Here's how you can effectively communicate with stakeholders as a project manager.

It begins with getting the governance structure right. Broadly speaking, three levels - 1) working level - amongst key project and functional leads, client / internal stakeholder representatives, applicable in an Agile set up as well 2) project leadership level, weekly or fortnightly involving project manager and cross functional leads along with client and stakeholder level managers 3) senior leadership / sponsor level. The tools, methods, content all will align and fall in line with each of the levels.

I like to follow th eold axiom communicate it three times three ways. To that end all project communication happens with and email, a conversation, and a presentations. The same message is deliverd to multiple groups and in multiple media, consistently over time. I like to do this for all project update, meeting minutes, issues, resolutions and open risks. I find multiple messages stimulate bette discussions

There are quite a few things that are critical to articulating the information in a manner that each audience member can follow along such as understanding the audience, doing thorough research on the topic, and as Travis mentioned below having note cards to follow along. Additionally, identifying the platform matters because it should be something everyone can access such as Sharepoint, Access, Teams, Slack, etc. This alleviates confusion when the speaker is presenting. Being knowledgeable on the topic helps when the speaker has to answer questions. You do not want to sound unprepared if a moment like this happens. Finally, having notes help with technical difficulties.

Understanding the context of any engagement, and being tuned in to your stakeholders viewpoint is critical for PM/consulting work.

As a project manager, I prioritize clear and transparent communication with stakeholders. I actively listen to their needs and concerns, tailoring my communication style to each individual or group. I provide regular updates on project progress, highlighting both successes and challenges. When problems arise, I address them directly and proactively offer solutions. I foster a collaborative environment, encouraging feedback and open dialogue. By building trust and maintaining open lines of communication, I ensure stakeholders feel informed, engaged, and invested in the project's success.

Es importante que todos los involucrados tenga el conocimiento de las actualizaciones periódicas y cambios en el proyecto, de esta manera podrían anticiparse mejor a variantes de último momento, reduciendo el tiempo que toma su corrección o implementación. Es importante también establecer un cronograma de pequeñas daily con el fin de reforzar que todos vamos por un mismo camino y objetivo en el proyecto.

Desde mi experiencia en el dinámico campo de la Gestión de Operaciones de Tecnologías de la Información se deben desarrolar aptitudes escenciales como: 1. Habilidades en Gestión de Proyectos: Administrar proyectos de diferentes escalas de manera eficiente desde la planificación hasta la ejecución y el seguimiento,asegurando la entrega oportuna y dentro del presupuesto establecido. 2. Gestión de Incidentes y Resolución de Problemas aplicando metodología ITIL. Gestionar incidentes de manera efectiva y resolver problemas técnicos rápidamente contar con un registro en mesa de ayuda, para responder de manera proactiva y efectiva abarcando todo el ciclo de vida de los servicios de TI.

Définir les attentes au début d'un projet est essentiel pour assurer une communication claire, une compréhension mutuelle et une exécution réussie : Objectifs Clairs et Précis : SMART, je m'assure que les objectifs sont Spécifiques, Mesurables, Ambitieux, Réalistes, et Temporellement définis. Documentation : Je rédige un document qui décrit clairement les objectifs du projet. Alignement avec les Parties Prenantes : Réunions - j'organise des réunions avec les parties prenantes pour discuter et valider les objectifs.Consensus - je m'assure que tous les participants sont d'accord sur les objectifs définis.

Two areas of overlooked importance: 1) Document Repository - One central location and single Source of Truth for all the project documents via SharePoint, Confluence, etc. - Everyone on the project should have access. - Have versioning turned on so changes can be tracked. 2) Meeting Notes Note: It seems old fashioned, but I find it an effective way to communicate to those that missed the meeting (conflicts, vacations, etc.). - Make them as detailed as possible. This can be difficult when running the meeting, so delegate when possible. - Top of the notes should have an Action Items section. That would list the item, owner, delivery date, and priority. - Attendance for those at the meeting - Emailed and stored in the document repository

What to do on a delayed projects? Projects hit bumps! Here's how to get things back on track as a project manager: Acknowledge the Delay: Don't sugarcoat it. Be honest with your team and stakeholders about the situation. Find the Root Cause: Was it a missing part? Team member illness? Figure out what caused the delay to fix it. Adjust the Plan: Can you work faster? Delegate tasks? Revise the timeline to reflect the new reality. Communicate Clearly: Keep everyone informed about the revised plan and next steps. Transparency builds trust. Focus on Solutions: Don't dwell on the problem. Brainstorm ways to catch up and get back on schedule. Don't be late to open communication and focus on solutions.

What to do if IT Project Cost Overruns IT projects can get pricey! Here's how to navigate a budget crunch as a project manager: Spot the Warning Signs: Track expenses closely. Watch for unexpected costs that might derail your plan. Talk it Out (Early!): Don't wait until the well runs dry. Inform stakeholders about potential budget issues ASAP. Review Options Together: Can you cut features? Negotiate with vendors? Brainstorm cost-saving solutions with your team. Prioritize Ruthlessly: Focus on essential features to ensure project completion, even if it means scaling back on extras. Transparency is Key: Keep everyone updated on the revised budget and next steps. Honesty builds trust.