We all know that good communication is important in project management. It helps to keep the project on track, reduce misunderstandings, and contributes heavily to project success.

But, sadly, there is also another benefit to good communication, depending on the type of organisation you work in. Because sometimes communication isn’t about getting your message across, it’s about being seen to be giving the message out.

Every organisation is in some way political. Even the smallest of organisations has people with varying aims, but the real problems happen when you get to large organisations. These have many different people, all of whom have their own goals, as well as trying to progress the organisation’s aims.

And, unfortunately, sometimes your project can run afoul of these different aims. Recently, a project I was working on was moving happily along with two different parts of an organisation. We were rolling out a new technology into one part of the business, and had left open the possibility of the other part getting involved later on.

But all the communication had been of a rather low-level, informal style. People on both sides knew what was happening, because middle management had been speaking to each other, and passing messages up or down their chain as needed.

However, when push came to shove, and the second half of the organisation had to decide whether to get involved or not, suddenly the communication seemed to have been for nothing.

You see, as no formal communications had been passed across – the other side of the business wasn’t a stakeholder – one side could claim the other hadn’t given them enough time to consider the options. This was despite the relaxed communications of middle-management.

Sometimes, you have formal communications just so you can prove you have had the communication. It may not be project management, but it’s something project managers need to do.

Project management with scarce resources, and in troubled organisations, brings new challenges. Be mindful of the needs of the people around you, but remember your job is to make the project a success.

One of the most difficult times for a project manager is when resources are scarce. You have to scrabble around, trying to find people who can complete different work packages, or to find enough money in the budget to pay for vital supplies.

Even worse is when the whole organisation is finding recources scarce. Then it’s even more important to be able to explain the benefits of your project, and fight to get it the resources it needs to be successful.

But worst of all is when resources are scarce for the organisation, and your project is about cutting costs – because most of the time that is a euphemism for cutting staff.

I’ve been brought in to run projects like that from time to time. It is a very difficult position for anyone to be in. It is also a problem for the project – an external consultant brought in to run a project which may lead to job losses is almost automatically distrusted.

An extra difficulty is that the people best placed to know how to make the project a success are also likely to be amongst those whose jobs will be put at risk. Initially, some will be eager to help, to get a connection with the project, but those who aren’t part of the project could very easily come to feel defensive and resentful.

There’s no easy way to deal with this. You have to remember that the project you are working on is for the benefit of the organisation as a whole, and unfortunately that means some people within it may suffer. Understand their feelings, but keep working to make the project a success.

The Executive is the one who makes the decisions about whether the project is right for the organisation. You have to trust his judgement, and be as professional as you can in completing the project.