communication blockers project management

Communication Blocker Explained with Examples

Editorial Team

Communication is one of the most important tools in project management. It ensures that information is relayed to all the team members and stakeholders for the smooth flow of activities. This explains why project managers must be good communicators.  

However, it is worth noting that communication may become challenging in the life cycle of the project. Once you realize that getting messages across, be it to your audience or team members, is ineffective, you need to know why and establish ways of going at it.

In this article, we look at some of the most common reasons for ineffective communication-communication blockers. We will delve deeper into what it is, some of the examples, and conclude with how you can overcome it.

What Is a Communication Blocker?

A communication blocker is anything that hinders effective communication. It is normally someone’s action, which, even though unintentional, negatively affects the project team members, stakeholders, or even the entire project.

Therefore, as the name suggests, it is anything that ‘blocks’ or stands in the way of fruitful communication. Several communication blockers may hinder the successful relay of information during the lifecycle of a project. Let’s take a look at these.

Examples of Communication Blockers

1.    false assumptions.

It is always easy to assume something about an audience. Most of the time, we believe that certain things are in the public domain and everyone must have encountered them, which turns out to be false.

For example, most people normally assume that people have background knowledge about what is being discussed by virtue of them being in the meeting and do not find it necessary to delve into the introductory part. They end up focusing on the specific issues believing that everyone is at par.

The main question that ought to be asked in such circumstances is, what happens to those who are not acquainted with the subject of discussion? Such assumptions normally result in a large chunk of the entire audience not properly understanding the relayed message, causing even bigger problems as the project progresses.

2.      Stereotyping

This is one of the most significant communication blockers in organizations. A stereotype is a preformed and oversimplified idea about a person, things, or group of persons. Some are always passed to us depending on our settings.

It is normally easier to expect that a certain group of people will behave or think in a certain way based on our beliefs. We, therefore, end up communicating with a preformed idea in our minds which normally turns out to be false.

For example, we may assume that all senior management or project team members act in certain ways and carry that belief everywhere he/ she goes. However, the resultant effect is that we will not hear what those we have stereotyped have to say.

Stereotyping makes people miss cues about what the audience thinks or is trying to put across, which hinders effective communication. Some people also end up not relaying the information that the audience is interested in under the belief that they will act in a certain way.

3.      Using the Wrong Communication Channel

The communication channel you choose to relay information with is important as it will determine whether your audience receives the information or not. It is impossible to communicate effectively with the wrong choice of the communication channel.

Most of the time, your message will not be noticed by the intended recipient, or worse still, he/she may forget it.  For example, posting important project changes to the project portal does not guarantee that everyone will see them and act accordingly. Therefore, if you rely on the portal as your main communication channel, then chances are that it may not relay the message to everyone.

For important or pressing information, we encourage that you use push instead of pull communication. If possible, send a direct email to all the intended recipients and even follow up to check if they have received the information.

However, for instances where the information is not important or urgent, you can use pull communication instead of over-relying on push communication. You will most likely end up overloading the recipient, who will stop attending to your emails and miss important information.

Also, while still on this, it is important to note that not every piece of information should be communicated through email. Even though there are times that call for a memo or email, one cannot manage an entire project through these two avenues.

One must have face-to-face interactions with the team members, especially regarding personal corrective actions. Communication is more than words, as it also consists of non-verbal cues. At times one must read the body language of the audience to get more detailed feedback.

4.      Selective Hearing

Communication is a two-way process. It involves the relaying and receiving of information. Therefore, both sides can be responsible for impaired communication, i.e., the listener and the talker. What then is selective listening? As the name suggests, it entails hearing only the parts of the message that appeals to you. Most people normally like hearing good news and pay less or no attention to bad news, which hinders communicat6ion.

A good example is during progress tracking meetings, where the stakeholders or project managers assess the project. Some people only hear about the tasks that are on track and ignore the part where the team manager talks about the project concerns.

Selective listening poses many disadvantages during the life cycle of the project as it normally poses bigger future problems.

5.      Not Paying Attention to Cultural Differences

Even though a project may bring us together, we all come from different places and, therefore, have our distinct ways of life. Also, different organizations have their ways of doing things, which normally concern accountability, the quality of work, or even work hours.

Ignoring cultural differences is, therefore, a recipe for lots of communication challenges. For example, it would be absurd to assume that a contractor from another organization has the same culture as yours.

Therefore, managers are advised to be mindful of other organizations’ cultures when communicating. If faced with instances where such cultures conflict, explain to the affected parties why and how people work in their organization.

6.      Mixed Messages

Sending mixed messages to the speaker can inhibit communication. Like we mentioned, effective communication requires the effort of both parties. Most people claim to have understood the relayed message but at the same time look confused, therefore pointing to the opposite. However, most speakers will tend to assume that the audience is at par with him/her.

However, in such instances, we encourage speakers to ask questions and ensure that everyone is actually at par. Such situations can also be solved by explaining everything in words.

