ABSTRACT
Projects depend to a very great extent on effective communications between all the stakeholders and also upon keeping that information so that it can be retrieved when needed. Some information may be confidential or even secret, and that places additional responsibilities on the project manager. Every departmental manager should receive his or her specific schedule of fresh project tasks from the project management office on a regular basis. Managers cannot rely on receiving all the communications they need. Communication is often a push-pull process – the communicator pushes the data out but the recipients must always be looking out for and pulling in data that they need. Some project tasks can be dependent upon outside offices or manufacturers. Some companies even subcontract important design tasks to independent external companies. That arrangement can work very well to relieve resource overloads.
