Management Communications: Project Manager—Downby J. Robert Moore, (F.ASCE), President; Harland Bartholomew & Assoc., Inc., Memphis, Tenn.,
Serial Information: Issues in Engineering: Journal of Professional Activities, 1982, Vol. 108, Issue 4, Pg. 271-284
Document Type: Journal Paper
Abstract: Effective communication between the manager of an engineering project and those assigned to the project team is essential to the successful completion of a project. The project manager also must communicate with the general management of his firm and with the client. The manager informs project team personnel of what work is to be done and when and by whom it is to be done. Communication techniques vary with project size, number of personnel, and project organization. Personal, verbal communication is important for all projects; however, written communication, detailed schedules including those using the Critical Path Method, and itemized budgets are especially needed on larger projects. Project management communication tools include the Work Plan, which defines work elements, schedules, and budgets; and Management Control System Reports, which periodically define the status of work. Status reports assist in identifying problem areas. Decisions by the project manager, as well as instructions and guidelines, are communicated from the manager to the project team members.
Subject Headings: Project management | Managers | Team building | Professional development | Scheduling | Critical path method | Budgets | Systems management
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