7.      Power Games

At times people engage in power games without knowing how heavily they impact and inhibit communication. This normally manifests by a party making decisions and taking action while focusing on his/ her political gain.

Whenever a person dominates a situation based on their power, he/ she forces other people to act and communicate dishonestly, which inhibits effective communication.

8.      Difference in Perception

Two people can look at the same situation and see it differently. Most of the time, we see our efforts as exceptional, whereas clients or bosses feel that we could have done better. One of the reasons why this is a communication blocker is that both parties are normally right, especially in their minds.

People mostly resort to backing their perceptions, normally by picking words or behaviors of the other person in support of their view. This normally leads to selective perception as the affected parties resort to zone in on things that support their perception.

Perceptions are normally based on people’s experiences or learning, which explains why they differ most of the time. All of us can’t have the same experiences or learn the same things all through our life.

The best way to handle the difference in perception that inhibits communication is to remind ourselves that there is more than one way of looking at things. Communication calls for understanding, which means that one should try and understand the other person’s view of the situation at hand.

Strive to always arrive at a meeting of the minds.

9.      Hidden Agendas

Hidden agendas are normally prevalent in business meetings. Most people come to these meetings with only one thought in mind, which is what they want. This influences their behavior, quality of their listening, and sincerity as everything is normally geared towards achieving their motive.

Such people do not pay attention to any information outside their plan. In project management, people with hidden agendas will always disparage other team members or invalidate their opinions if they suggest something that goes against or out-dos their agenda.

How then can one deal with this? The best way to get rid of this communication blocker is to find out whether you are sincere or honest when engaging in a conversation. Are your actions geared towards fulfilling your underlying motives? If yes, then the chances are that you will miss or dismiss fresh and better ideas.

Hidden agendas damage communication. Therefore, you should strive as much as possible to ensure that you are sincere and willing to accommodate other views and ideas.

10.  Defensiveness

Defensiveness is one of the main hindrances to effective communication. Whenever one party in a conversation is defensive, communication breaks down. Most defensive people will not listen to everything that is being said and normally resort to adding things that were not mentioned.

This normally happens when one or both parties feel insecure. The best way of going about this is to perform a self-check before engaging in a conversation. Do not jump to conclusions and stop whenever you feel your defensive side kicking in. You are advised not to respond too quickly and first understand what the other person is saying for smooth communication.

11.  Withholding of Information

Even though this may seem far-fetched, it is one of the most common communication blockers in project settings. At times team members choose to withhold information or even fail to communicate completely, especially on ‘negative’ topics such as risks and problems.

Most people, therefore, wait till the last minute, which normally turns out to be too late. Even though one may justify this by asserting that information is withheld to avoid negatively affecting the team’s morale, it messes up overall communication.

Therefore, team and project managers are encouraged to prevent such occurrences by encouraging the team members and stakeholders to communicate whenever they identify risks or potential challenges immediately.

They should ask encouraging questions, especially at the end of each meeting. A good example would be giving the team members or your audience a chance to mention some of the risks that they may have seen

How To Eliminate Communication Blockers

Communication blockers are common in our day-to-day communication. They cause the different communication issues that we face. The best way of dealing with these blockers is first to identify them and their causes.

Whenever you notice a communication issue, please think of the underlying reason and then find ways to counter it. If the problem exists in how the information is presented, you will have to use another means of presentation.

We also encourage that you engage different communication technologies in such instances as well as seek expert opinion. Remember, you may not be able to solve everything on your own and at times need external help to diagnose and solve problems.

However, always strive to apply best practices in structuring communication management in your project. This will help you identify the communication blockers and how to deal with them.

Structuring your communication well also increases the probability of effective communication and improves efficiency.

These are some of the most common communication blockers in our daily engagements. Ensure that you are aware of them and act accordingly, lest you inhibit your communication and miss ideas that may be life-changing.

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The most common project blockers and ways to eliminate them

Picture this: You’ve brought a project to the finish line and mere days before launch, a new stakeholder comes into the fold at a final project meeting. You know where this is headed because you’ve been here before. They don’t like the direction, so back to the drawing board you go. 

Project blockers come in all shapes and shapes sizes. 

Whatever the cause, they all have the same negative and potentially risky effect: a delay or full stop to delivery. 

What’s the problem with delaying delivery? 

Your organization is built on a reputation of being consistent, timely, trustworthy, and reliable. If timelines are often delayed, then what is the point of having deadlines for project deliverables or progress check-ins with teams and departments? How will this blocker affect subsequent project timelines and regulation operations? How will external stakeholders such as customers and partners who were promised a deliverable by a specific date react? 

There is some good news about project blockers and their lesser counterpart, impediments. They can be predictable; therefore, hopefully, avoidable or manageable. 

In order to deliver work on time, you must get to know your project blockers and impediments well. It’s like the saying ‘keep your friends close, but keep your enemies closer.’ Get to know your blockers, understand what triggers them, why they keep coming up, and how to eliminate (or at least avoid) them. 

Today, you’ll discover:

• The difference between a project blocker and an impediment
• How to flag and prioritize blockers in order to eliminate, avoid, manage, or ignore 
• The 5 ‘whys’ behind project blockers
• The most common project blockers (and impediments) and ways to eliminate them

The Difference Between A Project Blocker And An Impediment

Blocked work can’t get done until the blocker is removed.

A blocker literally blocks your way forward. 

The cause of it could be from an unforeseen circumstance or a predictable event—and come from either external and/or internal sources. They are most often out of the team or department’s control. 

A few examples include technology malfunctions, the inability to get a licensing agreement from a third party, product delivery issues, a shift in funds away from the project, or a nix of the project direction altogether. 

Blocked work cannot move forward until that step is completed, fixed, removed, or worked around. The challenge here is that blocked work still needs to get done.

Project Impediments Slow Your Progress Down 

An impediment, on the other hand , is something that slows your progress down or trips it up. This could be too many interruptions, too much work in progress, missing information, or a lack of proper communication and thorough briefs.  

For example, if someone is maxed out on their capacity, their tasks will pile up in a work-in-progress queue. This is nothing that can’t be fixed with an awesome task manager or good old fashion patience (if you have the time to wait). 

Impediments may slow you down or drag your team, but so long as the tasks are not a high priority, on a strict deadline, or part of the foundation of a project, their threat isn’t catastrophic. 

However, if they are foundational tasks, impediments can morph into project blockers. For example, if there are too many high-priority tasks on one person’s plate or if they are unable to start project work because the brief is missing information, their way forward is blocked. 

Identify Project Blockers And Impediments

The first step to eliminating and avoiding project blockers and impediments is to name them. Most likely, you come up against the same project blockers and impediments time and again, so start by finding, naming, and tracking them. 

Take a look at your project workflow, timeline, and task list—and those of anyone working on the project. Check with your team members on what’s in their work-in-progress queue. Data-visualization tools like Trello help to easily see which tasks are delayed versus blocked. 

Flag, name, track, and prioritize the blockers and impediments.

How To Prioritize Blockers And Impediments

Make your project enemy list and start to prioritize them by asking yourself the following questions: 

• Time: How much time did the blocker delay progress for? 
• Did it put a complete stop to the project altogether?  
• Control: Which blockers and impediments are in your control? Which are not? 
• How much control will you still have over the project’s progress if this comes up again?
• Fix: Is the project blocker or impediment fixable?
• If so, how simple or complex will it be to fix it? Who’s needed?
• Cost: How costly is the blocker to fix? How costly is it to delay? What are the unforeseen costs of this blocker beyond monetarily?

Make a priority list of potential and current blockers and impediments based on your answers. From there, decide which blockers and impediments must be eliminated, avoided, managed, or ignored in order to move your project forward successfully. 

Understanding The Problem: The 5 ‘Whys’ Behind Project Blockers

So, you know you have a blocker or something slowing down your progress. You’ve named it, tracked, and prioritized it based on how challenging or costly it will be to overcome. 

But do you know why it keeps coming up? 

Yes, many blockers are out of your control—but for every issue out of your control, there may be a solution in your control. Likewise, impediments are most often in your control, so long as you get to the root cause of why it’s happening (and keeps coming up).

‘The 5 Whys’ is simple in its idea but more challenging in practice: Ask and answer why five times in relation to the challenge you’re facing. Here’s an example:

The challenge: Stakeholders stop the project right before launch. 

• Why? Because a new stakeholder gets brought in at the last minute and doesn’t like the direction we’re going.
• Why? Because they don’t like or understand the purpose of the project.
• Why? Because they weren’t in the original kick-off meetings or any of the subsequent feedback meetings. 
• Why? Because they have their own department objectives and projects on the go. 
• Why? Because our teams and objectives aren’t aligned. 

This is just an example, but you can see that for every project blocker out of your control, there may be a larger issue and potential solution hidden within. Aligning objectives is in your control. Having an entire project put on the backburner by an executive may not be.

Let’s look at a few more examples of types of project blockers and impediments and ways to eliminate them. 

Types Of Project Blockers And Impediments And How To Eliminate Them

1. people blockers.

Blockers come in all shapes and sizes—and can include people too, as you’ve seen in the example above. 

People may want to protect their ideas, projects, teams, departments, or even their career trajectory (or turf) and could block your way forward consciously or not. They may also want to keep the status quo as-is or limit the amount of extra work and resources that your project may take up for them and their team. Some people resist change. On the opposite spectrum, they may get involved for status reasons, but there are such things as too many cooks in the kitchen. 

Consider what is in the people’s best interests versus that of the project or objective. Decide who is absolutely necessary to complete and approve a project and go from there.

