Cost overruns, delays and quality issues are visible harbingers of project failure. But the ultimate project failure is the loss of life. Perhaps no one understands this more than the project team who laboured for years on NASA’s Challenger Space Shuttle. Not only was the failure catastrophic, but it was also visible to millions of Americans who hoped this would be another giant step in the global space race. On the cold morning of 28th January 1986, NASA spectators were treated to the smoldering remains of the Challenger Space Shuttle and its seven occupants. The shuttle had been in the air for only 73 seconds when a highly-contested design flaw struck.
NASA investigations showed that the failure was due to a faulty designed O-ring seal and the cold weather at launch. This set off a leak in one of the two solid rocket boosters that set off the main liquid fuel tank. However, the findings didn’t stop there. Human error was also hidden in the mix. Despite safety concerns from the engineers, NASA officials proceeded with the launch. The engineers had complained about the O-ring, but their observations did not reach the higher-ups who could delay the launch until they sorted out the safety concerns.
Thirty-seven years later, communication gaps between the frontline and top-level management continue to sink projects of seismic proportions. Without open communication lines, leadership cannot access the correct data from those on the ground. They will make decisions that endanger the project and the lives of those working on it.
Here are three ways to close this gap before it gets catastrophic.
- Establish clear communication channels. This is critical in narrowing the communication gap between senior management and project teams. A clear communication channel will require a specially-designated liaison to promote communication, establish frequent check-ins and ensure all stakeholders have access to the necessary information. This way, everyone knows the project’s goals, expectations and progress, and conflicts will be resolved on time.
- Use collaborative software. Simple digital tools can close the communication gap between senior management and project teams. This could be a centralised platform for exchanging information, updates, and real-time progress tracking. When top management and the project team meet on the same “streets,” they can avoid confusion and keep everyone on the same page.
- Regular meetings. I know that in-person meetings have been vilified as time wasters. But when used moderately, it can be an effective strategy to bridge the communication gap. Project meetings can be held weekly or bi-weekly. It should allow all stakeholders to give updates, review progress, and address emerging issues. In such a forum, top management can listen to the concerns of the project teams and offer clear direction on objectives and goals.
Clear communication channels, collaborative software and regular meetings are more than mere tools for a project. When deployed appropriately, they can prevent misunderstanding, delays, cost overruns and even save lives.
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