![]() ![]() What has changed in the global landscape to justify such an increase? Among other things, we believe that off shoring and the distribution of project teams across multiple time zones and countries have increased the complexity of the communication networks required within projects. Studies have shown that the number of failed projects in the past eight years has increased (Mersino, 2010, Standish Group Bi-annual Chaos Study chart), despite the considerable increase in the number of project managers. In the telecommunications field, for example, incumbent service providers who already have a copper infrastructure may find implementing a fiber overlay much more expensive than establishing a green field optical network. In most cases, these networks are developed by overlapping historical roadways and airports with newer construction, so the resulting communication infrastructure might not be the most effective method to connect key civic and industrial hubs. A country’s infrastructure is based on a network of roads, airports, and railway/bus stations that connect key areas: cities, factories, and rural communities. We can envision several examples of communication flows and potential blockers outside program and project management. Are we spending our planning time well enough to communicate successfully in a complex program of work? Problem StatementĪs project managers, we know that communication is between 80% and 90% of our job. Measuring progress in program communications allows monitoring its effectiveness and it is recommended to plan regular reviews of the communication plan as a way to ensure appropriate adjustments are introduced during the life cycle of the program. This paper describes the key elements in a communication strategy, as well as examples of tactical objectives to be included in communication plans that will implement this strategy. Corporate communication: engagement with the internal corporate centers and organizations.Ī basic communication strategy outlines the various steps required before any tactical activity or communications plan for the individual projects can be put in place. External communication: what information is appropriate for media relations and when to best share it.Ĥ. Communication between the program and the customer: the best way for the program to communicate across the two business organizations.ģ. Internal program communication: what is happening in the day-to-day delivery of the program and what changes or successes/delays team members need to be aware of.Ģ. This paper identifies and addresses the following four different levels of communication flow:ġ. One of the key challenges is ensuring appropriate distribution of key communications from project leadership to impacted team members within the program, while recognizing and preventing communication overload. Within a large program of work, there is a vast amount of communication that needs to be exchanged across a broad range of stakeholders. While tactical steps can be sufficient to address the needs of a project, experience in delivering large programs has demonstrated the importance of developing a clear communications strategy whenever multiple organizations or complex interactions between stakeholders of projects are present. IntroductionĮffective communication is essential at all levels of a program of work. We will conclude with suggestions on how to measure the results of this strategy. We will describe the typical challenges of a complex program from the communications perspective, and see how we can derive requirements to establish and implement a communications strategy. See how this critical aspect of project management can be addressed in the delivery of complex programs across cultures and organizations. It is not enough to manage day-to-day communication with the customer, key stakeholders, and team members. The importance of a strong communications strategy becomes evident when delivering a large program of work. Why are so many projects failing? What can we do to improve effectiveness in communications, one of the most critical elements in project and program planning? ![]()
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