Of course, it is best if you combine tools from the various project management approaches for internal communication and thus find the most effective solution for your teams.
In the next sections, we want to show you how to do this. We will look at the five most important internal communication tools: email, communication tools, video conferences, personal meetings and telephone - sorry, the fax didn't make it. We will show when certain internal communication tools are best used and when they should be left out. We will look at a wide range of communication situations in project management.
1. Email for updating large groups and sending files
When to use it:
To inform a large group about problems or issues that affect all employees but do not require individual responses
To send calendar entries or invitations to other communication channels that are more suitable for certain situations
To send documents to people who do not use a file sharing tool
When not to use it:
If you need a quick response from the recipient
If you need to discuss a sensitive topic with the recipient, such as an employee interview or a personnel change
If the message leads to a long response or discussion
E-mail should only be used in company communication if it does not lead to misunderstandings and sensitive topics are handled with the necessary sensitivity. Imagine, for example, a colleague with whom you have worked closely for five years notifies you of his resignation by e-mail: that would certainly be a strange feeling for many people
Furthermore, email can quickly become annoying and you don't want to spam people. If you have the choice between scheduling a six-person stand-up meeting or setting up an instant messaging group, this is definitely preferable to an email thread with dozens of messages.
Where it works well: An email is even more effective when followed by a video or blog post on the intranet with further information. For example, the CEO of a company is retiring or benefits are changing. In this case, you can first send an email with an announcement and then follow it up with a video conference to say goodbye or a detailed list on the intranet.
2. Internal communication tools for unstructured exchange
When to use it:
Informal conversations within a team
Requests to share information such as reference documents or appointments
Digital brainstorming where there is no need for immediate action
When not to use it:
Discussing sensitive information such as in an employee interview or salary negotiations
Conversation between two people in a public channel
Brainstorming, which requires intensive collaboration between participants
In the era of Web 2.0, collaboration tools are the perfect solution for agile project management teams scattered across the globe. What used to lead to a flood of emails can now be handled elegantly in one tool and searched if necessary. When you don't need it, it disappears into the background and doesn't bother anyone.
Collaboration tools also save you from unnecessary meetings. For example, instead of having the whole team meet in a conference room for half an hour on Monday morning, everyone sends a short status report.
Where it works well: When emails get off topic or make things more complicated and no one can understand it anymore, you should switch to a collaboration tool. A conversation that started in a video conference or in person can also be continued here so that the meeting doesn't get out of hand.
3. Video conferences or face-to-face meetings for distributed teams
When to use it:
When planning meetings between decision-makers located in different locations
Sensitive conversations between managers and direct reports when travel is too costly
Brainstorming among distributed participants of a time-critical project
When not to use it:
If you just want to quickly listen to a single person or a small group
When you deliver information that does not require a response
If you have one or two specific questions for a colleague
Video conferencing (which has been around since the 1960s but was not used effectively until 50 years later) is great for situations where it would be best to meet in person but this is not possible due to high travel costs. For example, the annual performance review or the promotion of an employee at another location.
Most video conferencing tools allow you to share the screen, which is a great way to train a team on a new project management tool , for example . Tip: You should always test the video conferencing software in advance and familiarize yourself with it so that the first 15 minutes of the meeting are not spent setting it up.
Where it works well: During a routine chat with a colleague in the collaboration tool, it turns out that the colleague has a problem with a feature of a project management tool or you come across a conflict in the planning file for the quarter. In such cases, you should switch from chat to video conference to explain something in detail or share your own screen.
When to use it:
When multiple team members are in one location and a situation exists where a video conference would normally be called (see above)
When you have a clear goal in mind that you can achieve with other decision makers in a face-to-face meeting in less than an hour
When you have to have a sensitive conversation with a colleague on site
When not to use it:
When key decision makers cannot attend (in this case, a hybrid solution germany telegram data would be possible, where participants meet in person on site and a video conference is held with remote stakeholders at the same time)
If there is no specific goal for a meeting, but you just want to bring each other up to date, for example
If the goal of the meeting can be achieved using a more efficient method such as email or a collaboration tool
Direct conversation is the ultimate form of communication, but it is not necessarily the most efficient method. And in project management, efficiency is of the utmost importance.
Personal meetings are always preferable to alternatives if the situation requires it and you have the time. However, you should ask yourself the following five questions beforehand:
Why is the meeting taking place?
Could you send an email instead?
Can different meetings be combined?
Who needs to attend the meeting?
How long does the meeting have to last?
Where it works well: Before team members meet in person, it is helpful to send an email with important documents or presentations in advance to ensure an efficient process. If a question arises during the meeting or if information needs to be sent afterwards, a collaboration tool is ideal for this.