Time Frames for Moving Issues Up the Chain Solution 1

Time Frames for Moving Issues Up the Chain

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Description/Paper Instructions

Time Frames for Moving Issues Up the Chain

Escalation: processes and time frames for moving issues up the chain.

Notes: Provide the scope of adding comments or notes for all to record.

Why is the communication plan vital for project success?

Communication is critical to project success. Project managers need to speak the language of different stakeholders while being an empathetic listener (Larson & Gray, 2021). The project manager uses communication to coordinate efforts continuously to ensure the project is flowing smoothly. Communications management is the key to project control, the essential element of project management. Without the benefit of a good communications management system, the processes involved in the development of a project from conception to completion can be seriously constrained (Oliver, 1983). Without a communication plan the decision-making process will lag, there will be unclear roles and responsibilities for upcoming communication schedules, less gathering of feedback at milestones, and there will be more potential to be behind on tasks, which can lead to fast-tracking or crashing and even project failure.

Who is the most important person or group on the communication and why?

When it comes to communication you need to have a sender and a receiver. The sender/ speaker and the receiver/listener are most important person/groups in the communication. Because senders/speakers are the person or group of people who are involved in sending or sharing information. Receivers/listeners are the people who receive information from the speakers/sender and must process it. Therefore, both speaker and listeners together make the effective communication process.

References

Kashyap, S. 9 Effective Communication Strategies to Connect Better with Your Team, retrieved on 6/22/22 from https://www.proofhub.com/articles/communication-strategiesLinks to an external site.

Larson, E. W., & Gray, C. F. (2021). Project Management: The Managerial Process. New York: McGraw-Hill.

Oliver, C. E. (1983). Communications management. Project Management Quarterly, 14(1), 28–30.

PM 692 Video discussion 3 2022.docx Download PM 692 Video discussion 3 2022.docx

Student 2 Joshua

Joshua Andersen

Park University

PM692 Communication, Risk, and Stakeholder Management

Dr. Matt Keogh

Video Discussion 3

22 June 2022

Video Link:https://youtu.be/_eK41IYXTUE Links to an external site.

Executive Summary

What are some of the key techniques/methods to communicate effectively as a Project Manager?

Communication can be a complicated topic at first, but as we break down and understand what it means to communicate, a Project Manager can navigate communication easily, and accomplish what is needed. In the past few weeks, we have been regularly talking about how important interpersonal skills are, which is why it is also a key technique for communicating effectively (Larson & Gray, 2021). A Project Manager cannot simply deliver orders to the team and expect them to receive that message (Groysberg & Slind, 2012).

A Project Manager needs to use the technique of getting close, gaining trust, listening well, and getting personal (Groysberg & Slind, 2012). Coincidentally these techniques go hand in hand with the traits of good leaders. A good leader must stay grounded, motivate people, and build cohesion in their team (Project Manager, 2012a).

If a Project manager can use their leadership traits, they can begin building trust with their team which will encourage the team members to listen to the Project Manager which will help them effectively communicate. I discussed before how important active listening is, and the same goes for the Project Manager, if he or she can listen well when team members are speaking and communicating with them, it helps to strengthen the cohesion of the team. When all team members have their trust, listen well, get close, and become more personal, effective communication will become easier and remain an integral part of the project.

Interpersonal skills are the number one way to communicate better

The best techniques to communicate effectively are

Getting close to the team, gaining the trust of the team, listening to the team, and getting personal with the team

Respect and active listening need to work both ways (both PM and team member)

PMs should use leadership traits to strengthen communication

A cohesive team communicates better

What are some do’s and don’ts as a Project Manager when communicating with project teams and stakeholders?

Effective communication does not only need to happen within a project team, it must also happen to external members such as stakeholders. There are always do’s and don’ts with communication, but it is also important to understand that a “do” within your project team may be a “don’t” to a stakeholder. Some of the “dos” of communication should be that you use effective listening, give feedback (this may be a “don’t” when communicating with stakeholders), pay attention to both the sender and receivers’ nonverbal, and consider the urgency of the message (Rajkumar, 2010).

We have extensively covered the need for effective/active listening, but I have not addressed giving feedback. Feedback can be a tricky subject, especially if the entire team is not used to receiving it. Since a good leader must be aware and mindful, they can better provide feedback, and work with anyone who may be uncomfortable with that subject (Rajkumar, 2010). Non-verbal communication may be the most difficult form of communication. A Project Manager must be attentive to what body language they are portraying when speaking, as well as how the receiver is postured. If you are delivering bad news you may want to appear in a more sympathetic way rather than acting carefree, this will allow the message to be received better. Urgency in a message can decide if the information is useful or not. If you have a time-sensitive message and wait too long to deliver it, it can become pointless (Rajkumar, 2010). Getting organized is one of the first steps a Project Manager needs to take, but it is also important to sustain that organization to effectively communicate urgency at all times (Project Manager, 2012b).

Some “don’ts” as a Project Manager are, keeping information to yourself, not closing the loop, and excluding the team from the conversation. As a Project Manager you may be “in charge”, but it does not mean you do not need assistance. A good leader solicits help from others, and that cannot be done if you are not sharing information (Project Manager, 2012b). Not only does keeping information to yourself hurt your team, but it can also be frustrating to stakeholders. If there is an agreement as to what information should be shared with stakeholders, and you keep that valuable information to yourself, it can create a problem or disagreement with the stakeholders leading to even further setbacks.

Closing the loop in a conversation solidifies that everyone is in agreeance and on the same page. If a Project Manager does not close the loops in communication, it can lead to ambiguity and confusion (Rajkumar, 2010). Excluding anyone from a conversation can be detrimental to not only team/stakeholder relationships, but to the project itself (Rajkumar, 2010). A project team needs to be as transparent as possible, whether that is within the team, or with the project stakeholders, and exclusion is a quick way to break down those relationships.

Effective “do’s” maybe “don’ts” outside of your team

Being attentive and organized helps a Project Manager avoid pitfalls

Do’s- use effective listening, give feedback, pay attention to both the sender and receiver’s nonverbal cues, consider the urgency of the message

Don’ts- keeping information to yourself, not closing the loop, and excluding the team from the conversation

What are the major components of the communication plan?

The major components of the communication plan are, what information is being shared, the target audience, when it will be shared, the method of communication, and who is delivering the message (Larson & Gray, 2021). By identifying relevant people or groups to be included in the communication plan you are reducing the need for passing redundant information. Including these major components also takes out any questions when urgent or important information must be passed. All members associated with the project must be familiar with the communication plan for it to be useful (Larson & Gray, 2021). During the planning phase, special care must be taken to include all contingencies when creating the communication plan, and you must be cognizant of the fact that changes may need to be made if the plan is not working effectively.

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