Effective Communication

Many projects are instigated from the top down and project managers are accordingly appointed to take charge of a project. Senior executives rarely misguide staff, are very up-front, and would rather not see the project manager wasting anyone's time in their company. Therefore, a dynamic communication channel should exist between the project sponsor and the project manager for all decisions affecting the project. I have found this to be the most powerful way of achieving project success. This principle is necessary for the effective and efficient administration of the project commitment. The project manager must have the skills, experience, dedication, commitment, authority, and tenacity to lead the project to success, and must know how to deal with executives on the project level.

Motivating senior executives to understand the need for the project may not be for everyone! But one thing is certain: The project manager should be the single point of contact, both for submitting the project for review and negotiating its approval—not anyone else! If the project manager cannot present and communicate the project at an executive level, then someone else should be running the project. If a project manager is able to communicate well, then he or she has a great shot at a fantastic career in project management.


The following section lays out a strategic plan for a software company. It reviews strengths, weaknesses, opportunities, and threats (known collectively as "SWOT"); A technique which allows project stakeholders to list important or significant areas relating to the project; presents a series of statements relating to the company's vision, mission, values, and objectives; and sets out its proposed strategies and goals through project management. This format is typical.

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