Introduction
Communication management is an essential element of any business project since it relates to the efficiency of spreading ideas, sharing a particular organizational message, and keeping the necessary stakeholders informed. Inefficient communication, in turn, can have an adverse effect on the productivity of the company and the success of the project. Thus, one must gain a robust understanding of the broad discipline to apply it for better results. Project Management Body of Knowledge (PMBOK) is one of the major sources of information on the given topic. This paper will investigate communication management as a whole, examine its knowledge areas, apply them to the PMBOK process groups, relate the Bible to the use of communication, and consider its use for agile environments.
PMBOK Knowledge Area
To address the Knowledge Areas of communication management, it is essential to examine its definition. Communication management is defined as a process of fostering, maintaining, and overseeing informal and formal information exchanges between major stakeholders (Project Management Institute [PMI], 2017). Communication can be written, spoken, formal, and informal. It can also differ through the use of media, gestures, and word choice.
First Knowledge Area: Communication Plan
The first Knowledge Area that one has to be aware of is the plan communication management element. It is mainly responsible for formulating and documenting an adequate approach and strategy for project communication related to the business and its stakeholders’ needs (PMI, 2017). This stage also has to account for the project’s available resources and goals since the plan has to correlate with them. Plan communication management is crucial in the process since it helps to document the step-by-step formula of engaging with stakeholders (Vercic & Zerfass, 2016). To create the needed strategy, one has to fit it into the framework of the organizational environment: its culture, political climate, regulations, existing communication channels, trends, and locations (Vercic & Zerfass, 2016). However, the plan formulated at this stage is also subjected to change as the project develops.
Second Knowledge Area: Manage Communications
The second aspect of the Knowledge Area of communication is its management. This step is primarily concerned with implementing the strategized change by allocating the needed resources, implementing the required communication channels, and maintaining information exchange (PMI, 2017). However, the communication department is not only responsible for disseminating the needed data but also for its understanding among the audience (Vercic & Zerfass, 2016). Thus, in addition to the aforementioned processes of implementing the communication channels and spreading messages, one has to consider the feedback loops efficiency that determines the quality of response.
Third Knowledge Area: Monitor Communication
The third Knowledge Area of the field of communication is the monitoring stage. This process is necessary since it ensures that the planned change is executed and the project’s needs are fulfilled. This continuous monitoring procedure greatly benefits the business since it establishes the needed pace and flow of information exchange as planned in the project design (Vercic & Zerfass, 2016). It also observes the effects of the implementation and determines whether the desired goal is achieved or a change in the formulated plan is needed.
PMBOK Process Groups
Planning Process Group
The planning phase of the communication Knowledge Management Area resides in the plan Project Process Group. It oversees the whole process from the start and forecasts the needed change to achieve the organization’s goals through different types of information exchange and their use (PMI, 2017). The communication types include an interactive one when multiple persons engage in a multidisciplinary conversation in real-time and push communication that involves sending a message directly to the recipient with no need for feedback. Another type, pull communication, allows stakeholders to access information independently (Andersson, 2018). Given the ever-changing nature of the business environment, the transmission has to change too. Some of the recent developments are diversifying the workforce by members of various minority groups, which urges communication plans to account for additional factors (Andersson, 2018). For instance, the strategy has to involve considering communication styles preferred by individuals, groups, and departments, political awareness efforts, and cultural sensitivity. By including the types of communication, their use, and recent trends, the planning project process group formulates the communications management and stakeholder engagement plan.
Execution Process Group
The managing phase of the Stakeholder Knowledge Management Area is involved in the executing Project Process Group. This phase of the project lifecycle is concerned with performing the steps outlined in the previously developed plan. Furthermore, the communication management team must regularly enforce relevant skill adoption and practice at this stage (Andersson, 2018). For instance, ensuring feedback, nonverbal communication, and presentations are the core skills that need to be trained. Some other essential aspects are the style of written communication, choice of channels, and whether it helps one to reach the goal, meets management and its continuous improvement and implements active listening (Andersson, 2018). Conclusively, the execution stage revolves around practicing the information sharing techniques and ensuring that they work efficiently through cultivating the necessary skillset.
