KEEPING OPEN COMMUNICATION THROUGHOUT PROJECT LIFE CYCLE
Keeping communication lines open throughout the project life cycle is one of the factors that affect the management of the expectations throughout the project life cycle. Open communication is the most vital factor that enables every program’s expectations, projects, and workshops expectations to be met as planned. Each project has different and several expectations to be expected. Moreover, numerous factors affect these expectations. With the help of this factor, management of the project’s expectations is simplified and occurs in an open ground. Every detail is kept in a public forum to allow any positive and negative critics on the expectations to enable the smooth running of the project phase (Pandi-Perumal et al., 2015).
Arguably, open communications ensure that there is transparency, although the project phases and enhances the quality of the outcomes of the project expectations under management (Brewer, 2018). This factor helps the project managers to be able to embrace each team member’s opinion on any critical issue that needs urgent action to solve it. This factor is vital in helping them secure the management of the expectations of the project. Although the project life cycle, open communications will allow the sharing of different skills, knowledge, achievements, and progress of the projects to ensure the expectations are met as anticipated. Another importance of these factors is that it helps the monitoring of the project life cycle phases systematically.
Keeping open communications throughout the project life cycle will enable the managers of the project to have an easy time receiving feedback from the project team (Henderson et al., 2016). Besides, this factor helps the management of project expectations through enhancing collaborations and teamwork as every step, actions, achievement, project phase completion, a weakness on the methodology, and many more other things are communicated openly, and every idea is taken into consideration. Lastly, this factor helps the management of the project’s expectations to be revised and advanced for better results and progress of the project. Through open communications, the expectations are managed accurately and flexibly.
Reference
Brewer, J. L., & Dittman, K. C. (2018). Methods of IT project management. Purdue University Press.
Henderson, L. S., Stackman, R. W., & Lindekilde, R. (2016). The centrality of communication norm alignment, role clarity, and trust in global project teams. International Journal of Project Management, 34(8), 1717-1730.
Pandi-Perumal, S. R., Akhter, S., Zizi, F., Jean-Louis, G., Ramasubramanian, C., Edward Freeman, R., & Narasimhan, M. (2015). Project stakeholder management in the clinical research environment: How to do it right. Frontiers in psychiatry, 6, 71.