2. Dependencies And Feedback Loops

Projects that depend on many people, other teams, departments, organizations, and third parties may have more (or different) blockers than smaller agile teams. Consider which tasks need longer feedback loops with more stakeholders. If necessary, give extra time to review. 

Also, which tasks are dependent on others getting done before they can be completed? Which tasks are independent of other steps?

When laying out the priorities and timeline of deliverables for a project, use a project modeling tool to help uncover the best order to proceed. The Critical Path Method (CPM) is one resource for creating a step-by-step project plan based on dependencies. 

3. Task Management

Most of the time, task management issues are impediments that slow your progress but don’t stop it altogether. This, as mentioned earlier, is only the case if they aren’t high-priority, foundational, or dependency tasks.

Task management issues can arise if a team member or whole team has too much work in progress, is doing too much multitasking, task switching or changing priorities often. 

The solution here is to focus on unblocking the workload, rather than creating more work. For individual team members, this could mean that they have to recognize their own blockers—such as task switching—or be held accountable by someone. Task management tools are key to helping team members and projects stay on track, on task, and on time. 

4. Time Management

Just like task management impediments, time management issues can escalate into full-scale project blockers. A few classic examples of time management issues are too many meetings and distractions or a lack of ability to focus because of burnout and too much going on. Not leaving enough time to review or for feedback loops and tests are other impediments and potential blockers. 

This is a project management issue and one that, if caught early enough, can be prevented and avoided by adjusting timelines, outsourcing tasks, or removing unnecessary deliverables.

5. Communication Issues

Poor communication can be either an impediment or a blocker that comes up time and again for your team. Lack of information to start a project or task and unclear requirements are classic communication blockers. 

Unblock the communication issues for your team so that their creative process—and the work in progress—can flow easily. If left unchecked, ineffective communication can cause issues among team members and departments and trigger unproductivity, unhappiness, distress, and disengagement. Have regular check-ins with your team members and be on the lookout for budding trends in communication issues and nip them early on.

6. Technical Issues

Last, but very certainly not least, are the technical blockers . While these can be mere impediments that slow a project down, many of them happen due to unforeseen circumstances and can be complex and costly to fix. 

A few examples include overloaded server loads, technical environment issues, technical debt, system crashes or malfunctions, technology downtimes, and unfamiliar tools or new technology. When it comes to technical issues related to your project, it’s best to plan ahead. 

Look back at recurring issues, make a list of potential technical issues that could arise, prioritize them, and find solutions before they come up. That way, if and when they do, you’ll be one step closer to removing, avoiding, managing, or ignoring the blocker or impediment. 

Moving Beyond Project Blockers 

To conclude, for all of these project blockers and impediments, ask yourself the five ‘whys’ and get to the root cause of the problem to see if you can find the solution. That could be the key to un-blocking projects now and in the future.  

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How to Eliminate Communication Blockers in Your Project

• On March 12, 2024
• By David Usifo (PSM, MBCS, PMP®)

Effective communication is essential for the success of any project. As a project manager, you must relay important information to team members and stakeholders throughout the project life cycle. This task may occupy up to 80% of your time.

However, many potential barriers can disrupt communication channels. These barriers are known as communication blockers. When present, they can severely impede project progress by causing confusion, misalignment, and ineffective implementation.

This article will provide an overview of communication blockers, including common examples to be aware of. We will also discuss methods for identifying and eliminating communication blockers in your projects.

By understanding these obstacles and establishing strategies to address them, you can greatly improve communication within your team, leading to better project outcomes, higher stakeholder satisfaction, and a smoother overall management process.

Table of Contents

What are Communication Blockers?

Communication blockers are obstacles that inhibit the effective exchange of information between the sender and receiver. They manifest through certain behaviors or actions that distort, distract, or prevent clear communication.

Communication blockers can significantly impede productivity and efficiency. By disrupting the communication process, they create opportunities for misunderstandings, unclear expectations, and misalignment which causes confusion within teams and hinders project progress.

Some common examples of communication blockers include false assumptions , stereotyping, using inappropriate communication channels, selective hearing, and ignoring cultural differences.

These blockers stem from biases, perception gaps, and lack of cultural awareness. You may also exhibit actions like interrupting others, being defensive, or withholding information all of which obstruct smooth communication.

Identifying and mitigating these communication barriers is key for optimal information flow. When you remove obstacles that block effective transmission and interpretation of messages, you allow for better understanding between all parties.

This enhances team collaboration, stakeholder engagement , and overall project delivery.

Communication Blockers Examples

Let’s explore some common examples of communication blockers that you may encounter when managing projects:

1. False Assumptions

We very often make false assumptions about our audience’s level of knowledge. For instance, you may presume that everyone already knows background details and launch right into complex topics.

However, this leaves many listeners confused and unable to grasp your messages. Do not assume people’s familiarity with subjects – instead, provide the necessary context.

2. Stereotyping

Stereotyping refers to blanket generalizations about groups based on preconceived notions. When you stereotype your team or audience, you pigeonhole them into categories that foster bias.

