Communication for results based programme management.

Organization development

With all focus on project management techniques, such as planning, scheduling, cost management, etc., it's easy to forget that communication occupies 90% of a project manager's job time. This includes conflict management, resolving ethical dilemmas, team building - all the soft skills that can make or break projects.   In fact, most project failures are in some way tied to a lack of communication. Many projects are perceived as failures due to poor communication, even if all the technical components are done right. Likewise, there are projects where many mistakes are made, but the project is considered a shining success because it was well communicated.

Organisations are being increasingly asked to measure, i.e evaluate, their performance, in terms of results: i.e. relevance, impact, efficiency, effectiveness and sustainability of their programmes; humanitarian, development, campaign and public programmes alike. Stakeholders, including donors, are also demanding greater transparency and accountability from organisations. This requires that projects be developed within a logical framework (or a results based logic model) through the project cycle management process, be stakeholder participated at each stage and be based on the local context, needs and problems. Since stakeholders involved in each step are many and varied, the extent to which participation is fair, representative and constructive will depend on successful communication among them. Successful communication will directly determine the quality of the project and the relevance, impact and sustainability of project results. This, in turn, is directly dependent on the capacities of the stakeholders, including organisational staff. These capacities of the “what” and “how” of project development, implementation and evaluation, are developed among stakeholders through knowledge sharing, training and on-hands mentoring and support, all of which need communication skills in varying degrees.

So, here, we are looking at communication as “the tool” used by managers for leading teams and programmes towards a results based programme or project.  It is also the tool by which lower level employees can follow their leaders in a spirit of authentic collaboration. 

From this perspective, communication is seen in a wider sense than the usual one. In this extended perspective, “communication” is not just an “exchange of information”: it includes all human interactions that make it possible to follow the steps of planning, implementing and evaluating projects. Communication is not the be-all and end-all of project management: technical aspects of planning, budgeting, procurement, etc. are equally important. But it is good human interaction (i.e. communication) that ensures objectives are pursued, stakeholders are motivated, teams work according to plans in a spirit of solidarity, the organization and its persons are empowered and a process of continuous learning is activated in the organization.  (for further reference please see PMI web site  www.pmi.org).

On the one hand, this new importance of communication implies that more training should focus on developing communication skills and learning communication tools. On the other, it is training itself that in learning organizations becomes a form of internal communication. Training and development within organizations con be seen as a strategic tool for the project/programme purpose and as a forward-thinking vehicle for change.   This new function of training is much more than just the traditional role it once played in organizations.  Knowledgeable about needs assessment and familiar with the latest training technologies, training professionals assist the organization in communicating its mission, goals, and objectives, as well as facilitating the achievement of the mission.  More and more organizations are giving space to the training function to act as an independent project/programme purpose, receiving its funding from the other functions.   Though this is not yet the norm, the move towards having the training department function like a project/programme purpose is growing rapidly.

General Background: why social enterprises need to plan communication management.

NGOs face a formidable communication challenge, as they become primary actors of social change. Change can be seen as an opportunity, but it also generates resistance. Hence, the need for a communication strategy that generates consensus for desired changes. Communication planning also enables spokespersons of the organization to respond adequately to objections and hesitations of those who believe that change is not desirable, not feasible or badly managed. 

Why do organisations need to plan and manage their communication?

1. accountability and transparency. Organisations are increasingly being asked by internal and external stakeholders to be transparent and accountable. This requires knowledge sharing and better knowledge management, possible only through effective communication.
2. successful project implementation. Big organizations are at times so focused on implementation of project activities that they might look at communication management as a secondary priority.  However, for successful project implementation itself, adequate attention must be given to communication management.  Good human interaction is a prerequisite for empowerment and motivation of internal stakeholders.
3. increase efficiency and effectiveness. Lack of adequate communication management always leads to decreased efficiency and effectiveness of development programmes. Good communication management on the contrary promotes task ownership, reduces the amount of work (and stress) for senior managers and makes it possible to conduct constant on-the-job training.  
4. performance evaluation. NGOs are increasingly operating in a competitive environment and are subject to performance evaluation both by donors and by beneficiaries who may have different expectations. Within the purview of their new expectations, NGOs need to determine their universe of stakeholders and then develop a comprehensive, integrated communications strategy that addresses each stakeholder group in ways that are mutually reinforcing and strategically sound. Good communication makes possible the acceptance and use of evaluation reports and lessons learned and promotes capitalization and sharing of organizational knowledge.
5. generating a team spirit. For many internal stakeholders – employees, consultants, etc. – the essential communication challenge is to generate a strong team spirit and promote improved performance. Internal stakeholders may feel threatened by changes aimed at adapting better to a more competitive context.  Therefore, the NGO leadership has to provide vital messages to these stakeholders on competitiveness, strategic intent and future opportunities in a way that is motivational, not threatening. More importantly, these communications can form the basis for front line employee education and training while providing the cultural foundation for the kind of leadership that NGOs expect from their management teams.
6. building alliances. External stakeholders need to be addressed in equally thoughtful, targeted ways.  Management has to develop effective communication strategies that enable the NGO to enter new policy sectors with strategic allies, while overcoming opponents and gaining the favour of the public, traditional institutions, regulators, politicians and the media.

7.       capitalizing knowledge By adopting a communication approach that manages knowledge used and generated, organizations can get a better return on their learning and development activities.  Knowledge Management can make an international organization linked in a way such that best practices in a country can be adapted into another, without having to, each time, re-invent the wheel.

8. availing funding opportunities. Large donors and other stakeholders are increasingly demanding results based monitoring and evaluation of programmes in order to measure impact of development assistance. When communication with external stakeholders is effective and capitalised, it is easier to document the changes achieved in the social context and validate programme impacts.

See also How do we manage the human resources of programmes and projects