Effective Communication in Program Management
In program management, communication is an essential element that profoundly influences project success. It functions as a constitutive dialogue, ensuring the alignment between the internal team and the client (Ziek and Anderson, 2015). Effective communication facilitates not only the smooth execution and timely delivery of projects but also serves as the foundation for cultivating strong, long-term client relationships that drive future growth and opportunities (PMBOK, 2017).
A case in point stems from my experience around 2010, when I was brought in by a client to consult within their Program Management Office (PMO) on turning around their struggling project services division. Initial evaluations revealed that the organisation’s business and technology teams possessed significant strengths in terms of expertise and technical skills to support effective project delivery. However, the crux of the issue lay with the program managers, specifically in their engagement and alignment with client expectations.
The first step in addressing this issue was to establish a proactive communication strategy (Ekemezie and Digitemie, 2024). We initiated this by scheduling program review meetings with each client, where we could evaluate ongoing projects in a structured and transparent manner. Each meeting was underpinned by a simplified reporting framework focusing on three core areas: an overall program review, a detailed project status report (including lessons learned from past projects), and a pipeline report designed to explore new opportunities based on current performance.
The benefits of these meetings, which subsequently evolved into weekly checkpoints, became evident almost immediately. Establishing a consistent communication protocol allowed us to keep clients informed and engaged throughout the project lifecycle (Ly et al, 2024). Regular updates, transparent progress reporting, and the proactive management of risks and issues gave clients confidence in the process. This systematic approach prevented misalignments and minimised the potential for disputes or delays. More importantly, it fostered a sense of trust, as clients became active participants in the project journey (PMBOK, 2017).
Beyond facilitating project execution, effective communication emerged as a strategic lever for business development (Van Der Merwe, 2002). Regular engagement not only reassured clients about the project’s progress but also provided opportunities for showcasing the value being delivered. By emphasising achievements, proposing enhancements, and identifying new opportunities, we were able to position ourselves as partners in our clients’ success. This dynamic opened the door for future collaborations, ensuring a healthy pipeline of revenue-generating initiatives for the organisation.
Overall, communication within program management is more than a functional necessity, in fact it is the cornerstone of client satisfaction and a catalyst for sustained business growth (Titov et al., 2020). The ability to communicate effectively strengthens client relationships, enhances trust, and drives long-term success, making it a critical competency for program managers in today’s strategic landscape.
Project Management Institute., 2017. A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute
Ekemezie, I.O. and Digitemie, W.N., 2024. Best practices in strategic project management across multinational corporations: a global perspective on success factors and challenges. International Journal of Management & Entrepreneurship Research, 6(3), pp.795–805
Ly, D., Overeem, M., Brinkkemper, S. and Dalpiaz, F., The Power of Words in Agile vs. Waterfall Development: Written Communication in Hybrid Software Teams. Waterfall Development: Written Communication in Hybrid Software Teams
Titov, S., Nikulchev, E., Brikoshina, I. and Suetin, A., 2020. Client communications and quality satisfaction in project-based company. Calitatea, 21(174), pp.68–71
Van Der Merwe, A.P., 2002. Project management and business development: integrating strategy, structure, processes and projects. International Journal of Project Management, 20(5), pp.401–411
Ziek, P. and Anderson, J.D., 2015. Communication, dialogue and project management. International Journal of Managing Projects in Business, 8(4), pp.788–803
