Construction Project Communications PDF

CONSTRUCTION PROJECT COMMUNICATIONS IMPORTANCE OF EFFECTIVE COMMUNICATION Copyright Copyright ©2023 ©2024 Project...

CONSTRUCTION PROJECT COMMUNICATIONS IMPORTANCE OF EFFECTIVE COMMUNICATION Copyright Copyright ©2023 ©2024 Project Project Management Management Institute, Institute, Inc. All Inc. rights All rights reserved. reserved. This This material is being provided as part of a PMI course. 1 George Bernard Shaw: “The single biggest problem in communication is the illusion that it has taken place.” Copyright Copyright ©2023 ©2024 Project Project Management Management Institute, Institute, Inc. All Inc. rights All rights reserved. reserved. This This material is being provided as part of a PMI course. 2 Objectives Importance of Damaging Techniques effective effects of poor for effective communication communication communication Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 3 Communication Plans and Communication Strategies In Complex Projects Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 4 Your Responsibility Bring clarity, guidance, and direction to your team … … and to the third-party organizations you are working with Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 5 What Is Effective Communication? Exchanging ideas, thoughts, opinions, knowledge, and data in such a way that the message is received and understood with clarity and purpose Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 6 Attributes of Effective Communication Transparent Empathetic Concise Positive Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 7 Benefits of Effective Communication Promotes Results in fewer Increases stakeholder conflicts productivity satisfaction Ensures top-level Increases job Develops a management satisfaction high-performing support team 002 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 8 One of These Is Not Like the Others Promotes Results in fewer Concise stakeholder conflicts satisfaction Ensures top-level Increases job Develops a management satisfaction high-performing support team Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 9 Key Documents In Engineering and Construction Projects Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 10 Key Transmittal Documents Estimate Schedule Submittal Memorandum or Letter Site Diary Change Order Warranty Contract Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 11 What Kind of Transmittal Document Is This? Estimate Site Schedule A time-management tool Foundation Submittal that lists the times at which Framing tasks, events, or actions for Memorandum or Letter a specific project are Exterior intended to take place. Site Diary Roof Change Order Electrical Warranty Contract Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 12 What Kind of Transmittal Document Date Is This? In this document: Estimate Cover sheets for other types Schedule of documents, these should Action required: Submittal clearly tell recipients what they are being given, what Memorandum or Letter they are expected to do with it, and when they are Site Diary Action due by: expected to do it. Change Order Warranty Contract Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 13 What Kind of Transmittal Document Is This? Estimate Essential for architects and Schedule engineers to check if the Submittal correct products are being used on their project. This Memorandum or Letter includes shop drawings, material data, samples, and Site Diary product data. Change Order Warranty Contract Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 14 What Kind of Transmittal Document Is This? Estimate Schedule An agreement between two Submittal parties that creates a mutual legal obligation, Memorandum or Letter these should be clear, concise, and accepted by all Site Diary parties. Change Order Warranty Contract Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 15 What Kind of Transmittal Document Is This? Estimate Schedule An approximate calculation Submittal of the cost of a project or component of a project, or $ Memorandum or Letter the time necessary to complete a project or Site Diary component of a project. Change Order Warranty Contract Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 16 What Kind of Transmittal Document Is This? Estimate Schedule Obligations that arise from a Submittal document issued or signed by a warrantor; this can be Memorandum or Letter issued under a statute or implied by law. Site Diary Change Order Warranty Contract Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 17 What Kind of Transmittal Document Is This? Estimate Schedule Starting point for contract Submittal negotiations that documents the willingness Memorandum or Letter of the involved parties to move forward with the Site Diary contract Change Order Warranty Contract Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 18 What Kind of Transmittal Document Is This? Estimate Schedule This records all worksite Submittal progress, including activities, events, and any Memorandum or Letter other occurrences that can affect the progress of the Site Diary construction and the quality Change Order of the result. Warranty Contract Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 19 What Kind of Transmittal Document Is This? Estimate This documents any Schedule changes in the project Submittal scope and schedule, design, or condition of the Memorandum or Letter site; the process for these can usually be found in the Site Diary contract. Change Order Warranty Contract Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 20 Damaging Effects of Poor Communication Recognizing Ineffective and Deficient Communication Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 21 Consequences of Poor Communication Failure to understand Limited or no buy-in and stakeholder expectations and dedication to the project what is considered project success Disputes between the project Stakeholders who may team and stakeholders, or negatively campaign against the between stakeholder groups project 003 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 22 Consequences Ultimately, poor communication leads to failed projects. Project managers must develop the competency and soft skills necessary to be effective communicators. