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