9.1 Critical Concepts for Project Communication Management

Communication during a project is the exchange of information, whether voluntary or involuntary. The information being exchanged varies depending on the objective of the communication among stakeholders. The various communication forms may be through ideas, instructions, and even emotions. While the forms may vary from one project stakeholder to another, it is crucial to identify and evaluates the communication mechanisms by which project information may be exchanged. The following are examples of the mechanisms used during project communication. 

  • Written- Can be physical or electronic information that is written
  • Spoken- Can be face-to-face communication or remote communication where technologies or devices such as mobile phones or laptops may be used
  • Gestures- While gestures are not a reliable form of communication, some stakeholders may employ this form through using tone of voice or their facial expression to relay information
  • Media- Media communication mechanisms are increasingly becoming important (Ma, Jia, & Ding, 2021; Hysa & Spalek, 2019). It encompasses pictorials, actions, or even the choice of words employed in a given media. 
  • Choice of words: There are various modes or words stakeholders can employ when expressing an idea. While the choice of words used may imply the same idea, there is often a subtle difference in meanings for each word used. 

Evaluating the different communication mechanisms reveals that communication in project management describes how information is sent or received. It may be either through communication activities common in project management, for instance, project meetings and presentation, or through artifacts present in today’s technological world such as social media, emails, project documents, or even project reports. It is crucial that project managers effectively communicate with their stakeholders, whether internal or external, to ensure the efficacy of the processes and activities that facilitate the project’s completion. Effective communication is crucial since it connects the project manager to the project team and the internal and external stakeholders. It also builds a bridge that connects project stakeholders with different expertise, backgrounds, perspectives, and even interests. Therefore, communication activities during a project have varying dimensions, including:

  • Internal: Communication activities focused on internal stakeholders such as the project team
  • External: Communication aimed at reaching the external stakeholders such as customers, suppliers, target organizations, and the government
  • Formal: Formal communication is inclusive of formal project meetings, stakeholder briefings, and project presentations
  • Informal: Include general communication activities between the project stakeholders. May include social media posts, websites, informal discussions, or informal emails.

Hierarchical focus: This form of communication is dependent on the position of the stakeholders in cohort with the project team and how the communication approach may affect the format and content within the message being relayed. For instance, upward communication includes communication with senior management stakeholders, while downward hierarchical communication includes communication with the project team and any relevant stakeholder that works on the project. Hierarchical-focused communication is also inclusive of horizontal communication where peers within the project communicate.

Communication aids in developing relationships necessary to complete a given project and achieve the project outcomes. As assessed, several communication activities and artifacts are employed to support or otherwise facilitate communication. The communicative art of sending or otherwise receiving information in project management may occur consciously or unconsciously. The project stakeholders may employ unconscious or conscious queues such as words, gestures, and facial expressions. Therefore, for project managers to successfully manage the project relationships among their stakeholders, there is a need for developing communication plans or strategies suitable for the type of mechanisms used (Bigbee & Stevenson, 2019; Souza, Tereso, & Mesquita, 2020; Bond-Barnard, Fletcher, & Steyn, 2018). A successful project communication process has two parts (“A Guide to the Project Management Body of Knowledge: (PMBOK® GUIDE) Sixth Edition”, 2017). Foremost is the development of an appropriate and strategic communication approach depending on the project needs and stakeholders. Notably, there are different communication needs and communication mechanisms, and types used in stakeholder communication. A communication management plan is crucial to ascertain that the necessary or appropriate message or information is conveyed to the stakeholders using the proper format. The second part that defines a successful communication strategy is what the message constitutes. Often, project communication is a product of project management and planning usually carried out by project managers. They include the “the collection, creation, dissemination, storage, retrieval, management, tracking, and disposition of these communications artifacts” (“A Guide to the Project Management Body of Knowledge: (PMBOK® GUIDE) Sixth Edition”, 2017, p.362). In retrospect, the project communication strategy and management plan form a foundational basis for monitoring communication impacts. 

Like most communication processes, communication among project stakeholders may prove difficult. There might be limiting factors such as communication hurdles and misunderstandings. These issues can only be reduced but not eliminated (“A Guide to the Project Management Body of Knowledge: (PMBOK® GUIDE) Sixth Edition”, 2017). Approaches such as the 5Cs of Written communication evaluated by the Project Management Institute may prove useful in eliminating the communication hurdles such as misunderstandings. They include:

“1. Correct grammar and spelling: Poor use of grammar or inaccurate spelling can be distracting and can also introduce distortions in the message, diminishing credibility. 

  1. Concise expression and elimination of excess words: A concise, well-crafted message reduces the opportunities for misunderstanding the intent of the message. 
  2. Clear purpose and expression directed to the needs of the reader: Ensure that the needs and interests of the audience are factored into the message. 
  3. Coherent logical flow of ideas: A coherent, logical flow of ideas and using “markers” such as introduction and summaries of the ideas throughout the writing
  4. Controlling the flow of words and ideas: Controlling the flow of words and ideas may involve graphics or just summaries” (“A Guide to the Project Management Body of Knowledge: (PMBOK® GUIDE) Sixth Edition”, 2017, p.363).

Various communication skills often reinforce the recommended 5Cs of written communication. These communication skills include:

  • Active listening 
  • Cultural awareness and the awareness of personal differences among the project stakeholders
  • The identification and management of stakeholder expectation
  • Enhancement of communication and team skills
  • Motivation through encouragement and reassurance through coaching, training, and negotiation

 

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Emmanuel Addo
Founder
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Emmanuel Addo is the founder of the Young Global Leaders Network, an international non-governmental organization registered in six (6) countries namely, Ghana, United Kingdom, Nigeria, Sierra Leone, Democratic Republic of Congo, and South Sudan and has a membership strength of over 15,000 young black professionals, students, graduates, and aspiring leaders.

The organization also operates in 25 other African countries. Emmanuel also doubles as the chief convener and founder of the Young African Leaders Summit, one of the largest continental youth summits in Africa.  

Currently works at Kingston University as a Business Engagement Team Member in their Partnerships and Engagement Department. 

He characterizes energy, integrity, result-oriented, and ground-breaking service in each detail of strategic management, change management, stakeholder management, and leadership acquaintances.
Emmanuel owns a core background in Sociology and Psychology from the University of Ghana.

Leveraging his experience as a youth activist and a dynamic young man, Emmanuel founded the Young Global Leaders Network, a youth organization that comprises young diplomats, young politicians, and aspiring politicians, business/entrepreneurial business leaders with the aim of championing a mutual agenda for the African youth and promoting youth participation in governance as well as promoting entrepreneurial culture.
Emmanuel nurtures an environment of teamwork and has expertise in data collection and analysis as well as both quantitative and qualitative methods.

Emmanuel worked as an Associate Lecturer at the London College of Advanced Management where he delivered a wide range of business management courses that involved principles of marketing, leadership, operation management, and research methods. Emmanuel has always maintained high teaching and learning standards to ensure that his students’ stand out in academic achievements and successful progression. As a stout believer and passionate key player in volunteering; Emmanuel creates quality time to giving back gladly to his community what he has learned and to educate individuals with free consultancy on career development. He is a leader anyone would love to look up to and with great integrity, commitment, and passion to make the world a better place.
Emmanuel worked as Qualifications Manager at the Open University in the UK.

Emmanuel is also the founder of Kickstart Innovation Hub Ltd, the entrepreneurial hub of Young Global Leaders Network.