course material

1. (Mt) – Brite Divinity School of Texas Christian Effective Communication in
Businesses
Running head: FULL TITLE OF YOUR PAPER IN CAPS ON ONE LINE Paper Title by Your
Name PJM 6XXX Name of the Course Month, day, year 1 ABBREVIATED TITLE OF YOUR
PAPER 2 Abstract Abstracts begin flush left and identify your findings and implications.
Keywords: the key words themselves are lowercase and are not italicized. Use three to five
words that someone might use to look up this work in a search engine. [“Keywords” is
indented and italicized and the actual key words are not italicized and are not indented if
they go beyond one line]. Please note: The title page, abstract and reference page does not
count toward your overall paper length. If the assignment requires 2-3 pages, the page
count begins with the introduction section and ends with the conclusion. ABBREVIATED
TITLE OF YOUR PAPER 3 Introduction Include an introduction for your paper that
introduces the reader to what the paper will discuss. Example: In this paper, a description of
a potential research topic will be introduced along with highlighting key characteristics of
the intended audience. Then, in order to reach the targeted audience, a description of a
venue will be provided along with relevance to the research topic. Finally, the process
required to submit as well as participate in the venue will be explored. Topic / Question
Title 1 In the second paragraph, begin addressing your first topic or question. This should
directly align to what you stated you were going to talk about in the first sentence of the
introduction. When citing sources, be sure to follow APA 6th edition. Example: As an
educator and a practitioner within the project management profession, the importance of
transformation that is occurring in the workplace, specifically the adoption of digital
strategies and technology is becoming increasingly relevant (Sundararajan, 2017). Topic /
Question Title 2 Please follow the same pattern as above. Topic / Question Title 3 Please
follow the same pattern as above. Conclusion Here is where you summarize your work. The
conclusion should inform the reader of what they just read. Example: As the field of project
management continues to evolve, it will be important to capture the voices of participants
within the profession. To do this effectively will require engaging research participants
throughout the entire process. Methods such as coconstructive interviews and subsequent
dialogue will ensure participants are actively engaged ABBREVIATED TITLE OF YOUR
PAPER and their voices to be heard further shaping the professional abilities of students
and future project managers. The last item is the reference page. The reference list begins
on a separate page. 4 ABBREVIATED TITLE OF YOUR PAPER 5 References It is critical that

2. you know, understand, and apply the knowledge that APA requires that EACH reference
cited in the text or body of your paper MUST appear in the reference list. Chapter seven in
the APA manual gives you reference examples. Everything is double-spaced and there is a
hanging indent. You will need to use the APA Publication Manual to ensure that your
reference list is correct. This information may be different than what you remember from
your undergraduate days. Each reference cited in the text or body of your paper must
appear in the reference list and each entry in the reference list must appear in the text.
Example references are below: Project Management Institute. (2017). A guide to the project
management body of knowledge (PMBOK guide). Newtown Square, PA, USA: Project
Management Institute. Project Management Institute. (n.d.). Global conference overview.
Retrieved from https://www.pmi.org/global-conference. Project Management institute.
(2018). PMI global conference champions of change. Retrieved from
https://www.eiseverywhere.com/eSites/2018globalconference/Homepage. Sundararajan,
A. (2017). The future of work. Finance & Development, Vol. 54, No. 2 Thiry, M. (2013). The
future of project management in a digitised economy. Paper presented at PMI® Global
Congress 2013—EMEA, Istanbul, Turkey. Newtown Square, PA: Project Management
Institute. PJM 6210 Communication Skills for Project Managers: Paper: Pulse of the
Profession Overview and Rationale In order to demonstrate proficiency with the content in
this course and allow you reflect on how the content impacts your practice. In this
assignment you will read an article and reflect on how the content of the article relates to
your communication practices. Program and Course Outcomes This assignment is directly
linked to the following key learning outcomes from the course syllabus: • LO2: Assess the
impact of organizational communication culture on project management and managers In
addition to these key learning outcomes, you will also have the opportunity to evidence the
following skills through completing this assignment: • Critical thinking and analysis
