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 Communications Management |
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 Communications management, in a PMO context, is the systematic planning, implementing, monitoring, and revision of all the channels of communication within, and between, projects, programmes and portfolios. Aspects of communications management include developing corporate communication strategies, organizing and disseminating of communication directives, designing internal and external communications directives, and managing the flow of information, including online communication. New techniques for collaboration and the expansion of media channels is opening up new opportunities for making communications management more targeted and relevant to the various programme stakeholder groups.
Effective organisational communications are an essential precondition of effective programme management. Whilst communications management is often regarded as a ‘soft’ project management competency it is a fundamental building block for an informed, dynamic governance model. In a simple example you can easily argue the merits of ensuring the ‘container’ in which any content is ‘encoded’ must consider the audience to ensure when the content is ‘decoded’ it is understood in its entirety. Any containers which do not achieve this aim can, in the best case scenario, cause confusion and in the worst cast scenario change the basic message e.g. if you are communicating to senior stakeholers you should consider the fact that they have limited time and need to understand the message quickly and precisely. This might mean a 2-slide presentation with 2-3 key bullets per slide.
The purpose of communications management is to ensure that all stakeholders in a programme organisation (including junior analysts, contractors, senior management, the Client etc) have access to relevant information (for their level/role) delivered in a timey fashion.
The fundamental responsibilities of a communications manager/team, within a PMO, include:
- Research the communications context;
- Formulate the communications goals of the organization;
- Design of organisational communications structure;
- Define communications principles and standards;
- Implement communications strategies;
- Implement tactical communications decisions/actions to realize the strategy;
- Manage and monitor information flows; and
- Refine communication flows as necessary and modify strategy accordingly.
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Who on your project will have the authority to make decisions at the most senior level? Who will get you access to the resources you require? Who will unblock problems and sign off the extra money the project needs? Elizabeth Harrin (author of Project management in the Real World) has the answer...
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