Skip navigation
Communications Skills for Project Managers
Book

Communications Skills for Project Managers

AMACOM, 2009 more...

Buy the book


Editorial Rating

6

Recommendation

If you work in a large, complex organization that routinely handles expensive interdepartmental projects, this book is for you. Michael Campbell presents the basics of communications theory with techniques that can improve the interplay among project team members and their stakeholders. Unfortunately, Campbell built the book around a long, detailed case study threaded through the narrative. The hypothetical tale is a noble attempt to personalize methodical project management guidance, but as readers follow the people and job titles in the account, it tends to bog down in jargon, predictability and plodding detail. Indeed, without the case study, the book would still be useful and far more concise. getAbstract recommends this text to serious students of project management’s intricate details and to novice project managers, who will learn necessary strategic lessons about communicating during a complicated, ongoing project.

Summary

Bridging the Gaps

Companies embark upon projects to elevate their performance. When your project is a technical success but customers don’t understand it and, therefore, don’t use it, your project’s business mission has failed – all due to a communication gap between your firm and its audience. When you carry out an internal project to institute a great upgrade in your corporate systems, but your employees won’t adopt it, chalk another failure up to a bad flow of information. Project managers can prevent such expensive gaps by improving their communications planning and execution.

Until about 1990, only complex engineering undertakings, such as heavy construction projects, used professional project management techniques. The transition to applying these techniques to mainstream business projects has been problematic. Project managers using these methods often fail to communicate successfully with their constituencies. They bring projects to completion without input from relevant parties who had anticipated being consulted. This creates false expectations, and makes projects slower and more difficult. A survey of 500 project managers found that poor communications is...

About the Author

Michael Campbell is the president of the Energy Practice at MCA International. He is the author of Bulletproof Presentations and co-author of the fourth edition of The Complete Idiot’s Guide to Project Management.


Comment on this summary

  • Avatar
  • Avatar
    A. H. 9 months ago
    Good to learn this project
  • Avatar
    N. M. 4 years ago
    Good content of project handling
  • Avatar
    P. A. 5 years ago
    Good Information of project handling.

More on this topic

Related Skills

Научитесь адаптироваться к переменам
Drive Team Performance
Управление персоналом
Инновации
Осуществляйте стратегическое руководство
Лидерство
Управляйте корпоративными коммуникациями
Маркетинг
Освойте навыки межличностного общения
Navigate Leadership Challenges
Личностный рост
Разрабатывайте планы и стратегии продаж
Продажи
Изучите тему создания инноваций
Изучите тему организаций
Навыки для работы
Manage People and Talent
Управляйте стейкхолдерами продаж
Успешно справляйтесь с неопределенностью
Разъясняйте общие корпоративные цели
Управляйте кризисными коммуникациями
Изучите тему организационных изменений
Управляйте объемом и бюджетом проекта
Повышайте гибкость команды
Высшее руководство
Планируйте и осуществляйте проекты
Софт-скиллз
Подходите к общению стратегически
Придерживайтесь прозрачности в общении
Научитесь влиять на людей
Менеджмент
Эффективно общайтесь
Foster Team Culture
Управляйте внутренними коммуникациями
Управляйте стейкхолдерами проекта
Сотрудничайте с другими отделами
Strengthen Team Collaboration
Ясно излагайте мысли
Разъясняйте корпоративную стратегию
Управляйте рисками
Управляйте изменениями
Освойте навыки сотрудничества
Управляйте коммуникацией в команде
Используйте цифровые средства в общении
Общайтесь с заинтересованными сторонами
Научитесь убеждать
Создайте стратегию внешних коммуникаций
Руководите людьми в периоды перемен
Инициируйте перемены снизу
Управляйте проектами
Управляйте проектными рисками