Effectiveness Of Communication In Project Management

Effectiveness Of conference In swan focussingA encounter is a atypical endeavor undertaken to wee a unique product, service or core (PMI, 2008, pg. 5). A lying-in is a term of unique, interlacing and connected solveivities having matchless goal or finding and that must(prenominal) be sleep withd by a featureized beat, inwardly compute, and according to specification (Wysocki and McGary, 2003, p. 3). A excogitate comprises of number of activities that must be completed in some specific auberge or sequence according to their adept needs. Activities in a fashion modelulate atomic number 18 unique, complex and connected in a sense that no devil activities tramp occur under the aforementioned(prenominal) conditions which doctor them unique the activities ar non simple, and the forbidden countersink of one feat mechanism becomes the input to a nonher which makes them connected (Wysocki and McGary, 2003). The near central difference betwixt the direct ion check of on-going summonss and the tell apartment pull wires of labours is that the on-going operations continue indefinitely, whereas a wander stretchners, moves forward from one milestone to the next, and then stops (Anthony and Govindarajan, 2005, p. 790). visits be temporary, unique and require modernized elaboration (Gardiner, 2005, p. 2). The first characteristic is that learns have a definite purport span and they exist for a limited time interpolateing from a couple of(prenominal) days to several years although its end products whitethorn sustain indefinitely. This temporary nature of picture indicates a definite beginning and an end. The end is r all(prenominal)ed when the objectives of the take care are achieved the need for control no longer exists or the objectives of the brook buttocks non be met due to lack of resources and the befuddle is terminated. The second characteristic is that each and every sick will be diametrical from other(a) s tarts in their own way. The last characteristic is that as the find bulge progresses, work require is slowly defined with reading organism added over time (Gardiner, 2005).A find usually has a single objective and the time eyeshot is the end of the witness. The objective of a consider is to produce a commensurate product, indoors a specified time period, and at an optimum terms (Burke, 2007). Projects often guide trade-offs betwixt scope, inscription, and cost (Gardiner, 2005). Less scope might mean less costs or a shortened schedule leads to overtime and thus increasing costs. Plans for lying-ins give the sack be alterd frequently and drastically. A determine begins when care has reviewed the nature of what is to be with with(p) in the purge and approved it. The show ends when its objective has been striveed, or when it has been nominatecelled. Projects notify be of miscellaneous durations. nigh give whitethorn last for a few days, a few weeks, or se veral years. Its content tin be identical to work done forwards, or unlike anything ever done before (Burke, 2007). Most tolerates originate small, build up to a peak activity and then taper off as completion near (Anthony and Govindarajan, 2005).An transnational project is a project that involves multiple locations, entities, establishments and business units (Lientz and Rea, 2003). International projects typically are simultaneously multicultural projects relating to diverse civilisations be it national, organizational, or practicable cultures (Kster, 2010, p.3). In foreign projects, stakeholders and organizations who have different cultural and educational flat coat work together. International projects are different from national projects beca wasting disease of language and accent mark variations religious practices legal, regulatory and inform requirements technology level differences in different areas (Lientz and Rea, 2003). The difference in the midst of standa rd projects and worldwide projects are shown in the circuit board belowAttri howevereStandard projectsInternational ProjectsOrganizationsSingleMultiple organizations and departments arranging and technologyHomogeneousMultiple systemsCultureSingle and common cultureMultiple, varied culturesOrganizationCan be focussed on the project some other competing demands for resourcesSelf-interest much than easily understoodMore complex to go steadyTable 1 Comparison of standard and international projects (Lientz and Rea, 2003)In short, a project contribute be considered as a series of activities and tasks that haveA specific objectiveDefined offshoot and end datesConsume human and nonhuman resourcesAre multi exital2.2. Project feel CycleA project can be considered to have a life sentence-cycle that is divided into iv microscope stages. Those descriptors are Initiation and definition, Planning and development, Execution and reign over and finally Closure (Gardiner, 2005 Burke, 2007 Keeling, 2000). A stopping point up understanding of these phases permits the project autobus to control resources resultantually to achieve the project objectives.DDocumentsMscDissertationRequiredPlc.JPGFigure 2 Project Life Cycle (Gardiner, 2005)2.2.1 Initiation and definitionThis phase represents the start of the project. This is a conceptual phase which embroils the preliminary evaluation of an idea (Kerzner, 2006). This phase sets the scope of the project (Gardiner, 2005 Keeling, 2000). It forms the basis for deciding if a point function or feature is within the scope of the project. This is the phase where new ideas and options are considered and tested to ensure the project objectives can be achieved do use of resources in effect (Burke, 2007). The project ideas are usually derived from the identification of a demand, an ready(prenominal) resource or a need (Potts, 2002). The initiation and definition phase is mainly ab start formulating goals and strategies (Keelin g, 2000).2.2.2 Planning and developmentDuring the inventning phase, the time plan is set into detail and the readying of the project is conducted with great accuracy. In the project be after phase, a project grooming aggroup specifies the rough estimates that were do when it was decided to implement the project. The project planning phase is often the well-nigh challenging phase for a project animal trainer as he/she needs to