Essential Components & Instructions Read PMI’s Pulse of the Profession In-Depth Report:
The Essential Role of Communications and compare your current organization to the
findings within the paper. Is your organization a “highperforming organization” that
understands the importance of communication or does your organization struggle with
communication? Note: If you do not currently work for an organization you may research
an organization to use for this assignment. Select your current or a past organization and
address the following topics in a coherent and integrated paper. Topic 1 – Current Status of
the Organization: • • • How do you see your current or past organization? Does your
organization struggle with either of the problem areas mentioned on page 4, “A gap in
understanding the business benefits” and “Challenges surrounding the language used to
deliver product-related information, which is often unclear and peppered with project
management jargon”? Would your organization be considered a “high-performing
organization”? Topic 2 – Recommendations: Which of the following strategies would you
recommend for your organization to adopt or to continue? Why? • Close the
communications gap around business benefits. • Tailor communications to different
stakeholder groups. • Acknowledge the value of project management, including project
management communications. • Use standardized project communication practices, and
use them effectively. Format & Guidelines: This is a very short paper, and will be a great

3. exercise in gathering peer reviewed research, reading and understanding the research and
then synthesizing your thoughts in a very clear concise manner. In the Blackboard
assignment, I have provided a template for your use. The paper should follow the following
format: • The document should be no more than 5 pages o Page 1 = Title Page o Page 2 =
Abstract o Page 3-4 = Introduction, Topic 1 and Topic 2, conclusion o Page 5 = References
Below are some key guidelines you will want to ensure you follow in this assignment. Think
of this short list as a quality control checklist, along with the attached grading rubric. • • • •
• Document should professionally formatted using titles, headers, and bullets where
appropriate. You must include a title page and cite any outside sources using a works cited
page according to APA 6th edition guidelines Submission is free of grammatical errors and
misspellings Double spaced, times new roman, 12 point font, 1 inch margins Direct quotes
should account for no more that 15 percent of paper (use direct quotes sparingly) Please be
sure to review the attached rubric. It along with these assignment instructions will ensure
you have a solid understanding of the assignment requirements. Rubric(s) Assessment
Element Topic 1 (25%) Above Standard (100-95%) Coherently addresses all questions
pertaining to a specific organization and makes complex connection between the article and
the organization in question Meets Standards (94.9 – 84%) Coherently addresses all
questions pertaining to a specific organization using appropriate citations from the article
provided that connect the article and the organization Approaching Standards (83.9 – 77%)
Addresses questions pertaining to a specific organization using appropriate citations from
the article with Below Standard (76.9 – 70%) Briefly addresses questions, but does not
address a specific organization or lacks detail or does not connect article to the current
organization Not Evident (69.9 – 0%) Does not address the questions or does so
insufficiently Topic 2 (25%) Addresses all questions and makes coherent and specific
recommendations based on current status and the article content that is clearly articulated
Addresses all questions and makes coherent and specific recommendations based on
current status and the article content Addresses questions and makes general
recommendations based on current status and the article content Briefly addresses
questions and make recommendations based on current status and the article, but is not
specific, or lacks detail Does not provide recommendations or recommendations do not
follow from the description of the current status or the article content Personal
Competencies (25%) Assignment reflects an excellent use of written communication skills
and a professional respect for others integrated throughout the paper in a way that
synthesizes with the key topical area Assignment clearly reflects written communication
skills and a professional respect for others integrated throughout the paper in a way that
synthesizes with the key topical Assignment reflects written communication skills and
professionalism throughout. Reflects vague and unclear applicable personal competencies
Does not reflect applicable personal competencies Format (15%) Presents a logical and
organized format that can be followed. Clearly evident to reader what is contained in each
section. Sections are unified and not redundant or contradictory with other sections.
