Project execution and delivery - Communication models and methods

Learning Outcomes

After studying this article, you will be able to describe how core communication models support project execution and delivery. You will distinguish sender-receiver, push, pull, and interactive communication methods, learn how to select the appropriate approach for teams and stakeholders, and identify strategies for barrier-free, accountable communication using team agreements. You will also be prepared to answer PMP exam questions on communication in project execution.

PMP Syllabus

For PMP, you are required to understand the role of communication during project execution and delivery. This article summarizes key syllabus areas to support your revision:

• Explain the sender-receiver communication model, including the role of feedback and noise.
• Compare and select between different project communication methods: push, pull, and interactive.
• Identify when to apply each method for effective project execution.
• Establish and agree on team communication ground rules and agreements.
• Recognize and mitigate common communication barriers in distributed and global teams.
• Apply appropriate communication models and methods for stakeholder engagement and smooth project delivery.
• Relate communication approaches to common PMP exam scenarios during project execution.

Test Your Knowledge

Attempt these questions before reading this article. If you find some difficult or cannot remember the answers, remember to look more closely at that area during your revision.

1. Which type of communication should a project manager use when confirming understanding of urgent, complex requirements with a global team?
   1. Push email
   2. Interactive video call
   3. Project documentation upload
   4. Posting to the team chat
2. What is the main advantage of establishing team communication agreements during project execution?
   1. They make meetings optional
   2. They clarify expectations and encourage accountability for communication
   3. They guarantee stakeholders are always satisfied
   4. They ensure emails are never missed
3. In the sender-receiver model, what is the result of "noise" in project communication?
   1. Improved feedback
   2. Faster decisions
   3. Increased misunderstanding or message loss
   4. More meetings scheduled

Introduction

Clear, responsive communication is essential for driving project execution and delivery. Project managers must build robust communication systems, choose optimal methods, address barriers, and set team agreements to enable understanding and action. This guide focuses on essential models, methods, and practical techniques for effective communication throughout project delivery.

Core Communication Models for Project Execution

Robust execution relies on the sender-receiver model, which requires not just sending but confirming the message is understood.

Key Term: Sender-Receiver Model
A process where the sender encodes and transmits a message, and the receiver decodes it. Effective communication is achieved only if the receiver accurately understands the message and confirms receipt.

Key Term: Noise (Communication)
Anything that distorts or interferes with the transmission or reception of a message, such as language barriers, distractions, technology failures, or assumptions.

Key Term: Feedback (Communication)
The response or acknowledgement from the receiver, confirming understanding of the sent message.

No communication is complete until the recipient confirms understanding. Feedback closes the loop, allowing questions, clarification, or correction. Barriers or "noise" may interfere, so relying only on the act of sending (e.g. an email) is never sufficient for project-critical topics.

Major Communication Methods in Project Delivery

Project execution requires selecting between three main communication methods:

Key Term: Push Communication
Sender distributes information (e.g., email, report) to recipients without confirmation of understanding or immediate response.

Key Term: Pull Communication
Information is placed in a central location (such as a repository or wiki), to be accessed by recipients as needed.

Key Term: Interactive Communication
Real-time exchange—such as meetings, video calls, or instant messaging—where two or more participants communicate together, allowing immediate feedback and clarification.

• Push is efficient for regular updates or straightforward information but does not confirm receipt or comprehension.
• Pull is suitable for reference material or details that interested parties may access on demand.
• Interactive is essential for urgent, complex, or sensitive topics, where confirmation, questions, and agreement are required.

Worked Example 1.1

A team is distributed across time zones. The project manager needs to ensure that everyone understands their new roles for urgent deliverables. Which method is best: uploading a file to the project repository, sending a mass email, or arranging a short video call with confirmations?

Answer: The video call (interactive communication) is best. This lets the PM check each person's understanding, promptly answer questions, and secure commitment. Push and pull methods may not ensure clarity or responsibility for time-sensitive execution topics.

