Chapter 7 Stakeholder Communication Initial Postings Read

Chapter 7 Stakeholder Communicationinitial Postingsread And Reflect

Chapter 7 - Stakeholder Communication Initial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter. Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion. Also, provide a graduate-level response to each of the following questions: How might a project manager communicate differently with a stakeholder as opposed to the rest of the team? [Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the student's own words - do not provide quotes !] [Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]

Paper For Above instruction

The effective communication with stakeholders is a pivotal aspect of successful project management, a concept underscored throughout Chapter 7 of the course materials. The chapter emphasizes that stakeholder communication is not merely about disseminating information but involves strategic engagement, understanding stakeholder needs, expectations, and influencing their perceptions to foster project support. Among the most significant themes is the distinction between project team communication and stakeholder engagement. While team communication tends to be internal, task-oriented, and focused on coordination, stakeholder communication is broader, external, and oriented toward building relationships, ensuring transparency, and managing expectations effectively.

One of the key concepts highlighted in the chapter is the importance of developing a stakeholder communication plan early in the project lifecycle. This plan serves as a roadmap, detailing what information needs to be communicated, to whom, when, how, and by whom. It recognizes that stakeholders vary significantly in their communication needs and preferences, thus requiring tailored approaches. For instance, executives may require high-level summaries delivered periodically, whereas technical stakeholders may need detailed reports and data. An effective communication plan ensures that these diverse needs are met, thus facilitating stakeholder buy-in and support.

The chapter also discusses various communication methods and their appropriateness depending on the stakeholder group and context. Traditional methods such as meetings, reports, and emails are complemented by newer channels like collaborative software and social media, which can enhance responsiveness and engagement. The use of technology in stakeholder communication enables real-time updates and fosters transparency, which are crucial for maintaining trust, especially in complex projects with many external stakeholders.

Furthermore, the chapter emphasizes the role of active listening, feedback mechanisms, and addressing stakeholder concerns promptly. These practices are essential for building trust and ensuring that stakeholders feel heard and valued. It also highlights that managing stakeholder expectations requires ongoing communication, as expectations can evolve over the project’s duration due to changing circumstances or new information.

How a Project Manager Communicates Differently with a Stakeholder Versus the Rest of the Team

Communicating with stakeholders involves a strategic approach that prioritizes relationship-building, transparency, and managing expectations. Unlike team members who require detailed technical information, stakeholders often need high-level summaries that highlight the project's benefits, risks, and overall status. Project managers must adapt their communication style to be more formal, diplomatic, and oriented toward influencing stakeholder perceptions. This includes using non-technical language when necessary, providing visual aids such as dashboards or reports, and establishing regular communication channels to build trust and keep stakeholders engaged.

In contrast, communication with the project team is usually more technical and detailed, focusing on task assignments, deadlines, and problem-solving. The goal is operational efficiency and coordination. For example, team members benefit from detailed instructions, collaborative discussions, and immediate feedback. In summary, while team communication is task-focused and problem-solving oriented, stakeholder communication emphasizes relationship management, expectation setting, and high-level information sharing. Both are essential but require different approaches, timing, and content to be effective.

References

• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. John Wiley & Sons.
• PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Sixth Edition. Project Management Institute.
• Olander, S., & Landin, A. (2005). Evaluation of stakeholder influence in the implementation of construction projects. International Journal of Project Management, 23(4), 321–328.
• Bourne, L. (2015). Stakeholder Relationship Management: A Maturity Model for Organisational Implementation. Gower Publishing.
• Müller, R., & Turner, R. (2010). Leadership competency profiles of successful project managers. International Journal of Project Management, 28(5), 437–448.
• Fraser, P., & Simkin, L. (2016). The roles of communication and stakeholder engagement in project success. Journal of Business Research, 69(9), 3558–3563.
• Bryde, D., & Robinson, L. (2005). Assessing the complexity of a project. International Journal of Project Management, 23(6), 412–420.
• Eskerod, P., & Huemann, M. (2013). Stakeholder management in projects: An overview and implications for practice. International Journal of Managing Projects in Business, 6(2), 273–298.
• Turner, J. R. (2014). The Project Manager's Leadership Style. Routledge.
• Madison, J. (2005). Leading with Stakeholder Expectations. Harvard Business Review, 83(9), 110–118.