Blog PostProject Services
Communication mistakes in project management

A vital aspect of project management and project leadership comes down to soft skills. You can create amazing plans and the most aesthetically pleasing scorecards, but if you can’t communicate, lead and motivate your team with effective soft skills then your hard skills will become more and more irrelevant.

In this post we look at communication, and focus on a few common mistakes.

1. Communicating in writing instead of face-to-face

All too often the easy decision is taken, to communicate via email rather than face-to-face. Written communication is perfect for short, clear messages that do not involve complexity. Unfortunately, misunderstandings and disagreements can be created by relying on written communication as the only vehicle for communication.

2. Not doing enough of the most important element of communication – listening

Project managers are often responsible for assigning work, identifying risks, managing issues, coordinating activities and assessing progress. In the midst of these activities the approach of listening, asking for input and ensuring the team understands what is being asked of them, gets lost. Taking time to listen to people and asking for input, rather than just allocating work, will help empower and motivate your team members.

3. Only communicating at the status meeting

Don’t wait for or rely on your status meetings to be the main communication channel to your team. Focus on the status meetings being short and with a clear purpose, highlighting any barriers to progress and agreeing the approach to overcome the barriers. The optimum way to engage with team members outside of your status meetings is to engage each team member in one-to-one sessions. This will allow you to focus on the team member and their needs, not just what you need from them.

More project services articles

Blog Post
Junior Consultant Yinlong Thatiyanantabhorn shares his thoughts in this quarter’s APM magazine

In this quarter’s APM magazine, Junior Consultant Yinlong Thatiyanantabhorn was asked to share some of his thoughts and experiences since moving to the island of Guernsey earlier this year and joining the CBO team. His thoughts strongly related to the importance of building relationships, which of course, is what CBO is all about… In an […]

Blog Post
CBO Supports Future Consultants

Work Experience The future of project and change management is obviously of great importance to CBO. We are always looking for people with the right drive and knowledge to join our ever-growing team of industry experts. To inspire a new generation of consultants, CBO regularly host work experience placements and interns, supporting them to have […]

Case Study
CBO implements cloud-based contact centre platform for Jersey Electricity

‘CBO, and more importantly the project manager, were instrumental to ensuring our new cloud based contact centre was delivered on time and with minimal impact or interruption to both our customer care advisors and also our valued customers. The new contact centre will help JE’s Customer Care team to achieve our vision of putting the […]

Blog Post
CBO becomes a corporate partner of the Association for Project Management

As the chartered body for the project profession, the Association for Project Management (APM) is committed to the progression and development of project management capability, recognising the critical role that companies must play in this development. Its vision is a world in which all projects succeed, which will be achieved by advancing the science, theory […]

Case Study
Document automation software implementation delivers OCR technology to business

Context  The project sought to implement a state-of-the-art document automation software system that is cloud based and would provide Optical Character Recognition (OCR) technology to the claims business areas. OCR systems convert physical, printed documents into machine-readable text, providing the following benefits: accelerated workflows, automated document routing and processing, and improved service by ensuring colleagues have the most up-to-date and accurate information.   The […]

Case Study
Fraud Detection Case Study

Context The project sought to continue enhancing the risk management capability of the client, First Central Insurance & Technology Group (FCG). CBO’s Approach The project was at first run under the client’s waterfall ways of working, but part-way through embarked on an agile transformation which meant the CBO project manager was required to apply the APM […]

Fancy a chat? Get in touch with CBO today to discuss how we can help