final exam for project management class

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Signature Assignment: Communication & Project Management Success
Stacey Troup
Project Management/MGT-307
April 18, 2017
Dr. Ryan Repich

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Case Assignment: Communication & Project Management Success
For this Week 8 Signature Assignment, I will discuss the strengths and weaknesses of
communication within project management. Additionally, I will discuss how I would manage a
project including team formulation, team management, conflict resolution strategies and review
lessons learned. These review items will be discussed to help gain a greater understanding of
how the project ran, what can be done to improve projects in the future (through lessons learned)
as well as give a return on investment (ROI) overview through the use of a close out Report
which would be delivered at the completion of the project.
Project Management: Communication Strengths & Weaknesses
After taking the Communication Quiz offered in the instructions of the Week 8 Final Exam
(Mind Tools Editorial Team, N.D.), I discovered my score to be a 56. The score is designed to
help you see how you send and receive messages as well as how well you listen to communication
when presented to you. My score proved to be one of an “effective communicator” but did leave
a little room for improvement (Mind Tools Editorial Team, N.D.).
Communication is a key component to any project management team. From the project
manager down to every member of the staff, having an understanding of and ability to effectively
communicate is key to the success of the project. A leader who fails to embrace these traits will
find that communication is stifled and misunderstood, that their team does not have the faith in
them as a leader and that they fail to effectively communicate across all lines of the team in order
to find success.
Research suggests that there are 11 key communication traits which are required in order
to successfully communicate with a team (Alexander, 2015). Among these 11 traits are

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trustworthiness, transparency, focus and stability, objectivity and fairness, confidence, leading by
example, energy and motivation, consistency and flexibility, accessibility, clarity, and respect.
Trustworthiness as a trait is important because it allows for the information to be received
in a friendly, trusted manner. When people trust the person and the information received from that
person, it is trusted as truth and respected by the receiver (Alexander, 2015). Having someone you
do not feel is trustworthy deliver messages will likely result in the message not being trusted as
truth and confusion will begin to develop among the team. Transparency, which is a partner to
trustworthiness in terms of communication, is a necessary part of communication as it does not
present roadblocks but rather allows for clear lines of communication in the details without
“hidden agendas” (Alexander, 2015).
The traits focus and stability include the ability to remain calm in the ever changing project
stages while maintaining focus on the task at hand (Alexander, 2015). Having a leader who cannot
maintain decorum when a catastrophe happens will only weaken the team's objectivity and faith
in their ability to properly lead. Objectivity and fairness involve the ability to communicate and
listen without bias in order to resolve any conflicts with fairness and diplomacy. Teams rely on
this levelheaded approach to problem-solving as part of the stability within they seek within the
team (Alexander, 2015). When a leader does not embrace the situation with objectivity but instead
takes sides in an argument or disagreement based on personal relationships, they weaken the team
structure and cause walls of miscommunication and strife to be erected.
Confidence, which is a trait that goes with all of the other traits mentioned, is one that
involves the ability to convey your information without arrogance but rather with the evidentiary
support of your side (Alexander, 2015). Leading by example is a fairly familiar concept, the idea
that you live by the same rules you expect of others is simple enough to grasp but often not

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followed through on by managers or leaders (Alexander, 2015). When managers do not live by
example, they cause additional strife in their teams. Teams want the unit to be cohesive in its
structure and deliverables (as well as how those deliverables are delivered). Without providing a
stable, equal work environment where all have to live up to the expectations of the leader, they
have something to strive for and a greater sense of team accomplishment.
Energy and motivation are keys to project success. Having a leader who is motivating
rather than pessimistic will allow the team to remain engaged and working steadfastly toward the
goals. When a leader does not embrace the motivational trait, stability and happiness of the team
begin to suffer (Alexander, 2015). Consistency and flexibility go with this motivational quality in
leaders. Great leaders embrace the need for consistent communication in “quality, style and
frequency” (Alexander, 2015). Breakdowns in communication not only cause team instability but
deliverables and deadlines to suffer. Confusion begins to grow among the team members and a
sense of structure is lost in the process.
Information is not of use and project teams tend to become less productive and happy when
accessibility is not an option. Teams want their leaders to be available for questions and assistance
when they need it for the betterment of the project (Alexander, 2015). When a leader closes
themselves off to the entire team and the free flow of information or communication, they hinder
project success. Clarity and respect, the final two identified traits, round out the communication
needs of any team. Clarity is a trait that relates to how the information is delivered to the team
members. Having a style that embraces clear communication also helps take more difficult
messages and make them easier to understand for all when this trait is present (Alexander, 2015).
When you do not deliver the messages in an easy to understand the medium, you cause
miscommunication to reign. Members of the team may be too embarrassed to ask for clarity on

