ü      Results-Driven

ü      Measureable Value

ü      Complete Client Involvement

ü      Continuous Communications

The key to success in any project is effective communications both within and outside the organization. Sometimes even the community is involved if such issues as interim parking solutions before, during and after construction must be devised. Newsletters, which update the various departments and business units, are an excellent way to keep everyone apprised of completed and / or approaching milestones and to ask for their input.

Throughout the course of the project, full and clear communication is necessary to ensure that all stakeholders and involved parties understand any topic that impacts the customer’s success. These issues may involve positive and negative changes, problems, delays, questions, requests, and general status. The more complex the project is - especially from an organizational standpoint - the more important the communication becomes. Because of this, the method(s) of reliable delivery of communication must be carefully planned and managed (e.g., presentations, web site, newsletters, email).

Communications are most effective when they create a dialogue between the messenger (e.g., project manager, administrator) and the audience (e.g., stakeholders, agency executives). A Communications Plan should identify the appropriate messenger and match the messenger with the right audience and communication vehicle.  
 

The Project Communications Plan should also address who receives what information, how, and when. This is an essential element as it establishes and sets the expectations for what documents and work products the executives, stakeholders and other interested parties can expect to receive and when they can expect to receive them.  The goals in communicating about project status are three-fold: