Chapter 6. Communication Management, Leadership, and Project Team Management
6.0 Learning Objective and Overview
Learning Objectives
- Evaluate the importance of good communication in project management.
- Create a communication management plan.
- Describe the interpersonal and technical skills project managers need to lead teams and manage projects effectively.
- Explain how project managers can cope with conflicts by utilizing interpersonal skills.
- List the leadership styles, and define the preferred servant leadership for project managers.
- Explain how project managers can create a culture pertinent to a project.
- Describe the processes to develop and manage project teams.
- Describe the virtual project teams exponentially utilized worldwide by all types of organizations, and compare in-person and virtual teams.
6.0 Overview
As highlighted in Chapter 5, “Stakeholder Management,” project managers and their teams spend most of their time communicating and collaborating with the stakeholders. Indeed, project managers themselves spend 90% of their time communicating[1]. Therefore, most of this chapter addresses the aspects of communication necessary to sustain a healthy relationship with all the stakeholders besides project team members. In this chapter, we also focus on team management, which elaborates on the relationships between the project manager and other team members and the relationships among all team members. Working with people, inside and outside the project team, involves logically and emotionally dealing with them. A successful working relationship between individuals begins with appreciating the importance of emotions and how they relate to personality types, leadership styles, negotiations, and setting goals.
- Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute. ↵
