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Discussion 1 by Vaidehi Jaydevbhai Mankad
Reflection and Discussion Forum Week 3
Vaidehi Jaydevbhai Mankad
University Of The Cumberland’s
Project HR & Stakeholder Mng (BADM-628-B01) – Second Bi-term
Dr. Shelly Baker
9th November 2023
The emphasis on executive stakeholders was highlighted as a critical component of project management
in Chapter 5 of the assigned readings. The Executive Council members, the executive sponsor, and other
important executives who are actively participating in the project are highlighted because of their
substantial impact on the project’s results (Retfalvi, 2014). The notion of including high-level stakeholders
in the project, keeping open lines of communication regarding both achievements and setbacks, and
anticipatorily recognizing possible obstacles to success struck a deep chord. The strategic nature of
managing executive involvement is shown by the significance of establishing and maintaining
relationships with these busy stakeholders (Roeder, 2013). The learning objectives offered an organized
method for comprehending and managing executive stakeholders, particularly those that had to do with
stakeholder analysis and the engagement evaluation matrix.
Chapter 7 explores stakeholder communication in detail and portrays it as a synthesis of science and art.
One important lesson was the holistic approach to communication, which takes into account many forms
like written, verbal, nonverbal, visual, kinesthetic, and emotional. The chapter emphasizes the need for
communication to be persistent and the significance of repetition in order to guarantee that messages are
understood by stakeholders (Bennett, 2022). The reciprocal character of communication, wherein project
managers proactively solicit feedback and pose clarifying inquiries, enhances comprehension of
efficacious communication tactics. A thorough understanding of stakeholder communication in project
management was given by the learning goals that addressed different forms of communication and the
necessity of continuous, persistent contact.
The idea that executive stakeholders are strategically crucial to the success of a project is the most
significant one from Chapter 5. To effectively engage these powerful people, a customized strategy that
takes into account their hectic schedules and actively involves them in the project is needed.
Comprehending the components of a stakeholder management strategy and the subtleties of distinct
executive positions plays a crucial part in ensuring successful project management (Ullah et al., 2023).
The holistic approach to communication became a key idea in Chapter 7. It is imperative for project
managers to identify and leverage many communication methods, in addition to the necessity of
consistent communication. Effective project communication is enhanced by the emphasis on two-way
communication, wherein project managers proactively seek feedback and guarantee clarity. This requires
interpersonal skills.
A project manager engages with stakeholders especially executives differently than the rest of the team
due to differing interests and viewpoints. When communicating with stakeholders, it’s common to be
succinct and strategic, emphasizing the project’s overall direction, business objective congruence, and
high-level impact (Barendsen et al., 2021). Since executive stakeholders are usually under time
constraints, concise reports that emphasize significant accomplishments and possible obstacles are
required. On the other hand, team communications require a more technical and in-depth approach. The
project manager gives thorough information about certain tasks, deadlines, and intricate project elements.
Members of the team need to comprehend the complexities of the project as well as their roles and duties
on a deeper level. Team members are better able to carry out their tasks when they have a more detailed
understanding of the situation thanks to this communication approach.
References
Barendsen, W., Muß, A. C., & Silvius, G. (2021). Exploring team members’ perceptions of internal
sustainability communication in sustainable project management. Project Leadership and Society, 2,
100015.
Bennett, C. (2022) Why Consistent Messaging to Your Stakeholders is Important
Retfalvi, L. A. (2014). Project success using proven stakeholder management techniques. Paper
presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project
Management Institute.
Roeder, T. (2013). Managing project stakeholders: building a foundation to achieve project goals. John
Wiley & Sons.
Ullah, N., Showrav, I., & Eram, M. (2023). Effects of Project Failure Towards Stakeholders: A Review of
Literature.
Discussion 2 by Timiri Ananth Gandharv
Reflection
This week’s meditation covers Chapters 5—Executive Stakeholders—and 7—
Stakeholder Communication. Chapter 5 emphasizes project executive stakeholder involvement.
Stakeholders influence project success and direction. The project manager must communicate
with this group to suit their needs. Successful project strategies involve involving executive
stakeholders, disclosing successes and failures, and anticipating problems (Roeder, 2013).
Executives are busy, therefore relationships are key. Executive communications must be concise
and effective, the chapter stresses. Project managers working with executive stakeholders must
understand stakeholder categories, use engagement assessment matrices, and develop
stakeholder management techniques.
Stakeholder Communication, Chapter 7. This chapter proves project stakeholder
communication is science and art. Effective project managers understand spoken, nonverbal,
written, visual, kinesthetic, and emotional communication. These channels are used holistically
for effective communication (Roeder, 2013). Since stakeholders need time to learn, the chapter
encourages ongoing communication. Successful project managers ask stakeholders questions.
Executive stakeholders differ from ordinary stakeholders, hence the chapter examines
appropriate communication techniques. Past projects failed due to poor communication. Thus,
holistic and responsive communication is essential for project success.
Discussion
How might a project manager communicate differently with a stakeholder as opposed to
the rest of the team?
Communication is key to project management success. However, project managers may
communicate with stakeholders differently from the team. This is due to these groups’ differing
interests, expectations, and involvement (Roeder, 2013). This response will discuss stakeholder
and project team communication strategies and considerations. When interacting with
stakeholders, project managers must be clever and personal. Project success depends on
sponsors, clients, regulators, and the public. Stakeholder communication needs openness,
diplomacy, and responsiveness.
Type of information shared distinguishes stakeholder communication. Many stakeholders
desire brief, comprehensive information. They monitor project progress, risks, money, and initial
objectives. Project managers must provide succinct, strategic updates on the project’s impact on
the organisation or community (Roeder, 2013). Many stakeholders may not understand project
technicalities. Clear, non-technical language is needed. Additionally, stakeholders desire
proactive communication. Project managers should communicate, update, and address questions
swiftly. Project support and delivery depend on stakeholder trust, which this proactive strategy
may build. Regular meetings, reports, and presentations can engage stakeholders.
Project team communication is more technical and thorough. For their daily work, project
developers, designers, analysts, and others need substantial project experience. The team must
hear project details in more technical terms from project management. Team communication is
more engaging and collaborative (Roeder, 2013). Project managers should foster an open,
inclusive environment where team members may brainstorm, raise issues, and solve problems.
Teams work better with regular meetings, status updates, and technical discussions. Help team
members get the information and tools they need.
Aligning roles and duties with project goals is crucial to project team communication.
Project managers must communicate targets, set performance criteria, and track team progress.
This communication helps team members collaborate and achieve goals. The project team needs
accurate information and active participation while stakeholders focus on strategy (Roeder,
2013). Group-specific communication is required for project managers. Balancing these
communication modalities is tough yet crucial for project success. Project managers must
consider content, style, and medium when communicating with stakeholders and the team.
Inform stakeholders with formal reports, executive summaries, and presentations in their
preferred format. These documents help stakeholders make decisions, therefore they should be
professional and outcome-focused.
However, project team communication may include casual talks, daily stand-ups, and
technical documentation. The team medium should bend to project team members’ demands.
Fast information sharing and collaboration are essential (Roeder, 2013). Project managers must
target their audience. While engaging stakeholders, project managers should prioritize strategic
information, proactive updates, and project effect. Project teams must communicate more
precisely and technically to emphasize cooperation, problem-solving, and project goals.
Effective project management needs stakeholder and team communication.
References
Roeder, T. (2013). Managing project stakeholders: building a foundation to achieve project
goals. John Wiley & Sons.
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