Effective communication of project team members

The series of articles (will be released) from the work of some real cases of personal experience, or the soul of some "touch", are some small things, but to their help very large, and these are more from colleagues, some experience, some very young, some very personality, some very cute ... Small school truth, life benefits, the work of the greatest experience in the years is: to give people and respect, especially your "subordinate", this return is invisible, is divergent, not only can win the word of mouth, more can learn more knowledge. Case Description:

At the time of the work, was temporarily seconded to another department to take part in a task, at the end of the task (personal feel), oral and PL confirmed that: whether the work has been completed, PL confirmed that the work has been completed, and then the party sent a letter, thanks for the PM and PL of the project help and guidance, Also CC to the department manager, then the problem arises: PM and the project's department manager said that the task has not been completed, and temporarily not able to return

Things go through basically this way, there is no "too big" responsibility to bear, but look back to think, the problem arises where. The problem arises in "communication", and in communication with the relevant stakeholders, it was initially assumed that "the PL said it had been notified/or negotiated with PM" when the task was completed, and in fact, or not, even if the task was completed, but whether it could be recalled to the original department, it would still need to be confirmed

The stakeholders in this matter are: (just some of the important followers of the problem, not all of them)

There is a level of communication between these stakeholders (department manager), there is vertical communication (subordinate), any link in the communication process "convey information loss" or "Information understanding Error", will have a great impact on the final result, and in this case, the communication between pl-pm has problems, and the parties and pm/ There is no communication between Mgr Experience Summary:

Since then, when it comes to the problems between departments and departments, or between projects and projects, I have personally followed this process (cultivated) to identify stakeholders (this is important, not only your immediate superiors, but also the superiors may be, and the recognition is easier, But communication needs to be in different ways) verbal and related stakeholder communication/confirmation (superiors or subordinates need to communicate) must be proactive communication to ensure that the consistency of communication does not promote "leapfrog report", but to the superior of the superior also need to communicate properly (try not to assume some "100%" things) Both sides have confirmed, Confirm/Post This issue again through an "official" mail to the relevant stakeholder (paper confirmation to ensure consistency of understanding between the parties)

"Process" although this, but the actual operation is very difficult, always need to remember: to pay attention to all stakeholders, and to know that some of the "hidden" stakeholder influence and decision-making force is very large, and how to engage the stakeholder "communication/management", always follow the phrase: "Anxious others, think others think" The economic crisis, customers pay more attention to the "budget", so that regularly provide "project change costs" situation, and provide the estimated cost next month, to ensure that customers clearly know the cost of the current month department managers are very important to the "new" training, but there is no time, then PM should "stand up" Give some good advice or "active volunteered"

(Note that these should be "recessive" "active" Communication results (in other words, what others have not said, you have done for others), rather than a task-assigned relationship, which will make the "stakeholder" feel a "value add", but need to pay more attention to some ways to avoid "flattery" suspicion) PMP Information Reference: Project Stakeholder definition:

All stakeholders in the project:

Project Stakeholder analysis