Communication interaction in the project

Another important cycle is closely related to the project life cycle - communication. Project communications management takes the place of the processes that accompany the initiation, planning, implementation, and completion of a project. Communication interaction not only within the project team, but also with all stakeholders should be effective and efficient. The project manager is responsible for the dynamics and quality of interaction.

Stages of communication management

The system of relations between project participants ensures planning, launching and regulation of relations between interested parties (S). They are also informed in the context of the goals of the project and taking into account the interests of individuals. Much attention is paid to the control and monitoring of communication procedures. The system includes three main processes for building reliable interaction in project communications.

The communications management plan is the main output from the first process of the system. The plan allows you to find and formalize the best approaches to start effective and efficient communications with stakeholders. The procedures for high-quality information exchange between project participants are implemented on the basis of the “Communications Management” process. The Communications Control procedure is responsible for evaluating and correcting communication and communication at any stage of the project implementation process.

The effectiveness of communications requires that interested parties receive information in a timely manner in acceptable and reasonable formats. The information comes exactly to the audience for which it is intended, is objective and has a planned impact without distortion. The types of communication management processes and indicators of their effectiveness are reflected in the diagram below.

Project communications management processes and their performance indicators

The diagram above adds a few significant twists to the traditional model.

Prior to the commencement of communications management planning, the organizational prerequisites must be in place to enable the creation of a communications plan. This work takes place at the earliest stages of project development, at the time of creation of the project management plan. The communications management plan takes into account the types and composition of the information needs of the AP, external information requests, and the physical architecture of the participants' positioning.
The stage of communications management includes the stage of creating an infrastructure, including a software and information platform.
The scheme includes an archiving unit, without which the productive development of the organization's process assets in the PMBOK terminology is impossible.
The scheme is complemented by six performance indicators that increase the possibility of cyclic regulation of communications management based on control and monitoring.

The means of execution of the communication management process are specified in the form of technologies, models, methods and elements of the information management system. First, a plan arises, then it is implemented, being controlled in the course of events. Implementation is complemented by analytics and reporting. Based on their results, the processes can be recycled if shortcomings are revealed. Of interest may be the scheme of progressive transformations of inputs into outputs of communications control in the project.

Model of dynamics of inputs and outputs of communication management processes

Constructive functions of conflicts in a team

Conflict management is a significant part of the system of effective relationships between project participants. This topic is localized in the area of activity of the project team, because there the relationship is especially concentrated. Interpersonal contacts can most often enter the area of contradictions, value and target preferences. A conflict is always a rivalry at the value level or a clash of resource, status and power interests between group members.

Before considering the types of conflict management, we will analyze the question of the usefulness of conflicts, consider the stages of their development. Recently, psychologists have argued that not every conflict within a project team is harmful. The conflict has internal functions, which are divided into constructive and destructive types. Constructive functions are important for the project and differ depending on the direction of the conflict.

An information function that gives impetus to the awareness of the values and interests of the sides of the team in the confrontation.
Conflict as a way to relieve stress and defuse the situation in the team.
The function of stabilizing the team as a social system and eliminating sources of dissatisfaction.
Conflict as a way to consolidate the team around a common goal and form a sense of ownership and activation of the participants.
The function of stimulating team creativity, mobilizing energy to solve problems.
A means of forming new forms of communication within the team.
The function of constructive initiation of the personal development of a team member.

It is advisable to manage conflicts taking into account the stages of their life cycle. Even before the moment of the incident, contradictions are formed and begin to “ripen”, and the confrontation is hidden. The post-conflict phase is characterized either by relatively unclouded business relations between former rivals, or derivative clashes in other areas of interaction. Analysts suggest distinguishing the following stages of conflicts:

the pre-conflict phase, which does not manifest itself in any way and remains at the level of the internal processes of the participants in the event;
the beginning of the conflict;
escalation (forcing) of the conflict;
completion of the situation;
post-conflict phase.

Managing conflicts between participants

Owning one of the role classifications in project teams also helps the project manager in managing conflicts. The well-known British psychologist Meredith Belbin developed a classification that is now generally accepted, in which team members are assigned options from nine roles. The author of the methodology believes that the successful work of the project team is due to whether all nine roles have found a stable distribution among the participants, and how optimally they are combined to solve a common problem.

Role placement in a project based on Meredith Belbin

M. Belbin has developed an applied method that helps to organize joint work based on the theory of team roles. The method allows to reduce conflict potential due to compatibility tests, special technologies for the selection and evaluation of candidates, as well as internal rearrangements. The functions of conflicts, their stages and team roles allow you to build effective conflict management in the following areas.

Systematic solutions that reduce the likelihood of conflicts. Among them are the effective goal-setting of the team's activities and a fair system of motivation. A clear regulation of the requirements for team activities and the establishment of rules for the interaction of its members.
The use of methods for smoothing a conflict situation, which are characterized by a passive form of response, the intention to maintain interaction and mitigate the situation. The methods are applicable in a situation where the project manager and one of the parties to the conflict are ready to show generosity.
The use of a compromise based on the adoption of an opposing point of view, an open discussion of the positions of the parties and the search for a solution acceptable to all. In conditions of compromise, there are high risks of slipping into conformism, which sometimes adversely affects the results of the project.
The inclusion of an open confrontation with a party to the conflict, acting destructively. The project manager has the right and is obliged to apply the method in a number of cases: the integrity and importance of the conflict issue for the fate of the project; PM confidence that his option is the best and will strengthen his leadership position; when there is no other way to resolve the conflict, and the PM has little to lose if the relationship breaks.
Resolution of the conflict in the cooperation of the conflicting parties. This method can be used in conditions of low emotional tension and high adequacy of the parties to the conflict.

Communications management is a well-established procedure. The stages and processes of this control block are described in detail in the PMBOK. The goals of the project, which are based on the expectations of stakeholders, are at the forefront. Stakeholders within the project, in the near and far environment, receive accurate and timely information thanks to plans, technologies and project control. In addition to the technological aspect, communication interaction also has an organizational and psychological side. Conflict management as part of building a communication system is one of the key competencies of a project manager.