This clouds the effective interpretation of messages. Avoid typecasting individuals and make efforts to understand them.

3. Wrong Communication Channel

Choosing inappropriate communication channels is a common blocker. Over-reliance on email leaves many messages buried. And conveying sensitive matters via memo can seem cold.

Analyze each situation to determine the optimal medium – whether verbal, written, or visual. Match the channel to the message and audience for maximum impact.

4. Selective Hearing

We often hear what we want to hear. Selective hearing leads to retaining only partial messages or tuning out unpleasant news. When you selectively listen, you risk missing crucial details and context.

Stay engaged during conversations and refrain from only hearing what appeals to you.

5. Cultural Differences

Failing to consider cultural differences and norms can certainly block communication. For instance, a contractor from another firm may be accustomed to different project management styles.

Make an effort to learn about other cultures represented on your team, and respect varied communication styles to allow for mutual understanding.

6. Mixed Messages

Delivering mixed messages via inconsistent body language and words creates confusion. You may think someone understands your message while their facial expression relays uncertainty.

Seek clarification anytime you observe mixed signals to prevent miscommunications.

7. Power Games

Power games refer to asserting dominance and hijacking conversations to fulfill personal agendas. This disrupts trust and open sharing between team members.

Leave your ego aside, listen sincerely, and provide a psychologically safe space for honest discussions.

8. Difference in Perception

We all perceive situations through our unique lens. When you have a difference in perception from team members, do not dismiss their viewpoint but seek to understand their perspective by asking thoughtful questions.

Finding common ground leads to mutually beneficial solutions.

9. Hidden Agendas

Pursuing hidden agendas during meetings often undermines communication. When you have underlying motives, you may ignore or invalidate ideas that do not align with your goals.

Be transparent about your agenda and maintain an open mindset to pull the best thoughts from the team.

10. Defensiveness

Acting defensive frequently derails conversations and shuts down sharing. You may react this way when feeling insecure or threatened. However, defensiveness makes people cagey about communicating openly.

Approach discussions with empathy and an openness to feedback.

11. Withholding Information

Purposefully withholding information – whether to avoid confrontation or appearing negatively – disrupts communication flow.

Being evasive about challenges or risks limits team awareness and blocks collective problem-solving. Fully disclose important information in a timely manner.

How To Eliminate Communication Blockers

With concerted effort, you can eliminate entrenched communication blockers. Here are some tips to address communication blockers in your projects:

Identify Communication Blockers

Carefully analyze conversations and meetings to detect any roadblocks inhibiting effective communication. Pay attention to any misalignment, confusion, tension, or disengagement among participants. This assessment illuminates areas to tackle.

Understand Root Causes

Once you spot communication issues, dig deeper to uncover the root causes. Are there false assumptions or cultural gaps at play? Does someone feel defensive? When you understand the source of blockers, you can customize solutions.

Use Different Communication Methods

Try utilizing new communication channels or formats if your current approach is not working. Could virtual whiteboarding foster more clarity than email exchanges? Experiment to determine optimal media for each situation and audience.

Seek Expert Help

For recurring or complex communication blockers, do not hesitate to consult specialists. They can impartially evaluate dynamics and provide guidance. Experts identify blindspots you may miss on your own.

Apply Best Practices

Adopt proven best practices around meeting facilitation, presentation delivery, active listening, and conflict resolution. Study frameworks that set clear communication standards for your team.

Structure Communication

Structure your communication through plans mapping out key messages, owners, mediums, and frequency. Set scheduled check-ins to enable open dialogue as clearly defined processes remove guesswork.

Encourage Openness

Above all, cultivate a climate of psychological safety and openness. Welcome all voices and input. Lead by example by listening attentively and keeping an open mind. This motivates team members to share freely.

Communication blockers can severely impair team collaboration and project execution. By proactively identifying these barriers and their root causes, you can mitigate their impact through tailored solutions.

Adopt best practices around active listening, strategic communication planning, and promoting psychological safety to nurture openness.

Eliminating engrained communication obstacles requires concerted effort but is critical for project success. When teams exchange information transparently, misalignments get quickly resolved enabling problems to be tackled early before escalating.

David Usifo (PSM, MBCS, PMP®)

David Usifo is a certified project manager professional, professional Scrum Master, and a BCS certified Business Analyst with a background in product development and database management.

He enjoys using his knowledge and skills to share with aspiring and experienced project managers and product developers the core concept of value-creation through adaptive solutions.

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Project Management

• Communication Blockers: Definition and Examples in 2024

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Often, it's not technical issues or a lack of resources that cause projects to fail, but rather communication blockers that arise within teams. Understanding and addressing these barriers can help you build a more cohesive team and move closer to project success.

Last Updated: 17 Jun'24 2024-06-17T21:51:04+00:00

All our content is written fully by humans; we do not publish AI writing. Learn more here.