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issues because of the misdirected communication style. Keeping it free, open and easily
understood for all is the key to happiness.
Respect, the final of the 11 identified traits of good communication, involves a respect for
the diversity the team may possess. The ability to clearly communicate with all team members,
regardless of diversity facts which may be present, is a key component to clear communication
which also possesses all other traits mentioned in order to effectively deliver the message to
everyone equally (Alexander, 2015).
Project Management: Team Development
The first step in developing a successful team is the determination of the goals. Having a
clear idea of what needs to be delivered will help in the formation of the team as it takes shape.
When team members make a decision to join a project team, having a clearly defined goal is key
to the overall success of the project as well as the happiness of the team member (Smith, 2013).
Once your goal is clearly defined, the search for productive team members begins.
Effective leaders look beyond performance reviews and rather how well the employee works as
part of a team. Part of this evaluation is the communication aspect of how well they
communicate with others (Smith, 2013). Effective teams have groups of people who not only
are efficient workers but who also work well as a team. Conflicts in personal relationships can
seriously hinder a project team, causing delays in deliverables to resolve personal conflicts.
Next, the distribution of goals and deliverables can be done during the first of the team
meetings (Smith, 2013). By distributing these deliverables in a team setting, you also have the
opportunity to introduce each team member to the respective team lead while simultaneously
answering any pertinent questions that may be present by the team members relating to roles,
responsibilities, and deliverables. Because most teams are built by a leader and not through

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meeting with other team members, this is the first opportunity for each of the team members to
meet other members of their team while learning how each of their roles will come together in a
timely fashion for overall project success. Additionally, this is a good time to review the rules
and expectations of the group including the “open door policy” of the team lead, the
communication expectations (inclusive of regularly scheduled team meetings), and final
completion date targets.
At the beginning of the team formation stage, a document should be handed out giving all
other members of the team any necessary contact information for other team members to ensure
full and open communication lines. This document will also ease the regular communication
lines for all employees as the project progresses as they will have an open door to all team
members as well as a clear understanding of communication needs of each member.
Now that the team is formed, regular communication needs to take place to ensure that all
team members not only understand their roles, but that clear lines of communication are
established along the way (Smith, 2013). Status meetings with team leads (when applicable)
should be done weekly to clear the roadblocks that may happen along the way so that
contingency plans can be constructed and executed. Later in the week, an “all hands” team
meeting should be done to update the rest of the team as to individual achievements to goal
deadlines, alternative thoughts or ideas (may be presented), concerns (non-conflict based), or any
other deliverables based information that may seem pertinent. This “all hands” meeting style
will encourage individual ideas as well as cross thoughts from other team members as to the
validity or acceptability of the ideas presented. Individual meetings can take place as needed to
help clarify issues or to resolve conflicts as they arise.

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When budgets permit or when the staff decides that this idea is a positive idea, team
building events always help strengthen a team (Smith, 2013). These events are always done
outside of work hours and are inclusive of all staff within the team. Designed to help foster both
team building as well as to offer an alternative to stressful environments, many companies have
embraced this idea into the everyday work environments they present. Companies such as
Google.com have regular team building events on campus as well as areas for teams to gather to
“unwind”, spend time together and forge relationships with other colleagues (Duhigg, 2016). By
taking from the models presented by the most successful companies with the best corporate
cultures, the team building models we adapt in our own teams will allow for happy, productive
team members who are focused on the task at hand as well as maximization of the return on
investment (ROI).
Within a team environment, complacency sometimes occurs. When this happens, I
promptly call a meeting to evaluate what is causing the strife with the employee and take
corrective actions to resolve the issues. In the event that the employee is having a situation that
cannot be resolved, a replacement of the team member will occur in order to keep the team
motivated and happy. Harvard Business Review suggests that you establish a peer program to
ease complacency or mediocrity within a team. The idea behind this theory is that you will
establish a visible consequence to the behavior and that it may be solved through peer assistance.
Sometimes team members have problems they may not feel comfortable talking the team lead for
fear of the view that they are incompetent. Through the use of the peer program as well as using
guided assistance and a firm plan of corrective action, you will find favor among the employees.
This tact to corrective action proves no problem is insurmountable but that the team and its
members are a top priority for the team member (Grenny, 2017).

