Project Management

Communication Before Big Project Change (Part 2)

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

The way you react to big changes in your project has big impacts on project success and your career. Early moves are key. In Part 1 of this series, you made the correct move by finding out the truth in face of rumours and got fast word out to the project team and stakeholders. There was not much to say, but you needed to say it. You could not let the incorrect rumours result in reputational problems or bad decisions from stakeholders.

At least now everyone internally knows that the project will not be cancelled. Work will be paused for a number of weeks to be determined. On purpose, you avoided communications to the vendor because there had to be an executive conversation first. The relationship with the vendor and proper management of contract issues are paramount in this project.

The Internal Urgency
So the initial wave of communication is over. You cannot sit back and relax, however. You will feel like a politician in front of the press corps. There is now a hunger for more information asmany people in various groups will be affected. For example:

  • Members of the project workforce, who want to know how their schedules will change
  • Project stakeholders and partners, who want to know the impact on the project delivery schedule, cross-project impacts, financial and strategic impacts
  • Your project sponsor, who will need budget implications and your …

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"If at first you don't succeed, try, try again. Then quit. There's no use being a damned fool about it."

- W. C. Fields

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