• A communication blocker refers to any barrier that prevents the effective exchange of information, ideas and messages during a conversation.
• Common communication blockers include unfairly accusing, prematurely judging, using insulting language, talking over others, selectively hearing, using passive-aggressive behavior and avoiding difficult conversations.
• Nonverbal communication blocks include misinterpretations of tone or intent, closed-off body language and negative facial expressions.

Facts & Expert Analysis About Communication Blockers:

• Causes: Communication blocks can arise from various factors, including personal biases, a lack of active listening, differences in cultural backgrounds, generation gaps and disabilities.
• Techniques to use: To overcome communication blocks, it is recommended to practice active listening, maintain clarity in messages, promote open dialogue and provide constructive feedback.
• Communication tools: Project management tools like monday.com and ClickUp can help address these barriers by facilitating real-time collaboration, centralizing information sharing and providing clear communication channels.

Communication can make or break a team’s ability to collaborate and achieve its goals. Effective communication, combined with the best project management software , can bring a team together with shared goals and move a project forward. On the other hand, communication blockers can easily lead to miscommunication, delays and even project failure.

This article will explore the definition of communication blocks and common examples that can hinder project success. We will examine how they can disrupt the flow of communication within a project team and what the consequences are. Understanding these factors is the first step towards overcoming them and preventing future miscommunication.

What Is a Communication Blocker?

A communication blocker refers to any barrier that prevents the effective exchange of information, ideas and messages during a conversation. This can include both verbal exchanges in which words are misunderstood or misinterpreted, and nonverbal cues such as body language, facial expressions and tone of voice.

When communication blockers occur, the person delivering a message may struggle to express that message clearly, while the receiving person may struggle to interpret it accurately. This can result in frustration, confusion and a breakdown in communication, leading to a loss of trust and collaboration within teams.

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Communication Blocker Examples

One common example of a communication blocker is when team members make assumptions instead of seeking clarification. For instance, a project manager may assume that everyone understands a particular task or deadline without making sure that the instructions are clear. This can lead to miscommunication and scope creep .

Another example is the excessive use of jargon. When team members use too much technical language that others may not understand, some members may feel left out or unable to contribute fully. This could lead to many other anti-patterns .

What Can Cause Communication Blocks?

Various factors cause communication blocks, such as personal biases and traits, environment and organizational culture. Gaining insight into the root causes is necessary to effectively identify and address these obstacles. We’ll take a look at a few of them below.

• Personal biases and assumptions: We all have natural biases and preconceptions that can influence how we perceive and interpret information. Unchecked biases like these can cause people to misunderstand and communicate poorly.
• Lack of active listening: Good communication requires both a clear message from the speaker and active listening from the receiver. Communication breakdowns occur when team members do not focus on listening or make assumptions about what is being said.
• Cultural differences and language barriers: This is common in globalized workplaces and with remote teams where coworkers have diverse linguistic or cultural backgrounds. Consequently, they may struggle to understand each other due to differences in communication norms, body language or interpretations of nonverbal cues.
• Generation gap: Differences in communication styles, values and perspectives between older and younger generations can make it difficult to understand and interact with each other. This includes variations in technology usage, work ethic and approaches to problem-solving.
• Disabilities: People with physical, cognitive or sensory impairments may face unique communication challenges. This could include difficulties in expressing themselves, understanding others and obtaining information.

Common Communication Blockers List

Communication blockers can vary depending on an organization’s culture and the nature of its projects. Let’s look at some common barriers that teams should be aware of and actively address.

Accusing others without evidence or assuming negative intentions to make others feel guilty creates tension and resentment within the workplace. This makes it difficult to communicate openly and hurts other people’s feelings.

Judging others or making presumptions about others’ motivations or situations based on limited details can lead to misunderstandings and damaged relationships.

Insulting others and using sarcasm or negative language can create a hostile and toxic environment, alienate team members, undermine trust and prevent constructive conversation.

Constantly interrupting, talking over others or changing the subject can result in feelings of disrespect, as individuals may not feel heard or understood. This behavior also obstructs meaningful communication and the sharing of crucial ideas and knowledge.

Selectively hearing involves paying attention to certain parts of a conversation while ignoring the rest. This can result in misunderstandings and missed opportunities for collaboration.

Passive-aggressive behavior, such as sarcasm, backhanded compliments, indirect communication or the silent treatment, can create an atmosphere of mistrust, block honest communication and harm a healthy relationship.

Difficult conversations, such as addressing problems or conflicts within a team, are necessary for growth and progress. Avoiding these conversations can cause risks to turn into issues , resulting in a tense and unproductive workplace.

Tone of voice and body language can have a significant impact on how a message is received and can be easily misinterpreted in written or verbal communication. This may cause misunderstandings and conflicts among coworkers.

Crossed arms, avoiding eye contact or turning away while someone is speaking can signal to the other party that you are not interested and can create a sense of disrespect or defensiveness.