Virtually no errors in formatting, citations, or references. Presents a well-organized format
that can be followed. Evident to reader what is contained in each section. Sections are
integrated but not redundant or contradictory with other sections. Rare errors in

4. formatting, citations, or references. Presents a reasonably organized format that can be
followed. It is generally clear to reader what is contained in each section. Some integration
between sections and not generally redundant or contradictory with other sections. Few
errors in formatting, citations, or references. Grammar & Clarity (10%) Expresses ideas and
opinions in a clear and concise manner with obvious connection to the assignment Uses
clear language to accurately express abstract ideas and explain concepts Minor errors in
writing and lack of clarity and accuracy Paper has issues with organization that make it
hard to follow. It is unclear to reader what is contained in each section. Little integration
between sections and there is some redundancy or contradiction with other sections. Some
errors in formatting, citations, or references. Many errors in writing and lack of clarity and
accuracy Not presented in an organized format. Not evident to reader what is contained in
each section. Sections are not integrated and there is redundancy or contradictions with
other sections. Multiple errors in formatting, citations, or references. Uses unclear language
and fails to express abstract ideas and explain concepts accurately PMI’s PULSE OF THE
PROFESSION IN-DEPTH REPORT THE HIGH COST OF LOW PERFORMANCE: THE
ESSENTIAL ROLE OF COMMUNICATIONS ORGANIZATI ONAL AGILITY MAY 2013
EXECUTIVE SUMMARY In the context of organizational project and program management,
communications is a core competency that, when properly executed, connects every
member of a project team to a common set of strategies, goals and actions. Unless these
components are effectively shared by project leads and understood by stakeholders, project
outcomes are jeopardized and budgets incur unnecessary risk. As reported by PMI’s 2013
Pulse of the ProfessionTM, an organization’s ability to meet project timelines, budgets and
especially goals significantly impacts its ability to survive—and even thrive. As they address
the urgent need to improve project success rates, organizations are faced with a complex
and risky environment that includes: »» »» »» A “do more with less” economic climate
Expanding global priorities Necessity to enable innovation The Pulse study also revealed
that the most crucial success factor in project management is effective communications to
all stakeholders—a critical core competency to all organizations. In a complex and
competitive business climate, organizations cannot afford to overlook this key element of
project success and long-term profitability. Business research from Forbes,
PricewaterhouseCoopers LLC and Towers Watson shows that organizations are very aware
of the positive impact that effective communications has on projects, programs, and
portfolios. However, what hasn’t been clear until now is how much of an impact ineffective
communications has on project outcomes and subsequent business success. PMI’s Pulse of
the ProfessionTM In-Depth Report: The Essential Role of Communications provides that
eye-opening insight. PMI’s 2013 Pulse of the ProfessionTM report revealed that US$135
million is at risk for every US$1 billion spent on a project. Further research on the
importance of effective communications uncovers that a startling 56 percent (US$75 million
of that US$135 million) is at risk due to ineffective communications. (See Figure 1) US$135
MILLION Despite this risk, many organizations admit that they are currently not placing
adequate importance on effectively communicating critical project information, especially
when explaining the business benefits of strategic initiatives to stakeholders at all levels of a
project. Organizations cannot execute strategic initiatives unless they can effectively

5. communicate their strategic alignment and business benefits. US$75 MILLION 56 PERCENT
IS AT RISK DUE TO INEFFECTIVE COMMUNICATIONS TOTAL DOLLARS AT RISK DOLLARS
AT RISK DUE TO INEFFECTIVE COMMUNICATIONS Figure 1. The amount at risk for every
US$1 billion PMI’s Pulse communications research finds that effective spent on a project.
communications leads to more successful projects, allowing organizations to become high
performers (completing an average of 80 percent of projects on time, on budget and
meeting original goals). These organizations risk 14 times fewer dollars than their low-
performing counterparts. The report also focuses on communications challenges that
prevent organizations from accomplishing more successful projects, and identifies key
initiatives that can help organizations improve their communication as they face their own
unique challenges in such a complex and risky environment. 2 ©2013 Project Management
Institute, Inc. The Essential Role of Communications, May 2013. EXECUTIVES AND PROJECT
MANAGERS AGREE: COMMUNICATIONS IS CRITICAL Executives and project managers
around the world agree that poor communications contributes to project failure. The Forbes
Insights 2010 Strategic Initiatives Study “Adapting Corporate Strategy to the Changing
Economy,” found that nine out of ten CEOs believe that communications is critical to the
success of their strategic initiatives, and nearly half of respondents cite communications as
an integral and active component of their strategic planning and execution process. And
project managers see it similarly from their side; according to PMI’s Pulse research, 55
percent of project managers agree that effective communications to all stakeholders is the
most critical success factor in project management. US$75 MILLION % OF UNSUCCESSFUL
PROJECTS WHERE INEFFECTIVE COMMUNICATION IS CONTRIBUTING FACTOR (55.7%) 2
= % OF PROJECTS THAT FAIL DUE TO INEFFECTIVE COMMUNICATION (CONTRIBUTING
FACTOR) (21.0%) + + % OF PROJECTS NOT MEETING GOALS (37.7%) 1 THE AMOUNT AT
RISK DUE TO INEFFECTIVE COMMUNICATIONS, FOR EVERY US$1 BILLION SPENT ON A
PROJECT % OF FAILED PROJECTS’ BUDGET LOST (35.9%) 1 % OF EVERY DOLLAR AT RISK
DUE TO INEFFECTIVE COMMUNICATION (CONTRIBUTING FACTOR) (7.5%)
=ORGANIZATIONS THAT COMMUNICATE MORE EFFECTIVELY HAVE MORE SUCCESSFUL
PROJECTS Figure 2. Ineffective communication puts US$75 million at risk. The third global
PricewaterhouseCoopers LLC (PwC) survey on the current state of project management
reveals that, according to executives, effective communications is associated with a 17
percent increase in finishing projects within budget. MET MET ORIGINAL ORIGINAL GOALS
GOALS 71% ON ONTIME TIME Similarly, the Towers Watson 2011-2012 “Change and
Communication ROI Study Report” shows that companies that have highly-effective
communications practices are 1.7 times more likely to outperform their peers financially.
