Communications

11
Communications
Effective communications are essential in maintaining progress and mutual
understanding of issues that arise as the project unfolds. In this chapter we
consider the many types of communication that are necessary during a
project, and the importance of ensuring that the flow of information works
effectively. The reporting and review systems will provide a formal means
of communication, but this is unlikely to be sufficient to meet all the needs
of those working on the project or other stakeholders.
COMMUNICATIONS IN A PROJECT
Communications are necessary both to link the stages of a project and to
facilitate progress within each stage. Communication is so central to the
management of a project that poor communications can be considered a
serious risk that would threaten the likelihood of completing the project
successfully.
One of the key concerns is the need to manage the information that has to
be produced, collected and distributed as part of the project. The form in
which information is recorded, stored and retrieved determines to a large
extent how it can be used and by whom. The flow of information in a project
needs to be planned to ensure that the appropriate information reaches the
people who need it. The processes used to collect and distribute information
will also have an influence on how well the information is communicated
and understood. For communication to work, the messages sent and received
also have to be understood. There are many barriers to effective communi-
cation, but most of the pitfalls can be avoided if communications are carefully
planned.
The channels for communication in the project should include everyone
who is involved. The members of the project team will have to communicate
with each other and with anyone completing related activities. There are also
people outside the team who should be kept informed and have opportuni-
ties for their voices to be heard, including the wider stakeholder groups and

the sponsors. Communication is a two-way process involving both giving
and receiving. If we do not communicate with each other we may find our-
selves working at cross purposes. We would also lose the opportunity to
influence and to be influenced by other ideas.
Communication may be formal or informal, depending on the size of the
project, the people involved and their usual ways of working, but it must
happen if the project is to succeed. Team members can become immersed in
their own activities and fail to seek or to listen to feedback from anyone out-
side the team. A comprehensive communications strategy will consider how
to provide mechanisms through which the essential two-way communication
can take place.
Communication implies scope for some sort of dialogue, where messages
are received, understood and given a response that might trigger a further
response. Often the dialogue is to develop or to test understanding. If you
send a message and are sure it has reached its intended destination, you still
cannot be sure that it has been given any attention or that it has been under-
stood. Communications can be improved by:
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paying attention to the needs of other people;
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listening actively, taking care and noticing signs;
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taking time to communicate in an appropriate way;
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taking time to check that the message has been understood;
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paying attention to feedback;
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giving feedback;
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choosing the time and place carefully when you expect to have a difficult
or confidential conversation.
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Communication is necessary to ensure mutual understanding. When you
consider channels of communication in a project environment you need to
consider how you, as the manager of the project, will receive and respond to
messages as well as how you will send them out. This is particularly impor-
tant in planning how information will be handled in the project, because you
cannot be sure that the information you give is understood by the recipients
until you hear the response or test out understanding in some way.
WHY IS GOOD COMMUNICATION NEEDED?
The purpose of communication in a project is to explain to others what has
been achieved and what remains to be completed, and to listen and respond
to the needs and views of others concerned with the project. The project
manager is usually the person in the middle of the web of activities who is
able to keep an overview and to ensure that communications flow openly
through all the channels that are needed.
One of your main concerns as a project manager is to ensure that everyone
who needs information receives the right information for the purpose at the
time they need it. This can often be planned using each activity line on the
schedule. Each person or team needs to know when they can start work and
whether anything has arisen in the previous period of work that will affect
the next period. This will often involve a mix of information including formal
written plans and face-to-face meetings at important handover points.
Open and full communication with everyone involved in a project is not
only about ensuring that information is handled efficiently. Communications
can be used to motivate by offering encouragement, praising success, reas-
suring when things are not going as smoothly as hoped and supporting those
whose energy or confidence is waning. It can be powerful in engaging people

to work enthusiastically towards achieving outcomes that they believe are
worthwhile.
If the project involves interdisciplinary, inter-professional or inter-organi-
zational working, the value of rich interaction cannot be overestimated.
When people have very different experience, assumptions and backgrounds
it is difficult to establish common ground so that there is enough trust and
confidence in each other to work together effectively. Although face-to-face
communication can reveal differences, there is also opportunity to identify
similarities and shared concerns. If there is support for the purpose and aims
of a project, this can provide the opportunity to build shared understanding
and to identify common ground in values and aspirations. If people develop
enthusiasm to achieve a common goal, it is much easier to work together.
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HOW CAN COMMUNICATION BE PROVIDED?
Project managers use a range of communication channels including face-to-
face meetings, phone, written and electronic notes, presentations and reports.
These different means of communication each have advantages and disad-
vantages and it would limit a project considerably if too few approaches
were used.
Example 11.1
Day-to-day communication
Jo was managing a project that involved several teams working in
different locations delivering organizational and management devel-
opment programmes. As she arrived at her office she found that one
of the team leaders was waiting for her, wanting a chat before starting
that day’s work. Although time was short, he was anxious for her to
listen, so she focused on what he had to say. It concerned other staff,
so she asked him into her office to maintain confidentiality.
This meant that she was 10 minutes late when she was able to settle

at her desk, but she had planned to make three phone calls before she
did anything else. Her secretary had also alerted Jo to some other is-
sues that were concerning staff on the project.
It was almost an hour later before Jo was able to look through her
in-tray and found details of two items that had been referred to during
the phone calls. She took several further phone calls while she checked
what else was in the in-tray and opened her e-mail. Again, she found
that there were several issues that recurred and it was helpful to read
all the messages before she replied to any because they presented dif-
ferent viewpoints.
Most project managers need to spend time listening to the issues and noticing
other signs of concern before making decisions or taking action. In most
projects, what affects one area will have some impact on others. Sometimes
these things run their course and are solved by those involved, but in other
cases the manager of a project has to intervene to reduce the levels of anxiety
or to solve a problem that is delaying work.
Much of the communication will probably be in the form of written words,
but it will also include charts and diagrams. This has the advantage of
consistency in that everyone can be sent the same message. Unfortunately,
this will not ensure that everyone receives the same message because we
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are all different and all interpret messages differently. If a team is sent the
appropriate part of a written project plan there is no guarantee that they will
understand it or the implications for their work. Moreover, they may feel
neglected and unwelcome on the project if you do not meet them and go
through the plans, checking understanding, listening to their concerns and
offering personal support.
Formality and informality both have their place. A formal message carries
authority but may seem unnecessarily directive to someone who expects to

be consulted and not ‘told’ what to do. Instructions can be issued in different
ways, and in some settings a face-to-face discussion and agreement can be
much more effective than a string of threatening e-mail messages.
We send a lot of messages through our tone of voice, appearance and
actions. Project managers who want their projects to be successful will use
all aspects of communication to support their aims. We are often not very
aware of non-verbal communication but it can be a strong influence on how
people feel about the project. It is not as specific as use of words is intended
to be, but people ‘read’ it in a very basic way that raises positive or negative
and uneasy feelings. We can be aware of the reactions we are receiving from
others, and try to avoid misunderstandings before they damage the project.
Openness about ideas and feelings is crucial to success in communities where
a shared value base is important.
MANAGING THE FLOW OF INFORMATION
There are two main areas of information that need to be managed in a project.
Plans are essential so that all those who need to know can be informed about
what should happen, when and how. The other type of information is about
what actually happens, so that completion of plans can be confirmed or revi-
sions can be made. Those who are interested in the project or its outcomes
will need both types of information.
The key questions in planning the information flow are:
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Who needs information?
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What information do they need?
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Who can give it to them?
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When do they need it?
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Why do they need it?
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How do they need it?
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