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 23 Causes and Effects of Poor Communication Identified 33 causes and 21 consequences of poor communications Gamil, Y., and Abdul Rahman, I. (2018). Identification of causes and effects of poor communication in construction industry: A theoretical review. Emerging Science Journal, 1(4). 006 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 24 Construction Lack of communication between construction parties Feud: 1 It is critical to the success of the project to keep stakeholders engaged and informed with the right information at the right time. Causes of Poor Communication Lack of communication systems and platforms 2 Communication systems and platforms are key to ensuring that project stakeholders have the right information at the right time. Poor communication skills 3 Those with poor communication skills are more likely to be misunderstood, causing frustration and impacting the project’s cost, time, and scope. Language barrier X X X 4 Information can be misunderstood because of cultural difference, leading to serious ramifications—possibly even failure. Improper communication channels 5 Using an incorrect or improper communication channel can cause information to be misunderstood or, worse, missed entirely. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 25 Construction Cost overruns Feud: 1 Cost overruns can result in major disputes, litigation challenges, and even the failure of the project. Results of Poor Communication Time overruns 2 Time overruns—or delays—occur when the completion date assigned in the contract has not or will not be achieved. Disputes 3 Disputes can prevent the successful completion of a project. They require formal resolution such as mediation or negotiated arbitration. Rework and redesign X X X 4 Rework and redesign causes significant challenges to productivity, profitability, and project delivery. High accident rate 5 Poor communication can cause accidents and even lead to fatalities— especially when there are language barriers between workers. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 26 Techniques for Effective Communication Enabling Effective Communication Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 27 Seven Principles of Effective Communication Avoid being vague Clear purpose / actions Be decisive Conflicts Ask questions Allow others to Have a clear speak outcome 015 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 28 Avoid Being Vague Ensure your use of language is always appropriate. Vagueness results in miscommunication and misunderstanding, which creates confusion and impacts on time, cost, and scope. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 29 Clear Purpose / Actions As project manager, your communication must state its purpose and if action is required. You should also make it clear when you expect a response and what type of response is expected. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 30 Be Decisive Information overload and decision paralysis can have a serious impact your project’s team, budget, and schedule. As a project manager, you should make your decisions clear and be assertive in your communication style. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 31 Conflicts As project managers, you must be objective and maintain self-control and discipline when faced with conflict. You need to identify and resolve the root cause of a problem. Then you must communicate that resolution to all involved to avoid the problem being perpetuated. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 32 Ask Questions Maintain situational awareness and solve problems by asking questions: Closed Questions are those that require a “Yes” or “No” answer; these can be less informative and can result in evasive responses. Open Questions, on the other hand, are questions that begin with “What”, “When”, “Why”, “Where,” or “How.” Focus on these, as they compel the respondent to be more informative and provide more details. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 33 Allow Others to Speak Listening is a key skill for good communications. As a project manager, you should allow all team members to share their views. Asking questions and giving everyone a chance to respond can be effective in obtaining the desired information. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 34 Have a Clear Outcome At the end of a conversation, people should have a clear understanding of what the outcomes are. If there has been a decision, all must be clear on what should happen, who is responsible, and when it is required. Follow up on the conversation with a written record of decisions made, actions, and next steps in an email. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 35 Meanwhile, on Avocet Island Applying What You’re Learning Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 36 Why Should We Invest the Time and Effort to Develop an Effective Communication Compile a list of benefits to share with the managers Strategy? of the Avocet Island megaproject. Be ready to discuss how you will explain each. 6 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 37 Return and Report Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 38 Up Next: Building a Communications Strategy and Plan Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 39