Even without words, negative facial expressions such as frowns, eyerolls or raised eyebrows can convey disapproval, judgment or a lack of interest in what the other person is saying. This can create tension and interrupt the natural flow of conversation.

Techniques to Overcome Blockers for Effective Communication 

Overcoming communication barriers requires time and a conscious effort from everyone on the team. Below are some techniques that can help overcome the aforementioned communication blockers and create a more open communication environment.

• Practice active listening: Active listening is an essential part of acknowledging others’ perspectives and emotions, as well as a way to develop strong relationships. Team members should respect the speaker by paying attention and asking questions to ensure they understand the message correctly.
• Provide context and clarity: Be sure to provide sufficient context and background information to help everyone on the team fully understand the message and perspective. Additionally, communicating with simple language, avoiding jargon and providing examples can enhance clarity in communication.
• Encourage open and honest communication: Every workplace should have a safe space where employees can openly express their thoughts and concerns. This will help build trust and ultimately improve team dynamics, especially during events like sprint reviews and project retrospective meetings .
• Seek feedback and reflection: Asking for feedback from others and thinking about your communication skills and behaviors can help identify areas for improvement. This feedback loop allows for continuous growth and aids in developing the ability to communicate effectively.

How Communication Tools Can Help Overcome Blockers

Communication tools can be incredibly useful in overcoming communication blockers and improving interactions within teams. Below, we will discuss the key benefits of using these tools and provide a list of some tools that can help your business navigate barriers.

• Facilitate real-time communication: Many project management platforms offer features like instant messaging and real-time task updates so teams can quickly address any issues or concerns that arise. Check out our monday.com review if you’re looking for a tool to streamline your team’s communication.
• Centralize information sharing: Project management tools such as ClickUp and Zoho Projects provide a document management system that centralizes information sharing in one place, making it easy to organize the project’s data, updates and documents. This helps minimize confusion and ensures everyone is on the same page.
• Encourage collaboration: Using virtual tools allows teams to collaboratively brainstorm and visualize concepts. Project management software with video-conferencing integrations further facilitates discussions, decision-making and alignment. Read our ClickUp review if you need a collaborative tool with a whiteboard and mind map feature.
• Provide clear communication channels: Teams can use tools like Slack or Discord to organize discussions into channels or threads based on topics or projects. Having specified communication channels cuts down on misunderstandings and allows employees to quickly find relevant information, resulting in successful project outcomes.

Final Thoughts

Communication blockers may seem subtle, but they can have a significant impact on a team’s productivity, morale and emotional well-being. Remember, nobody wants to work in a negative atmosphere where people talk down to others, falsely blame or judge coworkers, or lack honest, open communication skills.

Overcoming these obstacles is not just the project manager’s job — everyone should be aware of them and take responsibility for creating a respectful, positive work environment. By actively listening, speaking clearly and being open about thoughts and concerns, teams can work together more effectively. Good communication is key to successful project completion.

What are your thoughts on communication blocks? Have you experienced any specific barriers that hindered communication within your teams? How did you address them? Share your experiences and insights in the comments below. Thank you for reading!

FAQ: Communication Blocks

Seven common communication blocks include unfairly accusing, prematurely judging, speaking with negative language, interrupting others, selectively hearing, using passive-aggressive behavior and avoiding difficult conversations.

A communication stopper is a behavior or action that disrupts the flow of communication and hinders the exchange of information between people. Some examples include interrupting the conversation, using dismissive language and abruptly switching the subject.

Communication blocks refer to any barrier that prevents the effective exchange of information and messages during a conversation. These obstacles can result in misunderstandings and conflicts within teams.

There are several reasons why you may experience communication blocks, such as personal biases and traits, a lack of active listening, cultural and language differences, generation gaps or emotional triggers.

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Project Management Tutorial

By knowledgehut ., 1. what is project management, 2. activity-based costing, 3. agile project management, 4. basic management skills, 5. basic quality tools, 6. benchmarking process, 7. cause and effect diagram, 8. change management process, 9. communication management, 10. communication blocker, 11. communication methods, 12. communication channels, 13. communication model, 14. conflict management, 15. critical path method (cpm), 16. critical chain method, 17. crisis management, 18. decision making process, 19. design of experiment, 20. effective communication skills, 21. effective presentation skills, 22. enterprise resource planning, 23. event chain methodology, 24. extreme project management, 25. gantt chart tool, 26. just-in-time (jit) manufacturing, 27. knowledge management, 28. leads, lags & float, 29. management best practices, 30. management styles, 31. management by objective (mbo), 32. monte carlo analysis, 33. motivation theories, 34. negotiation skills, 35. organization structures, 36. pert estimation technique, 37. prince2 project management methodology, 38. pareto chart tool, 39. powerful leadership skills, 40. process-based management, 41. procurement documents, 42. procurement management, 43. project activity diagram, 44. project charter, 45. project contract types, 46. project cost control, 47. project kick-off meeting, 48. project lessons learnt, 49. project management methodologies, 50. project management office, 51. project management processes, 52. project management tools, 53. project management triangle, 54. project manager goals, 55. project portfolio management, 56. project quality plan, 57. project records management, 58. project risk categories, 59. project risk management, 60. project scope definition, 61. project selection methods, 62. project success criteria, 63. project time management, 64. project management software, 65. project workforce management, 66. quality assurance and quality control, 67. raci chart tool, 68. rewards and recognition, 69. requirements collection, 70. resource levelling, 71. staffing management plan, 72. stakeholder management, 73. statement of work (sow), 74. stress management techniques, 75. structured brainstorming, 76. succession planning, 77. supply chain management, 78. team building program, 79. team motivation, 80. the balanced score card, 81. the halo effect, 82. the make or buy decision, 83. the rule of seven, 84. the virtual team, 85. total productive maintenance, 86. total quality management, 87. traditional project management, 88. work breakdown structure, communication blocker.

