I’ve previously written in some detail about the processes you need to use or adapt in project management, and the steps you need to take to improve the chances of a successful project. But we mustn’t forget that projects end up affecting people, and we need to make sure they are considered as well.

Two weeks ago, I talked about the three broad types of communication we need to consider in our projects – internal, outgoing, and incoming. Last week, we had a look at the outgoing communications in the project.

Today, let’s have a look at the communications that happen within a project.

The most obvious example of this type of communication are the dreaded update meetings. I’ve written before about my general dislike for meetings, but they do have value as well. They are a very effective means of communication, so long as we make the best use of them that we can.

But while this is the most obvious example of internal communications, it is far from the only one. Other formal methods of communication also exist, be it in highlight reports from the project manager to the Executive or board, or even in the update reports the project manager receives from team managers or external suppliers.

Often, however, the best forms of communication are those that don’t take place in a formal structure – the quick chat in the corridor, the phonecall to query a couple of details, the email fired off late at night doublechecking something. These communications are a way of making sure that you as project manager know what is happening in the project, and that the people involved in the project all have a good idea of what they are doing.

Yes, if a major issue comes up from these informal chats, it needs to be recorded and captured in a formal way, whether in a risk or issue log, or by adding it into a highlight report. But often these chats, and a little bit of guidance, can prevent minor misunderstandings becoming major problems.

The internal communication of the project is one of the best tools you have as a project manager to keep the project on track, to keep the project team motivated and involved, and to bring the project to a successful conclusion. Importantly, this isn’t done by being blinkered into only using formal methods – it’s the friendly word at the right time that is much more useful.

Next time, we’ll look at incoming communications.