Cornelius Fichtner help you with your PMP Exam Prep (https://www.project-management-prepcast.com) as well as earn free PDUs (www.pm-podcast.com/pdu). Passing the PMP Exam is tough, but keeping your PMP Certification alive is just as challenging. Preparing for the exam requires an in-depth study of the PMBOK Guide and dedicated study discipline. And once you are PMP certified, then you are required to earn 60 Professional Development Units (PDUs) every 3 years to keep your certification alive. Let me help you make this journey easier with tips and tricks on how to prepare for and pass the exam as well as efficiently earning your PDUs once you are certified.
This interview with Peter Monkhouse was recorded at the 2015 PMI Global Congress in Orlando, Florida. We discuss his paper and presentation "My Project is Failing, It is Not My Fault". Here is the paper's abstract:
Projects fail. This is not new; projects having been failing for years. Studies have been done on why projects fail. The Project Management Institute (PMI) reported in the Pulse of the Profession® (2013a) that poor communication is the number one reason why projects fail. In fact, PMI states that poor communications is a contributing factor in 56% of the projects that failed.
But is this the fault of the project manager? A good project manager follows the appropriate methodology for the project, including using a variety of communication tools. But it is not just the method of communication that matters, it is the also the content of the communication that is important. The project manager needs to communicate with the project sponsor and stakeholders in the language of the business. The project manager needs to take the project data and convert it into business information that is actionable for the project sponsor and key stakeholders.
To do this, there are two tools the project manager can use. The first is to determine how the product or service of the project supports the organizational strategy. Knowing how the project supports the strategy of the organization will provide the language of why it is important for the project sponsor to support the project.
The second tool is the business model canvas which uses nine building blocks to describe how the strategy of the organization is implemented through organizational structures, processes, and systems. Knowing which block the project impacts will provide the project manager with the context to describe the project in the language of the business.
A project manager that speaks the language of the business will communicate more effectively with the project sponsor and project stakeholders, and improve the chances of the project meeting its objectives.
Ramesh ChalamalasettiPMI ATP Instructor – PMP®| PMI Certified Instructor - PMP Exam Prep®Hyderabad, Andhra Pradesh, India
Very true Cornelius! Its the "communication" gaps that paves the way to fail. As you rightly observed, a mere communication channel/mechanism won't serve the purpose. The text of the communication too more matters. Leveraging the hierarchical levels of multiple stakeholders, especially key stake holders PM needs to moderate the text suitably. It's just not 'one-size-fits-all' kind of strategy. Thanks for sharing valuable insights.
PANKAJ KUMAR JOSHIGeneral Manager| Transrail Lighting LimitedNainital, Uttrakhand, India
Communication plays a key role and if possible take strong action for not meeting milestones. Every step takes you to next level.
Mansoor MustafaSenior PM| Government DepartmentRawalpindi Punjab, Pakistan
Communication is one of very vital for successful achievement of project objectives
Communication is the key to keep projects running in right direction and as you mentioned communicating the right information, in an understandable format/ language, to the right person, at the right time and getting feedback on the information communicated is absolutely necessary for project success.