Controlling Process Group
The monitoring phase of the Stakeholder Knowledge Management Area accounts for the controlling Project Process Group. It is mostly responsible for assessing the changes done in the execution stage and correcting the communications management and stakeholder engagement document if necessary (Andersson, 2018). Some of the controlling process phase’s primary tools are addressing the lessons learned in the process, observation of the collaboration dynamics, conducting internal and external satisfaction surveys, and critically reviewing the stakeholder engagement changes.
Considerations for Agile Adaptive Methodologies
Businesses need to consider the agile adaptive methodologies for communication when developing a project. In a climate that requires companies to adapt to changes, information sharing techniques are the key to keeping the organization productive. According to PMI (2017), the ambiguity elements urge stakeholders to share detailed reports, sustaining continuous feedback loops promptly. These practices include but are not limited to conducting team checkpoints, encouraging cooperation, and enabling quick access to data. Transparency is also essential since stakeholders should exercise decision-making without additional steps to find out the necessary information. Noguera et al. (2018) also state that it is vital for an agile external climate to distribute responsibilities, rotate roles, conduct regular meetings to anticipate future challenges, and establish complete work cycles and task lists. If one considers and implements these methodologies into their project communication plans, changes in the external and internal environment of the organization will be readily met and mediated by efficient communication (Noguera et al., 2018). The practices mentioned above will also cultivate collaboration and transparency, which will enhance the trust and loyalty of stakeholders.
Biblical Integration
Biblical knowledge also gives an abundance of guidance that modern businesspeople can integrate into their decision-making, especially when it relates to communication management. For instance, the Bible, specifically Proverbs 18:2, states that “a fool takes no pleasure in understanding, but only in expressing his opinion” (Garrison, 2016, p. 78). This verse dramatically relates to the concept of active listening and effective teamwork techniques mentioned in the sections above. Most importantly, understanding what colleagues contribute to the conversation is an essential step in communication. Unless a leader encourages their subordinates to consider other people’s opinions by exercising this practice and giving them an example, the business’s work will suffer. This Biblical wisdom should be implemented into organizations by cultivating a culture of mutually beneficial and meaningful discussion that allows one to come up with versatile and well-rounded decisions that will benefit a company.
Furthermore, the Bible also highlights the need for respect, trust, and honesty in everyday communication, especially in the business setting. More specifically, this is seen in verses Proverbs 15:4, “A gentle tongue is a tree of life, but perverseness in it breaks the spirit” (Garrison, 2016, p. 45). In this passage, the author encourages people to be humble and understanding when communicating but abstain from any corrupt or untruthful statements. In the organizational setting, this wisdom plays a significant role since it motivates people to be practice transparency. Being honest with all the stakeholders about every step of the project’s development is the key to mutual understanding and seamless cooperation. Thus, this Biblical knowledge should also be implemented in companies’ leadership to ensure genuine information sharing.
Conclusion
Communication determines the way stakeholders interact, collaborate, and relate to the company, which might cultivate loyalty and increase efficiency. The three knowledge areas of planning, management, and monitoring applicable to this field of studies directly correlate with planning, executing, and controlling project process groups. Considerations of agile environments include being flexible and transparent as critical methodologies. Lastly, the Bible can be a valuable source of wisdom when developing and maintaining internal and external project communication.
References
Andersson, R. (2018). Employee communication: Its antecedents and implications for strategic communication management. International Journal of Strategic Communication, 13(1), 60-75.
Garrison, B. (2016). Leadership by the Book. Elevate Faith.
Noguera, I., Guerrero-Roldán, A., & Masó, R. (2018). Collaborative agile learning in online environments: Strategies for improving team regulation and project management. Computers & Education, 116(1), 110-129.
Project Management Institute. (2017). A guide to the project management body of knowledge: PMBOK guide. Author.
Vercic, D., & Zerfass, A. (2016). A comparative excellence framework for communication management. Journal of Communication Management, 20(4), 270-288.