Implementing Telecare
Developing communication

The project manager needs to ensure that those directly concerned receive information about the project in a way that sustains their support. This includes significant external stakeholders, and also those working on the project, to ensure that all are up-to-date with developments – both positive and negative.

Project planning, therefore, needs to include an approach to communication which aims to raise awareness and understanding of the project. Good communication will help to:

• Reassure senior management that the project is on track, using resources effectively, and contributing to wider strategies
• Create visibility and a positive attitude towards the project which will help it if it needs additional resources
• Demonstrate to managers of other areas that the project can support their interests and strategies
• Enable other managers to offer ideas and suggestions, based on an informed understanding and awareness of the project’s achievements or difficulties

Informal communication

The grapevine is the spontaneous informal system through which people pass information and gossip, and which develops as people meet or communicate with each other. The information on the grapevine is usually well ahead of the formal system - who said what at a meeting, how that project is going, an idea being discussed in another department – and is a valuable source of information. The project manager can use this to help their project.

Formal communication

As projects grow, it becomes more difficult to rely on informal channels, so people build formal channels to exchange information with staff, users, colleagues, senior managers. Methods include:

• A clear and well-presented project plan, which can be presented at relevant management meetings: this gives confidence that the project is being run well, as well as being a focus for constructive suggestions
• The project steering committee, with representatives carefully chosen to provide links to significant stakeholders: a focus for dealing with issues, and for communicating information
• Regular newsletters or websites to update people on progress, within and beyond the organization: outside media, for example, can be valuable sources of support if properly managed
• Planning to deliver and publicise ‘quick wins’ – visible successes (even if small) that arouse interest and motivate people.

Communication is two-way

As well as sending information out, an effective communication system will also feed back to the project the opinions and ideas of service users, carers, and other agencies. This is valuable information, as it helps the project team to adapt to meet their needs, and may provide examples of success which can be part of future communications, or highlight concerns and issues which need to be addressed.

It is not always necessary to create a formal Communication Plan, as the approach can be effectively included within the overall Project Plan. However, a plan can be useful in logging more detail, and using it to demonstrate to stakeholders how valuable they are. Also, if one member of the project team has a particular interest / expertise in this area, and it is a significant work stream, a formal plan could be beneficial.

• See Tool 12 – Developing communication exercise and
• Tool 3 - Stakeholder Management and Communication Plan template.