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Project Closure
At the closing stage of a project, the team lead will pull together all deliverables and the
final project for submission to the project sponsor. All documentation gathered at the beginning,
middle and close of a project will be incorporated into this project report so that the sponsor has
a full account of all actions and tasks of the team they engaged. Included in this report are things
such as (project dependent) a scope statement, risk management analysis, schedules (project
timelines from MS Project™), resource management, communication logs, milestone and
achievement reports, phase completion status reports, staff evaluations, and contingency reports
which were drafted along the project phase (Dcosta, 2010).
To close out the team while keeping up morale, there are several things you can do to
help successfully close a project team and transition them back to regular roles. Among these
are project conclusion meetings, project declaration statement, team member transition,
performance reviews, and reassignment of teams (Close a Project, N.D.).
Project conclusion meetings should be done prior to handing over the project to the
sponsor and should include a list of achievements, a review of lessons learned, and a list of
incomplete deliverables required to close the project. Where appropriate, a budget review will
also be conducted at this time as to the deliverables versus budget actual spending (in the event
that the project had a budget to work with and was not internally built from salaried employees)
(Close a Project, N.D.)
During the project conclusion meeting, the team should be brought into the loop as to the
project success or failure. At this time it is a positive action to praise those employees who gave
extraordinary contributions to help the project reach success, come in under budget, or provide

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solutions outside of the scope of the original project which resulted in success for the ROI (Close
a Project, N.D.).
A transition solution will then be formulated to return the team members to their regular
roles once again (or to new projects in the event of outside contractors). This report will
accompany a project close-out report and will include all files obtained during the project life.
This is the time to close out contracts as well as the budget to the project sponsor while providing
performance review information regarding their “on staff” employees for future consideration.
Formally closing out a project gives the team a sense of accomplishment as well as
closing information to the team sponsor. When teams easily transition back to their roles with a
sense of accomplishment from having been on a successful project team, there is a renewed
sense of importance that the employee will possess. They will go forward with the idea that their
contribution matters and that they are important to the overall success of the company, an idea
that may become “catchy” to other employees in their group.
Conclusion
Throughout the course of this paper, the lessons in project formation, conflict resolution,
team building, ROI, lessons learned and communication have played major roles in the success
of a project as well as the well-being of the team dynamics as they strive to deliver and improve
on assigned tasks.
Discussed in great detail was the communication traits of effective leaders which need to
be present so that clear lines of communication and an open door policy are present for the team.
In addition, the need for team building, status updates and regular team meetings to help keep
those lines of communication open as well as keep the project on track to ensure the best return
on investment.

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Finally, a review of lessons learned will help future project teams learn from the lessons
of their predecessors in order to find favor in their own teams as well as pass their own lessons
learned on to future teams. Through constant communication and learning we build better teams
but also need to (where applicable) take cues from companies who have spent their lives learning
what it takes to not only build great teams but to keep great teams on staff. Opening our
thoughts to their lessons learned will also open the doors to future success and a positive
corporate culture which inspires others to want to work for the company.
Keeping your employees happy, engaged and communicating is key to retention in any
environment but is especially important in a team structure which may include both inside
employees and/or outside contractors. Rewarding the staff members who go above and beyond
while helping to build the skills of the team members who require a bit more assistance will
ensure this retention and happiness for years to come.

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References
Alexander, M. (2015, 02 10). 11 Communication Skills of Effective Project Leaders. Retrieved
from CIO Magazine: http://www.cio.com/article/2882199/project-management/11-
communication-skills-of-effective-project-leaders.html
Close a Project. (N.D.). Retrieved from Ten Step Project Management:
https://www.tensteppm.com/open/90.0CloseProject.html
Dcosta, A. (2010, 11 30). Sample of a Project Close Out Report. Retrieved from Bright Hub
Project Management: http://www.brighthubpm.com/monitoring-projects/95342-sample-
of-a-project-close-out-report/
Duhigg, C. (2016, 02 25). What Google Learned From its Quest to Build the Perfect Team.
Retrieved from New York Times: https://www.nytimes.com/2016/02/28/magazine/what-
google-learned-from-its-quest-to-build-the-perfect-team.html
Grenny, J. (2017, 04 20). What to Do About Mediocrity on Your Team. Retrieved from Harvard
Business Review: https://hbr.org/2017/04/what-to-do-about-mediocrity-on-your-
team?utm_campaign=hbr&utm_source=facebook&utm_medium=social
Mind Tools Editorial Team. (N.D.). How Good Are Your Communication Skills. Retrieved from
Mind Tools: https://www.mindtools.com/pages/article/newCS_99.htm
Smith, P. (2013, 11 01). Build an Effective Project Management Team. Retrieved from Project
Management.com: https://project-management.com/build-an-effective-project-team/