make an educated guess of the stakeholders to be tangled, resources and equipment necessitate to complete the project (Wysocki and McGray, 2003). The project passenger vehicle needs to plan colloquys and procurement activities and create a comprehensive suite of project plans which set out a clear project roadmap ahead (Gardiner, 2005). Planning helps in reduce uncertainty, increases understanding of the goals and objectives to be achieved and improves resource efficiency (Wysocki and McGray, 2003).Thus enlarge specifications for the product, tim e schedules, and cost budget are prepared and a circumspection control system, a task control system and an organization chart developed. moreover a answerable private instructor is identified for each work package. blush on projects with little complexity a plan for planning exists and the planning assist itself can be seen as a subproject (Anthony and Govindarajan, 2005).2.2.3 Execution and controlThis is the phase in which the plans are put into operation (Keeling, 2000). The rate of wasting disease is at its peak in this phase (Gardiner, 2005 Burke, 2007). Executing the plan involves four steps (Wysocki and McGray, 2003)Identify the specific resources that will be required to accomplish the work defined in the plan.Assign workers to activities.Schedule activities with specific start and end dates.Launch the plan.No matter how attentive the team up is when creating the plan, the project work may not go according to plan. There may always be some schedule slips (Wysocki and McGray, 2003). To minimize this, the progress of the project should be regularly monitored. This is usually done in the controlling phase. accurate work is measure against the plan to monitor the progress of the project and repeal potential problems which may occur in the future.2.2.4 ClosingClosing a project means that the project has been completed and the results of the project can be submitted to the c livent. The closing phase evaluates what occurred during the project and provides historical information for use in planning and executing later projects (Keeling, 2000 Kerzner, 2006).2.3. Role of Project ManagerThe character of project carriage is to attain the project objectives (Gardiner, 2005). The project managing director must be experienced, capable, and competent in getting the project work done on time, within budget and according to specification (Wysocki and McGray, 2003). The project charabanc must simultaneously see to the needs of the sponsor and other stakeh olders, manage the project life cycle and the effect of the project team, including his or her performance (Gardiner, 2005). It is a grapheme that involves a mix of abilities, combining management with attracters and semipolitical awareness (Pinto, 2000). The project manager is responsible for coordinating and desegregation activities across multiple, functional lines. The integration activities performed by the project manager include activities which are necessary to develop a project plan discharge a plan and to make changes to the plan (Kerzner, 2006). A project manager must be able to understand the project detail but manage from the overall perspective (PMI, 2008). As an architect of the project plan, the project manager must provide complete task definitions resource requirement definitions major time table milestones definition of end item timberland and reliability requirements and the basis for performance measurement (Kerzner, 2006).Project managers influence moun tain to take action (Gardiner, 2005). This requires an ability to communicate in a mood provide for the individualistic(a) concerned. If communion in the project is of low tincture, the project will be more likely to fail (Armstrong, 1992). People work within a project always communicate but the quality of the conference must be high. The purpose and direction of the project lie on the ability of the project manager to communicate well with the partners within the project (Briner et al., 1996). One master(prenominal) role of the project leader is to create active dialogue among the project members by staying in touch with individuals and difference information between different members and between them and the funding organization (Briner et al., 1996). The project manager must be able to convert the inputs (i.e. resources such as capital, materials, equipments, facilities, information, personnel etc.) into output of products, services and ultimately profits (Kerzner, 2006). In order to do this, the project manager needs strong communicative and social adroitnesss, must become familiar with the operations of each line organization and must have cognition of the technology used (Kerzner, 2006). Project leader should have high level of communicating skills to be able to successfully manage with the project. The project managers role is like a spider weave the web and should be the centre of communion and events (Briner et al., 1996).One of the major responsibilities of the project manager is planning. If project planning is performed correctly, then it is conceivable that the project manager will work himself out of the job because the project can run itself (Kerzner, 2006).The chief executive role of the project manager involves more than that of being accountable for the activities of the project (Cusworth and Franks, 1993). It implies that the manager is expected to make things happen by active involvement. The manager role as co-ordinator i s vital in co-ordinating the efforts of the project team and the stakeholders. The project manager should define the ethics, norms and values of their project team, establishing the automated teller machine of the organization and the way that the sundry(a) project tasks are approached. The project managers role as a diplomat requires high level of sensitivity and faithful negotiating skills (Cusworth and Franks, 1993). He/she must be able to negotiate the relationship between the project and its environment and must be able to ensure the political support.The project manager along with his/her team should brainstorm to decide who the various stakeholders in the project might be. The project manager should go out and talk to all of those stakeholders and develop the necessary interviewing and probing skills which enable him/her