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The problem is that even though projects start with the best of intentions, many go wrong and either fail to deliver at least part if not all of the original vision, or encounter significant issues along the way. A recent report from McKinsey 1 showed 45% of large scale IT projects ran over budget, and 56% failed to deliver as much value as was originally forecasted.
Another report- this time by Geneca 2 – showed that internal confidence in projects was of key concern- 75% felt unclear project objectives and inadequate communication channels affected confidence so badly they felt their projects were unlikely to succeed, and 78% felt the rest of their business was insufficiently in tune with their large scale projects to provide appropriate support. Employing a suitable and proven methodology (Prince 2, MSP, 6 Sigma, PMI etc.) will provide a robust framework from which to run the project, but care must be taken not to allow the process of running a project overtake the actual delivery- too many projects get caught up in process red tape so experience and pragmatism play a part here. The real cornerstone of Project Management – and the concept that is frequently undervalued and missed – is simple, it is ‘communication’. From agreeing and communicating the aims and deliverables, identifying and engaging with the key stakeholders (and their explicit needs) and ensuring that all messages, decisions and discussions involve all the appropriate people. A good PM will identify the best communication channels to use for the various stakeholders, and not rely on the ones they find easiest. A good Project Manager should simplify and clarify, no matter how complex the task in hand may be. Over the years many companies have opened new office locations so quickly that technical standardisation and ease of support were secondary requirements to speed of delivery.
A good PM will balance Control, Communication and Coordination effectively to ensure the project is well defined, with the aims comprehensively understood by all parties.
Good communication plays a big part in successfully achieving your project goals and keeping things running smoothly from project start to finish.
The extended project team represents team members who occasionally work on the project, while spending the majority of their time on their full-time position. Management stakeholders make key decisions about the project, so they need to know what’s going on at a high level. External audiences, such as vendors, suppliers, and partners, can be very involved in your project, but you probably provide as much detail to them as you as do internal audiences. For example, your customer and the management team want to know about things like finish dates, financial measures, and issues they have to help resolve, whereas core team members need to know information that helps them complete their assigned tasks. Project publicity:As project manager, you want to build and maintain enthusiasm and commitment for your project. Project execution and control: You have to provide people with information about day-to-day procedures, such as work plans, reporting time and expenses, team building, escalating issues, and so on. Project status: People need to know the project status, what’s on deck, and issues and risks that could impact progress.
General information: You might also distribute more generic information about your project to external audiences, for example, producing press releases. The detail that people need to know depends on how involved they are in your project and the impact that info could have on their work. The final step: You need to determine the best methods for getting information to your audiences and how often to send it.

Begin learning software, business, and creative skills—anytime, anywhere—with video instruction from recognized industry experts. We've updated our terms and conditions (now called terms of service).Go Review and accept our updated terms of service. Two essential plans of construction project management are communication plan and the risk management plan, these are sub component of project management plan and composed of group of processes. Risk Management Plan is another essential component of the project management plan, designed to deal with possible risks of the project and preventing issues that may result to negative or bad effect. To access more Templates, Forms, Flowcharts and Sample Data , go here:  Step-By-Step Guide, Forms and Templates. When you’re about to complete your construction project management plan, these two sub component of your plan plays an important role in the over all outcome and result of your project. I am a Certified Project Manager (PMP) and a Registered Civil Engineer, Author, Creator of CPMPro and I have been in the construction industry for almost 14 years. Construction Project Management Pro is all about helping project managers and construction related professionals worldwide to achieve success in managing the construction project, the first company to release a comprehensive and complete tools, guide, templates and documents on the web. Increasing revenue, improving efficiency, refining operational governance and control – these are just a few of the ‘battle cries’ which mobilise effective change in today’s business world. This results in a business becoming afraid to evolve, which enables competitors to attain operational advantages through agility and a lower operational cost base thus eroding your bottom line revenues. Expert Project Management safeguards against this by combining core organisational and communication skills into the delivery of a very real ‘Centre of Excellence’ model, which many are striving to achieve in today’s economic climate.
E-mail is great for quick chats, but generally face-to-face meetings work best for key decision meetings and to obtain and maintain engagement.
An example of this is in managing a multi-location desktop refresh – something that many global and locally led International organisations will be faced with shortly when Microsoft withdraws support for Windows XP in June 2014 (4).
This has resulted in many companies having offices which have bespoke and unique setups, and therefore a greatly increased total cost of ownership (TCO). Stakeholders will be effectively engaged, and responsibilities will be appropriately distributed. Matthew is a highly versatile PRINCE2 Practitioner & PMP Qualified Senior Project Manager with 11 years’ experience in various areas of IT, as well as HR, Finance, Administration and Team Management.
Develop a project communication plan so you can get the right information to the right people at the right time. And the project will run more smoothly with management support. Management stakeholders can include customers, the project sponsor, a steering committee, the change management board, functional managers, and so on. Some external audiences may have interest in your project and simply need to be kept informed at a high level.
In your communication plan, set up a communication information list that describes the types of information that are distributed.
Publicizing a project might include announcements in the company newsletter, meetings to convey the project purpose and benefits, or celebrations upon completion of significant milestones.

Keep in mind that status reports vary depending on the audience: management teams want status mostly at a high level, whereas core team members want status related to their work.
The goal is to give people just enough detail: too little could negatively affect their work and too much could make them lose interest.
In the matrix, you match types of information with audiences, and also specify the communication method and frequency.
It involves a system on how to address information for stakeholder that answers what form of communication, when, and how frequent should it be done .This document is often created during the second step in managing construction projects.
In return, it specifies steps on how to come up with positive results or good effects by establishing plans in the first place before any problems might occur. Always remember, the Best project manager spend 90% of his time in communication and that’s why communication plan is very important.
Studies by Rockmann and Northcraft 3 showed face-to-face meetings generated significantly more trust and collaboration than any other form of communication.
The added difficulties of managing change ‘simultaneously’ across different jurisdictions – which may have different legal, language and cultural barriers – need very careful consideration, planning and stakeholder engagement. The natural tendency in today’s operational environment is now to standardise the remote office set up for deployment while upgrading. Milestones will be cemented and adhered to, with suitable provision to overcome any unforeseen issues which might crop up along the way. In addition, other groups inside and outside of your organization often need or want information about your project.
Keep in mind that the project sponsor and the project customer may want different information delivered in different ways and on different schedules than other audiences.
You might email weekly reports to most audiences, but hold a status meeting with management once a week. While it might not be possible or appropriate to have every meeting as a face-to-face, every effort should be made to meet up with the various stakeholder groups on a regular basis. Communication skills will either make or break this type of project, as will the PM’s organisational ability. This means co-ordinating telecommunications, infrastructure, servers, desktop, policies and procedures all wrapped in an adapted ITIL service delivery model to enable a more efficient support process based upon standards e.g. A remote office of five business development people will require a very different ‘template’ and set up to an outsourced operational hub with a hundred Trust Administrators and Accountants.

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