Using Team Communication Agreements for Smooth Execution

Establishing a team communication agreement is important for project delivery. This actively involves all members in defining expectations for:

• Preferred communication tools and channels (chat, email, video, repository)
• Meeting times and formats (virtual or in-person standups, feedback loops)
• Expected response times to messages
• Reporting issues or blockers (how, when, to whom)
• Respectful conduct: active listening, no interruptions
• Use of feedback and paraphrasing to confirm understanding

Key Term: Team Communication Agreement
The team’s collectively established and documented ground rules and expectations for all aspects of project communication—channels, etiquette, responsiveness, and feedback.

When teams draft rules together, buy-in increases and individuals are more likely to hold themselves accountable, reducing misunderstandings and delays.

Typical Communication Barriers and How to Prevent Them

Execution frequently encounters the following obstacles:

Key Term: Communication Barrier
Any factor—internal or external—that disrupts the accurate transmission, reception, or interpretation of a message during project communication.

• Ambiguous messages or unclear instructions
• Excessive use of jargon, abbreviations, or assumptions not shared by all
• Receiver distraction (e.g., multitasking, split attention in online meetings)
• Overuse of push communication—recipients may not open or act on messages
• Gaps in feedback or confirmation loops—messages sent but no reply
• Cultural or language differences, especially in multinational teams
• Disconnection in distributed/virtual teams—e.g. unstandardized channels or missed time zone communication

Strategies to reduce risks include:

• Prioritizing interactive methods for critical, urgent, or unclear topics
• Always seeking confirmation or feedback for assigned actions
• Standardizing channel use and communication hours for virtual teams
• Clarifying instructions and minimizing jargon
• Rotating meeting times if teams are global

Worked Example 1.2

A sponsor misses a critical deadline after a timeline change is only mentioned in a routine status email. No interactive conversation happened. What should the project manager have done differently?

Answer: Major changes require interactive communication (call, meeting) directly with affected stakeholders. Push updates alone may not be noticed for urgent issues.

Communication Methods for Stakeholder Engagement

Stakeholder communication preferences and status (power, interest, influence) should always be recorded and revisited regularly during execution. Selection guidelines:

• Interactive—use for workshops, expectation-setting, resolving escalations, and negotiating risk
• Push—send for regular updates or reporting
• Pull—maintain detailed logs, specifications, and background information for self-service, but never rely solely for urgent topics

Communication in Virtual Project Teams

For remote or distributed execution teams, special attention must be given to prevent gaps and delays:

Key Term: Virtual Team Communication
Defined approaches using standardized tools, agreed response times, time zone awareness, and set hours to ensure remote team members receive and confirm important messages during delivery.

Approaches include:

• Define and communicate "core hours" for meetings or decisions
• Use shared online schedules to clarify availability
• Choose and standardize essential platforms (e.g., chat, video, repository)
• Actively seek feedback and allow time for confirmation from all members after meetings

Revision Tip

For urgent, complex, or high-risk topics, always use interactive methods and confirm understanding with each person. Push and pull are suitable for reference or routine updates only.

Exam Warning

On the PMP exam, do not assume a sent message (email, chat, or upload) equates to completed, effective communication. Select answers that show explicit feedback-seeking and confirmation.

Summary

Effective communication during project execution means not just sending information, but confirming receipt, understanding, and action by the right people. Use the sender-receiver model with active feedback; choose push, pull, or interactive methods to fit the message and situation. Set team agreements up front and continuously manage communication barriers, especially in distributed or multicultural teams.

Key Point Checklist

This article has covered the following key knowledge points:

• Communication during project execution is not complete until understanding is confirmed.
• The sender-receiver model requires active feedback to ensure accurate message exchange.
• Push, pull, and interactive communication serve different purposes and are not interchangeable.
• Team communication agreements define expectations for responsiveness, tool use, meetings, and feedback.
• Barriers such as ambiguity, excessive reliance on push communication, or virtual team challenges must be recognized and prevented.
• PMP exam questions will expect confirmation of understanding, not just message transmission.
• The communication approach must be adapted to project phase, criticality of topic, stakeholder expectations, and team structure.

Key Terms and Concepts

• Sender-Receiver Model
• Noise (Communication)
• Feedback (Communication)
• Push Communication
• Pull Communication
• Interactive Communication
• Team Communication Agreement
• Communication Barrier
• Virtual Team Communication