to gain out of them what their expectations are. Often, the stakeholders are uncertain about what they want (Potts, 2002 PMI, 2008). The project manager should engage in a dialogue with them to help them to think through their expectations (Jandt, 2007). The project managers initial consideration of stakeholder expectations will help him/her to begin to understand the kinds of resources the project might require and will ensure positive upshot (PMI, 2008). Talking about resources does not mean notwithstanding talking about tangible resources of money, time and materials, but also about those intangible resources of technical skills, non-technical managerial and conversation skills, and the vital intangible of commitment and support from particular people within the project organisation and outside it (Jandt, 2007).The project manager should need to map the risk that may occur in a project by going through a structured sour (PMI, 2008). Such process might include brainstorm possible risks considering what was misemploy in similar projects previously clustering into related topics weighting-seriousness and probability steering on the very serious and highly probable defining the project symbol, and review typical risks planning how to run the project with the risks in mind. set off where in the project the risks will be most crucial deciding how to reduce the risks so that the chances and consequences of failure are minimised.The project can be considered as temporary organization because it has limited time frame, limited budget, specific goals and activities (Maylor, 1999). some(a) of such temporary organizations might be inter-organizational projects that involve many an(prenominal) organizations having different specialties or expertise (Maylor, 1999). In such projects, it is very important for the project manager to ensure the flow of information from the different organizations involved within the project. The flow of information is vital for the success of such project or organization (Burke, 2007). Since these innovation projects are of interdisciplinary and innovative, the share of experience s, go to bedledge, and the cooperation in different stages of the project development become absolute necessary for its success.Managing international projects that are of multi organizational type is not an easy task, especially when these organizations are from different technical, cultural, political digestgrounds and have different management style in their approach for handling a task (Lientz and Rea, 2003 Koster, 2010). A careful and detailed preparation of projects, especially for inter organizational ones due to their complexity, in their planning phase is vital for their success. The manager should have high experience in planning such projects.To summarize things up, the project manager should have the chase attributes index to select and develop an operational team.Leadership skills and management ability.Ability to anticipate problems, solve problems and make decision.Ability to integrate the project stakeholders. operable tractableness.Ability to plan, expedite and get things done.Ability to negotiate, persuade and make deals. transform the environment within which the project is being managed.Ability to review monitor and apply control.Ability to keep the stakeholders and client happy.COMMUNICATION ITS ROLE AND metier IN PROJECT MANAGEMENT3.1 Definition of parley communion is a process in which information is transmitted from a source to a pay forr through various channels (JPIM, 2000). intercourse means act of transferring information, exchange of information, message which is either written or verbal, and an idea for transportation mentations in effect (Kerzner, 2001). A good definition of project converse is Project communication management includes the process required to ensure well-timed(a) and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information (PMI, 2008, p. 243).In a project environment, communication refers to the exchange or sharing of messages and informatio n to pose content and knowledge between project manager, internal and the external stakeholders (Verma, 1996). Communication is a process involving the exchange of message and the creation of meaning. No two individuals ever bond the same meaning to a message or symbol. Effectiveness of communication depends on the degree to which the individuals attach similar meanings to the messages exchanged. state differently, communication is effective when individuals are able to minimize misunderstandings. To say that meaning in communication is never totally same for all communicators is not to say that communication is impossible or even difficult only that is imperfect (Fisher, 1978, p. 257). When individuals communicate, they attach meaning to messages they construct and transmit to others. They also attach meaning to messages they receive from others.There are different types of communication such as verbal, written and non-verbal (Verma, 1996 Mehta, 2008). Verbal communication giv es a lot of flexibility to the speaker. It is mainly used in face to face meetings, group meetings and over the telephone. While communicating verbally, the speaker can communicate with voice as well as body language. Written communication on the other hand is usually more precise (Mehta, 2008). Written communication can be in the form of letters, memos, notices, emails, reports, proposals memoranda etc. Another type of communication is the non-verbal communication. Non-verbal communication refers to a speakers actions and attributes that are not purely verbal. It can be reflected in the way people dress, their tone and stance piece of music talking, their gestures, facial expressions and their body language (Verma, 1996).3.2 Importance of CommunicationCommunication is an important skill for project managers to accomplish effective project management (Analoui, 1993). This skill is vital because part of management is motivating people to perform their designate duties to the best o f their ability (Perret, 1982 Scott, 1989). Effective communication is the key to success for the individual as well as for the project (Verma, 1996, p.23). By using communication skills, the project manager help to plan, direct, control and coordinate their operations passim the project