52% WITHIN WITHIN BUDGET BUDGET HIGHLY-EFFECTIVE HIGHLY-
EFFECTIVECOMMUNICATORS COMMUNICATORS MINIMALLY-EFFECTIVE MINIMALLY-
EFFECTIVECOMMUNICATORS COMMUNICATORS 37% 76% 48% Figure 3. Organizations
that communicate more effectively have more Clearly, organizations are very aware of
successful projects. just how critical effective communications is to the success of strategic
projects and, ultimately, organizational success. However, the Pulse communications
research finds that only one in four organizations can be described as highly-effective
communicators. This suggests that the majority of organizations have opportunities to

6. identify problem areas and chart a course to improve the effectiveness of their project
communications. The Pulse communications report quantifies just how much effective
communications can lead to more successful projects, and just how much ineffective
communications can cost an organization. Sources: 1 PMI’s 2013 Pulse of the Profession™ 2
PMI’s Pulse of the ProfessionTM In-Depth: The Essential Role of Communications ©2013
Project Management Institute, Inc. The Essential Role of Communications, May 2013. 3 THE
REAL RISKS OF INEFFECTIVE COMMUNICATIONS Not all projects succeed. On average, two
in five projects do not meet their original goals and business intent, and one-half of those
unsuccessful projects are related to ineffective communications. (See Figure 4) This
translates to US$75 million at risk for every US$1 billion spent – more than 50 percent of
the US$135 million reported by PMI’s Pulse report. (See Figure 2) Due to ineffective
communication UNSUCCESSFUL PROJECTS SUCCESSFUL PROJECTS Not only is an
organization risking dollars, but it is risking project success rates. Our research proves that
ineffective communications leads to fewer successful projects; organizations that are
minimally-effective communicators report significantly fewer projects that meet original
goals, come in on time, and complete within budget. (See Figure 3) Organizations must take
ownership of this problem and spearhead initiatives that will improve communications and
prevent additional project failures. Figure 4. One out of five projects is unsuccessful due to
ineffective communications. THE COMMUNICATIONS GAP, LANGUAGE CHALLENGES
Results reveal that while all aspects of project communications can be challenging to
organizations, the biggest problem areas are: »» »» A gap in understanding the business
benefits. Challenges surrounding the language used to deliver project-related information,
which is often unclear and peppered with project management jargon. The Gap Surrounding
Business Benefits PMI’s research indicates that organizations recognize that effective
communication is an important component of success. However, it also reveals that
understanding the importance of communication does not always guarantee successful
communications. Our study finds a disconnect within organizations; while business owners
and executive sponsors report that communications about business benefits and alignment
to strategy is communicated, project managers do not agree. PMO directors and senior
project leaders in the organization must take ownership of this gap and translate the
business benefits of strategic initiatives to the project teams. (See Figure 5) 60% 57% 54%
64% 62% 57% 66%65% 67% 63%63% 59% 68% 65%67% 60% 62% 52% 43%
OBJECTIVES BUDGET PRACTITIONERS SCHEDULE SCOPE EXECUTIVE SPONSORS
OUTCOMES BENEFIT/STRATEGY BUSINESS OWNERS Figure 5. Compared to project
managers, business owners and executive sponsors report that their organizations are
communicating business benefit/ contribution to strategy of projects more frequently.
