Project Practitioners > Communications Management

Posts Under "Communications Management"

Sanity Check - How long has it been since you talked to your project's Sponsor?
By Cinda Voegtli
Conventional project management wisdom says that having an engaged executive-level project sponsor or champion is absolutely critical to success. But is your schedule of sponsor interactions putting that wisdom into action? I know, I know. They're busy. They're travelling. They sponsor other projects too. Maybe they even see the role as a figurehead thing and don't understand what you need from them. (Here's a resource to help you if that's the case.) But if it's been weeks since you talked to your Sponsor - well, that to me is a risk. Are the goals and priorities still the same in... Read More»

A Confident and Prepared Experience
By Ann Drinkwater
A year ago I had a less than desirable personal service performed. What I was told was a very small, routine dental procedure, that according to the computer would take 18 minutes turned into a situation where I lost all confidence and trust in my dental provider. The issues presented and takeaways really apply to all types of projects and businesses. The first dental issue arose when my procedure started and I realized the dentist hadn’t provided adequate time for numbing or adequate medication before starting the procedure. The second issue came while I was in the dental chair with... Read More»

Deconstructing the PMO to Save the Brand
By Alan Zucker
What do the following have in common? Best Practices, Business Process Reengineering, Matrix Management, Six Sigma, and Management by Objective According to Inc.com1, these are five of the 10 worst management fads. Based on current trends, I fear that the PMO will join this list, as well. Several research firms have found that PMOs fail at alarming rates, with 50% of PMOs closing their doors within three-years2. One driver of this high failure rate is the expectation gap between PMOs and their customers. I believe that poor organizational branding has created confusion about the role and function of the PMO... Read More»

Establishing YOUR Project Team's Culture
By Jeff Richardson
You can tell the difference between an effective and ineffective team by simply observing ONE meeting. The underlying set of agreements becomes very apparent to an outsider, while team members are somewhat oblivious to how their team REALLY works because they have been immersed in the minutiae. Just like fish don't think much about water because they immersed in it, teams become resigned to a "that's just the way it is" mentality regarding how they works interact. Changing the way your team works together seems like a daunting task from the insiders perspective, even for many leaders. The complexity of... Read More»

There’s Nothing To Project Management
By Morley Selver, P.Eng IPMA B
You Can Do It In Your Spare Time. Right now, in the oil and gas field there is a huge demand for project managers and a very limited supply. Companies are trying to fill the void in several ways, including; hiring IT project managers to fill positions in industrial applications; and getting an employee to manage a project along with their regular duties. It is the second method that I want to talk about as there were several attendees at a recent workshop in this situation. They were engineers whom management had offered the chance to manage a small project... Read More»

Reasons For Project Failure
By Morley Selver, P.Eng IPMA B
This is a continuation of the article on reasons for project failure. Here I will look at some of the project management issues that can lead to project failure. Insufficient stakeholder consultation One of the success factors for a project is integrated teams, i.e. you have all the stakeholders on board at the beginning of the project. You need all the stakeholders to get agreement and consensus around the project objectives. If you are the Owner, then you should be looking for the stakeholders on your side. Sometimes it’s easy and other times it is hard to find the stakeholders.... Read More»

Are You “In the Game”?
By Randy Englund
In a recent discussion about additional costs being added to my home build project, I made a comment to our builder that “I don’t want to play that game.” He took offense at that comment. I believe he thought I was trivializing the situation and not honoring standard industry practices. The conversation did not go well. To prevent future misunderstanding, I am compelled to clarify the meaning of my statement. I argue that this thinking and use of words are valuable tools in the complete project manager’s toolkit. A context for using this terminology is selecting color for a concrete... Read More»


By Morley Selver, P.Eng IPMA B
Project Execution Plans Are Not Fixed. All projects should have a Project Execution Plan which outlines to management how you plan on executing the project. There are numerous sections, one being the Construction Plan. As a project manager, you should realize, the Project Execution Plan is a living document which is updated as you go through the project life cycle. All projects involve change so, we anticipate some changes as more information comes in, however, we should not be expecting too many changes from the original plan. Ideally this is what we want, but, projects do not always work out... Read More»

Postcards from Sydney: Project decision making, part 2
By Michael Aucoin
How do you define project success? It seems like a question with a simple answer. A project is a success if it meets its objectives within the project constraints of scope, schedule, cost, risk, quality and resources. But, reflecting on part 1 of this mini series, remember that people make decisions based on emotion. The individuals associated with and affected by your project will determine success based on how they feel about your project. It is important to know this truth when making decisions as the project progresses. While we in the project management profession obsess about schedule and budget,... Read More»

Think Simple Whenever Possible
By Margaret de Haan
I recently went through the exercise of bringing on a contractor for a six month period to assist with an overload of analysis on various Project efforts. I am continuously surprised at how many different interpretations of “Agile” I get, and how often practitioners within the Project Management arena seem to feel that their value to the discipline is their ability to use tools. Although I agree that the ability and capacity to use tools is important, I don’t see that in the top three skills required to be a good/great Project Manager. I asked each candidate what the bare... Read More»




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