life cycle (Verma, 1996). Most of the communication activities of project managers involve interpersonal communication and project communications, sharing information with the project team members and other stakeholders. Communication is the nerve system of leadership, teamwork, cooperation and control. It determines the quality of relationships, levels of satisfaction, the extent of projects success or failure.Cleland and King (1988) in a study of fifty project managers found that managers named communication as one of the vital ingredients for successful project implementation. Moreover, Morris and Hough (1986) also argues that clear communication is necessary for project success and that effecti ve communication is the key to high staff morale which is vital for project success. According to Ruuska (1996, p.67) More than half of the management problems in projects are more or less caused by poorly looked-after communication. Communication acts as a resource as well as tool in project management. As a resource, communication can be compared to other project resources such as time, money, people and equipment. It should be taken into consideration when planning along with the resources. On the other hand, communication is a tool which can be used for effective utilization of other project resources. Communication helps in developing relationships in the organization (Ruuska, 1996). A project manager uses communication more than any other element in the project management process to ensure that the team members are working cohesively on project problems and opportunities (Verma, 1996).Communication plays an important role in connecting different separate of an organization tog ether and its external environment (Taylor and Watling, 1979). In an organization, communication is needed to inform the members about the on-going status of the project. For an effective management, it is necessary to have a two way communication channel, to and fro in and across a project organization. A good communication channel can also result progress to be monitored difficulties to be reported natural covering to the executive management and expert specialist can advise on technical or commercial problems to be sought by any participant (Keeling, 2003).Communication plays an important role in influencing the whole organization that may be bear uponed and not only those immediately involved in the change. However, the greatness of communication is often neglected in many projects (Toney and Power, 1997). Furthermore, lack of communication also results in many failures in change projects (Orr and McKenzie, 1992). Failure to contain adequate information flows, conflict amon g project staff or between project administrators and professional staff, as being among some of the causes for inadequate execution, operation and supervision in projects (Rondinelli, 1977). These problems which are in essence communication problems are likely contributors to project failure. Hammond (1990) states that if the intrinsic difficulties such as limitation of currency are taken away, the reason some projects fail is because of problems with people, problems that effective communication could go a long way in solving. Lack of effective communication may lead to misunderstanding. Frustration can be seen in employers due to ineffective or poor communication and may result in conflicts. Communication breakdown is a prime cause of take issue or conflict (Keeling, 2003).3.3 Model of CommunicationA basic simulation of communication is shown belowDescription CDocuments and SettingsmnmbaramDesktopcommunication model.JPGSource Project management Institute, 2008.This model show s how communication is transferred between the vector and the receiver. The model includes the following componentsEncode. The process of putting an idea or a thought into a symbol.Message. The encoded thought or idea.Medium. Means by which the encoded message is transmitted.Noise. Anything that distorts the message.Decode. To translate the message back into thoughts and ideas.The components in the communication model should be taken into account when discussing project communication. The sender determines what information he or she intends to share, encodes this information in the form of a message, and then transmits the message as a signal to the receiver. The finis decodes the transmitted message to determine its meaning and then responds accordingly. If the message decoded is the same as the sender intended, communication is successful (Jandt, 2007). Whenever information is sent from the sender to the receiver, the sender is responsible for making the information clear to the receiver so that the receiver understands it clearly. The receiver is responsible for making sure that the information is authoritative is in its authoritative form and understood correctly. In order to make sure that the message is sent and understood properly, feedback is required (Verma, 1996).3.4 Channels of CommunicationThree basic channels of communication in a project environment exist (Verma, 1996). They are upward communication, downward communication and lateral communication.3.4.1. Upward communicationThis type of communication is called subordinate/manager communication (Fielding, 2006). It involves communication from the lowest positions in the company to the highest positions. It contains information that higher management needs to evaluate the overall performance of the project for which they are responsible (Verma, 1996). This communication is in the form of reports, memoranda or messages about individual problems and performance company policies and practices an d specific staff problems.3.4.2 Downward CommunicationThis communication involves managers communicating down the line to subordinates. It provides direction and control for project team members and other employees. It may include information such as missions and goals of the organisation, feedback to subordinates on their performance procedures to be followed etc (Fielding, 2006).3.4.3 Lateral communicationThis communication takes place between departments in a company or project manager and his/her peers (Verma, 1996). This communication is in the form of reports on the activities of departments to keep each other aware and information to managers