(Average Top 2 Box (Virtually Always/ Most of the Time)) 4 ©2013 Project Management
Institute, Inc. The Essential Role of Communications, May 2013. “Everyone needs to
understand the long-term goal so they can know how they’re contributing, how they’re
making an impact.” Jennifer Georgius, Program Manager at TD Bank COMMUNICATION
ABOUT BUSINESS BENEFIT AND CONTRIBUTION TO STRATEGY = MORE SUCCESSFUL
PROJECTS PERCENT OF PROJECTS MEETING ORIGINAL GOALS AND BUSINESS INTENT
When companies close the gap between the developers of the strategy and those that must

7. execute it, projects are more successful. Organizations that report more frequent project
communications, particularly surrounding the business benefit and contribution to strategy,
average significantly more successful projects versus organizations that communicate that
same information less frequently. (See Figure 6) The Pitfalls of Poor Language 100%-
Research findings show that organizations 90%- have difficulty communicating with the
appropriate 80%-levels 70%of clarity and detail. This difficulty is likely exacerbated by the
divide between each key audience60%and its 50%understanding (or lack thereof) of
project-specific, 40%technical language. (See Figure 7) 84% 81% 82% 65% 60% 54%
30%20%- the Not surprisingly, this trouble spot also impacts 10%success of an
organization’s strategic initiatives. 0%-of five The data show that an average of four out
NON-TECHNICAL WITH SUFFICIENT BUSINESS LANGUAGE CLARITY & BENEFIT/ projects
that are communicated with sufficient DETAIL STRATEGY clarity and detail—
communicated in the language COMMUNICATE FREQUENTLY COMMUNICATE
INFREQUENTLY of the audience—meet their original business goals Figure 6.
COMMUNICATE Frequent communication thatFREQUENTLY is clear and relevant, and HIGH
PERFORMERS MORE and intent, compared to just over half of projects frequent
communication about business benefit and contribution to ACROSS TOPICS, INCLUDING
COMMUNICATING THE when communications are not sufficiently clear and ALLstrategy
leads to more successful projects. (Percent of projects meeting STRATEGY/ BUSINESS
detailed. (See Figure 6) original goalsBENEFIT and business intent) From these indicators,
it is evident that project success is dependent upon communicating the correct information
to the appropriate stakeholders, using clear and relevant language that resonates with the
audience. IMPROVE COMMUNICATIONS TO MAXIMIZE SUCCESS AND MINIMIZE RISK
Clearly, organizations that communicate more effectively have more successful projects.
Findings show that high performers are more effective communicators. Thus, it is no
surprise that highly-effective communicators are five times more likely to be high
performers3 than minimally-effective communicators. And as reported in the Pulse study,
high-performing organizations put 14 times fewer dollars at risk. These findings suggest
that low performers can clearly benefit from improving their communications practices, as
improvements will enable them to realize more successful projects, and fewer dollars at
risk. (See Figure 8) More projects that finish on time, within the original budget, and with
meeting the original goals and business intent of the project are the hallmarks of high-
performing organizations, as they average 80 percent or more of projects for these three
measures (compared to low performers’ average of 60 percent or fewer projects for all
three measures.) 66% 63% 64% 62% 62% TIMELY MANNER PRACTITIONERS 59% 57%
56% SUFFICIENT CLARITY & DETAIL 66%66% 59% 57% APPROPRIATE SETTINGS OR
MEDIA NON-TECHNICAL LANGUAGE EXECUTIVE SPONSORS BUSINESS OWNERS Figure 7.
The most difficulty reported is communicating with the appropriate clarity/ detail, while
the largest gap is communicating with universally understood language. (Average Top 2 Box
(Virtually Always/ Most of the Time)) 38% HIGHLY-EFFECTIVE COMMUNICATORS ARE
MORE THAN 5 TIMES MORE LIKELY TO BE HIGH PERFORMERS THAN
MINIMALLYEFFECTIVE COMMUNICATORS 7% 3 HIGHLY-EFFECTIVE COMMUNICATORS
MINIMALLY-EFFECTIVE COMMUNICATORS Figure 8. Communication effectiveness and

8. high performance: those who communicate more effectively are more likely to be high
performers. ©2013 Project Management Institute, Inc. The Essential Role of
Communications, May 2013. 5 Data show that high-performing organizations distinguish
themselves by excelling in all quantified aspects of project communications, specifically
with regard to the gap and trouble spots noted earlier. »» High-performing organizations
are better at communicating key project topic areas, including objectives, budget, schedule,
scope, outcomes and the project’s business benefit. (See Figure 9) »» Additionally, high-
performing organizations are notably better at delivering project communications in a
timely manner, providing sufficient clarity and detail, using non-technical language, and
choosing appropriate settings or media for the delivery. (See Figure 10) »» High-performing
organizations use formal communications plans more frequently, and more effectively
compared to low-performing organizations. High performers create formal communications
plans for nearly twice as many projects. (See Figure 11) And, project communications plans
for high-performing organizations are more than three times as effective compared to their
low-performing counterparts. (See Figure 12) 83% 81% 73% 79% 76% 75% 77% 75%
72% 64% 49% 42% 36% 38% 39% 39% 36% 40% 34% 25% OBJECTIVES BUDGET
SCHEDULE SCOPE OUTCOMES BENEFIT/STRATEGY TIMELY MANNER SUFFICIENT
CLARITY & DETAIL NON-TECHNICAL LANGUAGE APPROPRIATE SETTINGS OR MEDIA
HIGH PERFORMERS LOW PERFORMERS HIGH PERFORMERS LOW PERFORMERS HIGH
PERFORMERS CREATE FORMAL COMMUNICATIONS PLANS FORperformers NEARLY
TWICE AS MANY PROJECTS Figure 9. High communicate more frequently across Figure 10.
