A huge part of a project manager’s job is to control the communication that is received by the client. With thousands of details to coordinate, hundreds of emails and dozens of vendors, consultants and team members involved in a project, communication can quickly become cumbersome. Project managers control all project communications so that the client gets all of the information that is needed in an organized way.
The ideal communications model looks something like what is described in the graphic below. In an perfect world, each client would have a dedicated point of contact or internal project team. This group would then work directly with the third-party project management team. All contracted vendors, consultants and specialty service providers would then work directly with the third-party project management team. The project management team would organize all of the information received from vendors, etc., and communicate the needed information to the client in an effective way. The client then works with all of their internal departments- IT, HR, legal, and all internal stakeholders- and communicates the necessary details accordingly.
Whatever the communication model is, it is extremely important to establish the flow of information at the start of a project. Identifying and establishing project roles, day to day contacts, additional resources and what the client approval process is like. Setting expectations and creating processes set a project up for success.
Ultimately, a project manager should customize communication methods to each client. Every company has different approval procedures, cultures and stakeholder preferences and a third-party project manager should be able to adapt to each specific client. Organizing the flow of communication is a critical part of the project management role. Clear lines of communication make for a positive client experience and a successful project delivery.