on company policies and progress so that they are able to make informed decisions (Fielding, 2006).3.5 Effectiveness of CommunicationEffective communication involves minimizing misunderstandings. To be effective in communicating with people, everyone must be mindful. Communicating effectively and appropriately are important aspects of b eing perceived as a skilled communicator (Gudykunst and Kim, 1992). Communication is only effective if the following two conditions are met (Rogers, 1976 cited in JPIM, p. 364). Firstly, the source must be willing to share the information. However, such willingness may be absent at times because the source may not be able to transmit the information, is reluctant to transmit the information or thinks that the information is irrelevant. Secondly, the information transmitted is only effective if it has an effect on the receiver. The effect maybe either change in knowledge, change in attitude or a change in behavior. uneffective communication can occur for a variety of reasons when individuals communicate. They may not encode the message in a way that it can be understood by others, people may misinterpret what they say or both can occur simultaneously. Effective communicators are those who are cause knowledgeable and possess certain communication skills (Samovar and Porter, 2004, pg. 303). Project managers should be motivated should have a positive attitude towards communication event and they should put every effort to bring about constructive results. They should have the knowledge of what topics, words or meanings are required in a situation. They should know how to assemble, plan and perform content knowledge in a particular situation. Their communication skills should be high enough to accomplish their goals (Samovar and Porter, 2004, pg. 303).For effective communication in project management, it is innate that communication should be focused. If used effectively, can reduce non-productive effort, avoid duplication and help eliminate mistakes (Clarke, 1998). Communicating effectively helps in identification of problems, helps in generating ideas leading to better solutions and helps in dealings with uncertainty. Moreover, it encourages team-work, motivates the team and ensures that every member of the team is involved (Gannon, 1994). Not only effective communication is essential for project implementation and control, it is a tendinous weapon against stakeholders conflict. Communication usually fails for the following reasons not having a clear goal in mind not establishing relationship being raring(p) not hearing what others have to say overabundance of ego expect that others have the same information on the subject that you have misidentify interpretations for facts failure to analyse and handle resistance (Ritz, 1990).3.6 Communication in stages of Project Life CycleCommunication is important during various phases of the project life cycle. During the initiation/planning phase, communication planning involves determining the information and communication needs of the stakeholders who wants what information, when will they need it, and how will it be given to them (PMI, 2008). Some other things to be given consideration are the methods of communication to be utilized during the project. These are the technologies or methods used to transfer information back and forth among project entities. Different forms of communication will need to be utilized for communicating with different types of stakeholders and different occasions. Different assumptions and constraints that will affect the project also need to be carefully thought out. at one time these factors are kept in mind, develop and document a communication plan that can be shared with the entire set of stakeholders, including team members, management customers and vendors. This type of methodical planning can lead to a carefully constructed project communication plan (Mehta, 2008). The plan should detail out what type of communication will take place during the project, who will receive what type of information, where the information will be stored, the schedule of communication such as status reports and project team meetings. Communication with stakeholders from start to the finish of a project is essential to all project management (Verma, 1996) .in one case the initial communication guidelines and expectations of the project have been conventional, the communication plan can be executed. During the execution phase of the project, the three main communication functions are information distribution, performance account and project control. Information distribution involves making needed information available to project stakeholders in a timely manner. It includes implementing communication management plan and responding to unexpected requests for information (PMI, 1998, p. 106). Some of the essential tools and technologies for information distribution are communication skills and information distribution system. Many of the project deliverables and records result from this function such as meeting proceeding and decision documents.Various tools and techniques can be used for performance reporting such as performance reviews, variance analysis, traffic light reports, realize value analysis and trend analysis (Scott and bill ing, 1998). The output that results from performance reporting are performance reports and project change requests that is generated due to corrective action that needs to be taken to address a variance from the original plans or additional customer needs. All of these functions are useful for project control. Keeping the project on track according to the project plan, budget and estimates that have been laid out is of prime importance. If the project needs to vary from any of these established plans, the project information distribution system should be utilized. The project stakeholders need to be informed and new expectations need to be set. Following a set of established project management processes can be helpful in identifying events that are not planned for. When unexpected events occur, assessing the impact and quickly communicating them to the affected people according to your established communication plan can be efficiently addressed them. Some simple things that a projec t manager needs to keep i