directly between the parties depicted
·
In an open and transparent organization
· This is valuable and desirable
· To better facilitate coordination
· And reduce any communication bottle neck across the "project manager's desk"
· And avoid unnecessary and unwanted "rumor mongering"!
Others involved
·
The parties shown on page 3
· Are not the only ones involved
·
On most projects
· There are many more involved
· Who are external to the project and its team
· But who, nonetheless, may have significant impact
· On the speed and success of the project
·
If there are many
· A "stakeholder analysis" could be valuable