After initiation: Global communication techniques

Created on 08 July 2007 Written by Jean Binder
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Image © Breezeart  | Dreamstime.comAs seen in other parts of the framework (see Global Stakeholders and Global rules and templates), project managers must prepare the communication during project initiation and kick-off. Two examples are the set-up of tools and templates to streamline communication on global projects, and the definition of the communication guidelines during project initiation and planning


The main project management references (PM-BOK®, the ICB, and PRINCE2) assume that good practices are used for the collection, distribution and exchange of information. These communication practices are mandatory during the project execution, monitoring and controlling activities.



Collecting information from the global team members

The different locations and organisations participating in a global project can have diverse methods and tools to gather information about time, cost and project performance. The program or project office may need to define manual or automated processes to combine the information available in different formats, to produce consolidated reports and performance summaries.



Distributing information to the global stakeholders

Project managers or project office administrators can use software packages to structure and summarise the project performance data, in formats that include spreadsheets, graphics and colour-coded presentations. The information can be presented during project status meetings, but also be available on the project website. The web format can provide the information to a larger audience, and use hyperlinks to structure the information according to the requirements of different stakeholders.



Exchanging project information

Good checkpoint meetings use video or web conferencing technologies to validate understanding, as described in the sections Collaborative tools and Collaborative techniques. These review meetings will be fundamental during critical periods, usually in the weeks or months leading up to the completion of major deliverables. However, these periods will be very busy for most team members, who will appreciate spending most of their time concentrating on their jobs, and not wasting time on meetings. In the chapter 9 of the book, I suggest some guidelines and the basic agenda that can improve productivity during online meetings.




IPMA – International Project Management Association (2006) ‘ICB – IPMA Competence Baseline, version 3.0’ (IPMA, The Netherlands)

OGC – Office of Government Commerce (2006) ‘Managing Successful Projects with PRINCE2 Manual 2005’ (TSO, UK)

PMI (2004) ‘A guide to the project management body of knowledge (PMBOK® guide) third edition’ (PMI, USA) 

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Last Updated on Tuesday, 31 July 2012 23:20