A Short Note On Internal Communication Process Project Management

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INTRODUCTION In Alexandra-Mihaela and Danut’s article, “The Measurement and Evaluation of the Internal Communication Process in Project Management,” the author’s advocate the use of good, effective communication within a project to increase the project’s chances of success. Communication is embedded within human nature, and so internal communication within a project’s members, management, and stakeholders is among one of the most important factors for success in project management (Alexandra-Mihaela & Danut, 2013). In the book, The Fast Forward MBA in Project Management, author Eric Verzuh’s views correspond with this need for communication. He states that all projects need communication between everyone involved in the project throughout the project’s lifecycle for that project to be successful, and the way to do this is ensuring that the communication is constant and effective (Verzuh, 2012). EFFECTIVE COMMUNICATION A project manager needs to decide how best to make a project’s communication effective. He, or she, must choose the methods and tools of communication as well as the amount and frequency (Verzuh, 2012). Without considering which tool, amount, and frequency of communication is needed for each person being communicated with, miscommunication can occur. If a team member is geographically separated from the team, it is not feasible to expect them to attend face to face team meetings. If a manager is known to ignore emails, then emailing that person is not
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