High performers communicate more frequently all topics, including communicating the
strategy/business benefit. (Average Top 2 Box (Virtually Always/ Most of the Time)) than
low performers in all ways of delivering the message. (Average Top 2 Box (Virtually
Always/ Most of the Time)) PROJECTS CONTAINING A FORMAL PROJECT
COMMUNICATION PLAN HIGH PERFORMERS 68% 38% LOW PERFORMERS 68% 20% LOW
PERFORMERS HIGH PERFORMERS LOW PERFORMERS Figure 11. High performers create
formal communications plans for nearly twice as many projects. 6 Figure 12. Project
communications plans for high-performing organizations are more than three times as
effective. ©2013 Project Management Institute, Inc. The Essential Role of Communications,
May 2013. EFFECTIVE STAKEHOLDER COMMUNICATIONS LEAD TO MORE EFFECTIVE
PROJECTS Communications are impacted when different stakeholder groups use different
jargon and language. This communications issue can also lead to different expectations for a
project, which ends up impacting the bottom line. “… In any project you have to adjust the
language depending on the audience [in one example] there is a technical team who
understands the technical terms very well but doesn’t understand all the project
management terms. So the project management terms need to be translated into terms they
can understand.” “At the middle management level, they understand ‘operations.’ They
understand more details, and probably these are the people that I can use the project
management terminology, and some technical terminology, with – but not deep, deep
technical terminology… Senior management, they speak the language of money. They want
to know ‘hard numbers,’ ‘yes or no,’ … They are more focused on the ‘business value,’ on
‘cost and benefits… but not so much on the project management terminology. So in that case

9. I also have to translate that language into terms they are familiar with and that they want to
hear – which most of the time is about money.” It is clear that high-performing
organizations are far more successful at communications. Not surprisingly, the study also
reveals that high performers realize the critical importance of communications to the
success of their projects—much more so than low-performing organizations (69 percent
versus 58 percent). And, placing importance on communications isn’t the only area in which
high performers excel; high-performing organizations report all project management-
related tasks as much more important compared to their low-performing counterparts. (See
Figure 13) 95% 94% 92% 79% 74% 89% 85% 76% 70% “A few years ago we had a major
media project involving new technology and it was very complex. Communication was
confusing because it was new technology and there were high expectations. So the sales
department was very good at communicating a vision and communicating some benefits…
But the technical language in the communications wasn’t that clear… So when I received the
project, I started to put together all the parts, going through the contract and preparing all
the resources. And I realized that there was a disconnect between the vision and what the
solution was going to deliver. Because of the lack of technical knowledge and because of the
complexity in the contract and how the proposal was created, there were many inaccurate
assumptions.” “So the first step in the project was clarifying that for senior management.
