For relatively simple short-term projects that are executed strictly within a single department, you, as the project manager, may have direct control over the time commitments and priorities of each team member.
Because the work is relatively contained and you’re in control, you are aware of you’re the deadlines and workload variations for the team members and you can build your schedule around the workload and adjust it as needed. You can also balance departmental and project demands on the basis of your knowledge of each and the scheduling flexibility and control you’re able to exercise.
As the scope of your project grows, your task assumes a greater dimension, and you will begin to work with people from other departments. This is where your communication skills are tested.
A common complaint often heard from other managers is, “You didn’t tell me in time,” regardless of whether problems arise because of deadlines, the use of an employee’s time, or conflicts in commitment. But you can solve most of the problems you will encounter in working with other departments by remembering this key point:
Keep other department managers informed at all times: before and during the project.
By applying a few basic rules for communication between departments, you will be able to defuse the problems that beset all managers at one time or another: territorial motives, power struggles, and—in cases where communication breaks down completely—outright refusal to cooperate. Most of the time, the breakdown of cooperation arises not from a political or personality problem but from a failure in the communication link—especially when you have made the effort to communicate, but only once. People need periodic reminding, so don’t assume that a single message will be remembered.
Summary
I realize this is a fairly straightforward concept, but it can’t be emphasized enough. Communication is key. And when you’re dealing with large projects, and dispersed team, all the managers those team members work for, and all the departments that your large projects depend upon, then it’s your responsibility…as the PM…to ensure that everyone is on the same page. Keep critical project information, milestones, and commitments in front of everyone who “needs to know” often and at every update point.
They will appreciate it, you’ll see it in the way they support your project and your resources, and you’ll greatly increase your project’s likelihood for success…and that’s always a good thing. Never assume people – especially department heads who you must rely on – “just know.” Bury them with communication if you have to.