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==Effective Communication in Project Management==

[[File:22-09-2015_12-41-18.png|300px|thumb|left|Figure 1: Effectively communicating organizations have more projects that are successful <ref name="pulse"> PMI, 2013 “Pulse of the Profession™ In-Depth Report: The Essential Role of Communications" </ref> ]]
Despite of its form, effective communication serves as a bedrock of business. Every project needs effective direction, management, control and communication. Establishing an effective project management team structure and strategy for communication at the beginning of a project, and maintaining these throughout the project’s life, are essential elements of a project’s success. Communication builds trust among project teams, stakeholders, executives and customers. Among organizations, which are considered as highly effective communicators, 80 percent of projects meet original goals, versus 52 percent of their minimally communication-effective competitors (Figure 1). One out of five projects is unsuccessful due to ineffective communications. Usually the lack of effective communication dramatically increases the risk projects face. Even though the most managers are aware of communication gap, not all of them succeed in reducing it. In order to overcome this issue, organizations must help everyone to say the right things to the right people in the right channels, and it should be a part of the project culture. Moreover, communication does not end here. Even if the project is finished, team leaders and project sponsors are still responsible for communicating with end users and business unit managers about what has been accomplished and what value is brought to the organization. According to PMI<ref name="pmi"> PMI, 2013 “Communication: The message is clear” White Paper </ref>, the effectively communicating organizations are nearly twice as likely to use formal project Communication Plans and Strategies. PMI recommends five action steps to improve communication:

* Position communication as a strategic function. The communication must not be positioned as a main task, but more like a context of achievements, in order to avoid the risk of being too focused on the task instead of big-picture goal.
* Define the target. Any group that is left out can turn from a possible supporter into a detractor. 
* Make it a group effort. Everyone should be involved in the communication process to make it work correctly.
* Mix it up. By integrating variety in messaging style, timing and channel, organizations ensure everyone can access the information they need, when they need it.
* Get outsider’s opinion. It brings objectivity into the plan and a project team closer to reality.