There was a misunderstanding about what the solution was going to deliver. After many
conversations between the technical people and senior management we decided that
instead of being one project it would be three phases in order to meet the deliverables
desired by senior management.” IDENTIFYING PROJECT REQUIREMENTS PROJECT
MANAGEMENT COMMUNICATIONS BALANCING PROJECT MANAGING SCOPE, QUALITY,
PROJECT SCHEDULE, BUDGET, STAKEHOLDERS RESOURCES AND RISK HIGH
PERFORMERS 66% SOURCING AN EFFECTIVE PROJECT TEAM LOW PERFORMERS Figure
13. High-performing organizations report that projectmanagement related tasks are much
more important compared to their low-performing counterparts. (Percent Top 2 Box
(Critically/ Very Important)) – Victor Olvera, Program Manager, Cisco Systems ©2013
Project Management Institute, Inc. The Essential Role of Communications, May 2013. 7 THE
WAY FORWARD Organizations that want to improve their communications and become
high performers, should consider the following strategies. 1. Close the communications gap
around business benefits. PMO directors and senior project leaders need to take ownership
and better communicate the strategic and business benefits of projects to those responsible
for their implementation. When the gap is closed, projects are more successful. High
performers are able to optimize outcomes by relaying this information to project teams
frequently and effectively. 2. Tailor communications to different stakeholder groups. Many
organizations have difficulty communicating with the appropriate level of clarity and detail
and in the appropriate language to all stakeholders. High performers understand that
various stakeholder groups use language differently and tailor communications
accordingly; they also recognize that all groups need to have a clear vision for the project
and, ultimately, organizational success. 3. Acknowledge the value of project management,
including project management communications. The Pulse reports that most organizations
undervalue project management, which results in poor project performance. Findings show

10. that high performers place more importance on project management tasks, particularly
project management communications. As demonstrated, successful communications are
more apparent in high-performing organizations, because they recognize the importance
and value of effective project management communications, and project management. 4.
Use standardized project communications practices, and use them effectively. The Pulse
reports that high performers are almost three times more likely than low-performing
organizations to use standardized practices through the organization, and have better
project outcomes as a result. One form of standardized project management practice is a
formal communications plan, which, though standardized, must be adaptable and suitable
to all stakeholders. Findings show that high performers are using formal project
communications plans more frequently and more effectively, allowing them to successfully
operate in a complex and competitive business climate. With US$75 million at risk due to
ineffective communications – more than 50 percent of the US$135 million for every US$1
billion spent – the need for effective communications for project and ultimately,
organization success, is clear. Project success is dependent upon communicating the right
information to the appropriate stakeholders using clear and relevant language that
resonates with the audience. Ultimately, more effective communications leads to improved
project and program management, more successful projects, high performance, and fewer
dollars at risk. 8 ©2013 Project Management Institute, Inc. The Essential Role of
Communications, May 2013. CONSISTENT COMMUNICATIONS FROM PROJECT TO PROJECT
LEAD TO EFFICIENCIES Consistent communications is critical to any successful project.
Communications protocol developments and appropriate information and knowledge
distribution allows the team to meet original business goals efficiently. The more
information that is shared across the organization regarding a project or deliverable, the
chances of scope creep diminishes. IBM’s “Keys to Building a Successful Enterprise Project
Management Office” found: “One consistent project management delivery approach across
IBM that improves delivery timeliness and delivery timeliness and deliverable quality while
reducing project costs. Communication is simplified and more timely with standardized
tools, formats, and terminology. Project managers across IBM benefit from others’
experience so they no longer waste time reinventing techniques already successfully used.”
PMI’s Pulse of the ProfessionTM In-Depth Report: The Essential Role of Communications
research was conducted in March 2013 among 742 project management practitioners with
three or more years of project management experience and who are currently working in
project management full-time, and among 148 executive sponsors and 203 business owners
who have been involved in large capital projects with total budgets of US$250,000 or more
in the past three years and are within organizations with a minimum of 1,000 employees
worldwide. PROJECT OWNERS NEED TO SPEAK THE LANGUAGE OF THE C-SUITE
Communicating to an organization’s top leadership requires sensitivity to both language
and form with the right amount of detail is critical to success. In “Speak the Language of
Leadership” by Phil Bristol and Gary Yeatts, they explain “With an expertise in the science of
project management, a project manager (PM) communicates complex concepts using a
highly defined, specialized language… have specific meaning and help project management
professionals converse concerning the technical aspects of a project. This specialized

11. project management language assists a PM to understand then apply knowledge in a
particular project.” “Just as the technical language for managing a project helps to define
outcomes, the language of leadership assists a PM to understand and apply communication
skills in a way, which creates trust, manages conflict, invites commitment, and embraces
accountability while producing the right results. Successful PMs have both, project
management and leadership skills.” Director of Project Management at AT&T Jason Gadsby
notes “I think the folks that fail are not tying it back to our senior level strategy.” ©2013
Project Management Institute, Inc. The Essential Role of Communications, May 2013. 9
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