"I have long felt that communication should receive more profound attention in the project management literature. Indeed, as the authors stated in their earlier book Visualizing Project Management, ‘To succeed at project management, you first have to communicate clearly.’ This new book will be a valuable addition to the library of any practitioner working in, or contemplating working in, the systems and software engineering project application area. The authors must be congratulated on filling a long outstanding need."
–Max Wideman, FCSCE, FEIC, FICE, PMI Fellow and Past President
"Communicating Project Management is an excellent resource for all engineers and program managers. In addition to the hundreds of helpful definitions, it provides a wonderful overview of the problems associated with communication, highlighting those human characteristics that often hinder a project’s success. The authors also explore the seldom discussed but critical concept of control gates, which unites systems engineering and project management. This book discussion should spur further study of decision–making and communications with respect to control gates. A welcome resource!"
–Dr. Dennis Buede, Director of Graduate Systems Engineering Programs at the Stevens Institute of Technology
"At last, a book that will tear down the silos between project managers, systems engineers, and finance professionals! Communicating Project Management is a perfect point of departure for clearing up miscommunication. It should be assigned reading for everyone involved in project work–before launch–to have a shared vision of what’s to be accomplished."
–Bernard G. Morais, Cofounder of INCOSE and President of Synergistic Applications, Inc.
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1. Communicating Project Management.
An overview of project communications that examines the four key factors: Participants, Techniques, Environment, and Language.
2. Facilitating Communication through Systems Management.
A set of process models that provide the project context. The models and ground rules help clarify vocabulary in a broad sense, and specific term definitions identified by the Visual Process Model (VPM).
3. The Collaborative Environment.
A characterization of the global environment created by professional associations and standards organizations and how it impacts project communications.
4. The Reference Project Cycle.
A sample project cycle and nomenclature using the terms and definitions in Part 5, including a template that can be tailored and used on projects.
5. Terms and Definitions.
KEVIN FORSBERG, PhD, is coprincipal and cofounder of CSM, which provides project management services to an international client list that includes the CIA, NASA, TRW, and Lockheed–Martin. Dr. Forsberg has over forty years′ experience in the project management environment and has received numerous awards, including the NASA Public Service Medal, the CIA Seal Medallion, and the INCOSE Pioneer Award.
HOWARD COTTERMAN is an officer and board member of CSM. A founder of Cognitive Corporation with over three decades of project management experience, Cotterman developed IBM′s first microprocessor in the mid–1960s and has also managed development and manufacturing projects at NCR, Intel, and Rockwell International.