Importance of communication
The dictionary defines communication as a way in which information is traded between two or more parties through signals, symbols, and behaviour. In implementing a project effective communication is crucial for its success and management (Cleland & Ireland, 2007). This fact is supported by Peter Drucker (management philosopher) as qtd. by Cleland & Ireland (2007), who stated that the ability to communicate heads the list of criteria for success. Communication is applied amongst team members in a project and between team members and higher level managers. In any project there are two forms of communication that are applied which are internal and external (Cleland & Ireland, 2007).
Internal communication is important as it defines whether the project will reach its goals or not. This is seen in the planning, development, and implementation phases where managers communicate their goals to team members through executive briefings, and internal memos. Team members also use internal communications through lunch sessions and focus groups when they are assessing their effort towards the project goal or gauging their performance. When it comes to external communication where outside stakeholders are involved, the importance of communication is seen when it: defines whether the project will be seen, heard, understood or not; defines whether results of the project will be used or not; and defines when the project will be completed (Frese & Sauter, 2003). External communication is done through websites, newsletters, catalogues, and project marketing.
Consequences of Poor Communication
In any project procedure effective communication is necessary for its effectiveness. Therefore, with poor communication there are three inadequacies and inefficiencies that may result in project procedures. They are according to Frese & Sauter (2003): project not being completed in time; over costs and a project that lacks features originally specified; and abandoned or cancelled project at some point that results to losses.
However these consequences can be avoided through proper strategies that are aimed at improving communication among team members of a project and between the management and team members. The management centred strategies include: introduction of clear statement of requirements; setting of realistic goals; executive support when dealing with complex matters that require frequent communication; and introduction of suggestion boxes that enable members communicate sensitive matters (Frese & Sauter, 2003). Consequently, team members could avoid poor communication through: constant submission of work plans of a specific period so that performance can be compared to the project goals; frequent attendance of project meetings; and religious involvement by all team members in project procedures.
References
Cleland, D. I. & Ireland, R. L. (2007). Project Management: Strategic design and Implementation (5th ed.). New York: Mc Graw-Hill publishers. Pp. 401-411
Frese, R. & Sauter, V. (2003). Project Success and Failure: what is success, what is failure, and how can you improve your odds of success. UM-St. Louis. Available at:
http://www.umsl.edu/~sauterv/analysis/6840_f03_papers/frese/
