There is something to be said of simplicity. Unless a situation calls for it, no matter how complex, it is usually less than wise to split and peel off items from the centralized core. Having autonomy can be useful in some situations. However, keep things as basic and unified as possible is the best way to go. In many ways, this has been the mode of operations for the Project Management Book of Knowledge (PMBOK), as authored by PMI. However, their fifth edition of the PMBOK describes the ostensible need for a split when it comes to project management communication. While splitting the communication sphere of a project into two halves may bring some complications, there are also some advantages and upsides to doing so.
Analysis
The reason for the split mentioned in the introduction of this report comes down to separating common internal project communications and the communications that pertain to stakeholder management. The basic rationale behind the switch in tactics is that there is a marked and specific shift so as to show commitment to the management and loyalty to stakeholders. One upside to the split is that there is one team focusing only/mainly on internal concerns, question and analysis while the other team is focusing solely/mostly on the external concerns with the stakeholders. Another advantage to the split is that neither team has to “switch gears” nearly as much as the general forms and candor in communications are necessarily going to be different based on who is being spoken to. One disadvantage is that there is an increase level of complexity to the overall structure of the project team. Another disadvantage is that the two groups will have to collaborate and compare notes so that they become and remain on the same page (PMI).
Conclusion
As noted in the introduction, complexity is something to be avoided if possible. However, there some instances where the increased complexity and efforts makes the final product all the more improved. Indeed, having to change “modes” and altering the form and substance of a message based on the audience just leads to multi-tasking situations that increase the chance of a misguided or misperceived message. Separating the communication framework into two different realms helps mitigate that as a possibility.
Works Cited
PMI. A Guide To The Project Management Body Of Knowledge (PMBOK Guide). 5th ed. Newtown
Square: Project Management Institute, 2013. Print.
