Datasheet

Key Project Management Skills
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FIGURE 1.2 Lines of communication
As you can see, the more participants you have, the harder you’ll have to work to make cer-
tain everyone hears and understands the message. This doesn’t mean the project meetings
become an exclusive club with only a handful of members. It’s most important to consider the
number of people in meetings where decisions need to be made. Once you go over 10 or 11
participants, the lines of communication become unwieldy. Again, it doesn’t mean you can’t
be successful, but decision-making meetings are much more effective with fewer participants.
In fact, some of the research going on regarding successful projects shows that small teams are
much more successful than large teams, so whenever you can, limit the participants to those
who are critical to the task at hand.
The Project Management Institute states that project managers spend 90 per-
cent of their time communicating. Based on our experience, that’s a correct
statement. If you aren’t spending the majority of your day talking (or other-
wise communicating) with team members, stakeholders, and others about
the project, get started now. Hang out at the water cooler if you have to. Prac-
tice both good sending and receiving skills.
Communications, like leadership, is a topic that could fill several books all on its own. It’s
beyond the scope of this book for us to go into all the details, but we’re hoping you’ll put the
pointers we’ve given you to good use on your next project. Next we’ll stir up a little conflict
and reveal some helpful negotiating and problem-solving techniques.
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