5 Ways Executives Can Unintentionally Disrupt Your Project Communication Strategy
A strong messaging strategy is a must for large and complex projects. Information flows need to cross many boundaries and reach diverse groups quickly, but
A strong messaging strategy is a must for large and complex projects. Information flows need to cross many boundaries and reach diverse groups quickly, but
Project teams have numerous communication options available to keep information flowing. It’s now possible for stakeholders to communicate a lot, but the growth of messaging
Maintaining healthy communication channels throughout a project’s lifecycle can be challenging. You need to harmonize your messaging across a dynamic set of functional areas and project participants when the effort is complex. In long projects, you must also find
New projects are exciting. Sponsors look forward to seeing the initiative’s goals become a reality, end users hope to experience the project’s promised positive effects
Your team’s communication strategy is always evolving. Just moving from one project to the next, you’re likely to find different sets of requirements and expectations
Projects that have clear and ongoing project communication issues eventually become plagued with problems. You’ve probably seen it before: The people responsible for managing schedules
Your team may occasionally execute projects that will have unwelcome effects on an organization’s workforce. Most impacts are intended to be positive, such as workflow and machinery updates that improve safety for staff. But in other cases, employees may learn their jobs are scheduled for relocation or that their positions are being eliminated entirely.
Time is an important component in every project. From scheduling sought-after craft labor resources to meeting key task deadlines, PMs must remain focused on time throughout the effort. But some projects are more time-sensitive than others. If your team is working on initiatives that require tight timeframes or have fixed completion dates, keep these helpful strategies.
The on-deck project. It’s there, waiting in the wings, ready to go as soon as your team wraps up its current efforts. You and your stakeholders are probably excited to get going on it. It may be a garden-variety project, or it could be a one-time, strategically important initiative that will catapult the company forward. Either way, if its start date hinges on completing other tasks, it’s in a precarious position, because if something—anything—goes wrong with your present schedule, that on-deck project will almost surely be bumped.
One common problem organizations encounter is the existence of multiple concurrent plans for a single project. Between the various cross-functional groups, from accounting to engineering to HR, you may discover there are too many schedules in use. With all these timetables floating around, how can you trust any of the resulting progress estimates? The true status of each activity soon becomes a big question mark. Sound familiar? It’s the “many truths” problem and it could doom your project to failure.
When you have a project too important to fail, choose PMAlliance.
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