In today’s global business world, communication is of paramount importance which binds people together and facilitates meaningful exchange of thoughts and information.

A communication blocker is something which can create a divide between people and can impede the flow of effective communication. Communication blocker can create a loss of enthusiasm to communicate and can many times completely break the communication between people. Very often people end up using communication blockers in their communication; sometimes intentionally and sometimes unintentionally. Communication blockers can really create a wall between people and create immense emotional distress. 

Hence it is extremely important to become aware about the various communication blockers so that we can avoid them in all respect and will never allow them to affect our communication in a negative way. Get to know more about communication blockers with the best PMP certification to get the most out of them.

Some of the important communication blockers include:

1. accusing.

Blaming someone and making someone feel guilty is a sure shot way of creating a negative atmosphere and this can surely block open communication.

2. Judging  

Judging someone too quickly and passing on a verdict about them as being “bad” or “good” will easily lead to a feeling of “insecure” and “inferior” in the minds of people and can lead to loss of communication.

3. Insulting

It is important to manage one’s anger and temper. No matter what, we should not be using our temper in a negative way  and end up insulting someone.

4. Diagnosis

Many times there will be a need to diagnose the validity of information provided by someone, especially from some experts. This can be a very sensitive thing to do. It must be done with adequate research and care. Otherwise, we may end up hurting the sentiments of the people whose information we are trying to validate.

Sarcasm is one of the worst kinds of behaviour we can use. This is a sure shot way to push people back into their shell. This creates a feeling of extreme disrespect. It has all the potential to completely breakdown the communication. By being courteous we can win people’s trust and get things done.

6. Globalizing  

Using extreme words such “Always”, “Never”, “Absolutely Not” etc have the potential to create a wall between people. It is important to involve and engage people in communication. Hence such strong words should not be used.

7. Threats or Orders

Ordering or threatening someone by using one’s power of position is one of the most negative way of engaging with people. It is important to be understanding in a team environment. 

8. Interrupting

Frequent interruptions to a person can surely create a negative feeling in his/her mind and that person can retreat himself/herself from the conversation. Hence interruption should be done for genuine clarification. 

9. Changing the subject

Suddenly changing the topic of conversation also will have similar impact of making the other person to feel as if you are not interested in a conversation, leading to retreating from communication. Hence one needs to be careful not to suddenly change the subject suddenly. 

10. Calling for reassurance

In a meeting, if one of the team members shared some crucial information, and you try to get this validated and reassured from others in the meeting immediately, then the person who shared this information may end up feeling very uncomfortable. If there will be a need for reassurance, it should be done in private.

Conclusion :

Communication is the only way we can effectively engage with people and exchange our views and thoughts. Communication is between two minds and two hearts. It involves a huge amount of emotions and feelings of people. 

Communication blockers described above, are some of the most common yet most destructive sins of communication, we may end up committing. Hence we need to be careful and conscious about avoiding the above communication blockers at all cost. 

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The content of the motivation theories are well explained and its has been of great help to me . Thank you for making it that easy for easy understanding.

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1 November, 2021

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Impediments, Obstacles, and Blockers: How to Address and Remove Them

By   Mike Clayton

Sometimes, stuff gets in the way of doing our jobs. But, for Project Managers, impediments, obstacles, and blockers are our day-to-day job. 

If you don’t know how to deal with them… 

Or, worse, if you find them uncomfortable frustrations that you’d rather avoid… 

Then maybe, Project Management isn’t for you.

And the  Project Management Institute  (PMI) has recognized this. In its  new, more pragmatic Project Management Professional (PMP) exam  (from 2 January 2021), this forms one part of the syllabus. 

Among 35 tasks PMI will examine PMP candidates upon, one (Domain I Task 7) is:

Address and Remove Impediments, Obstacles, and Blockers for the Team

PMI suggests you need to know how to:

• Determine critical impediments, obstacles, and blockers for the team
• Prioritize critical impediments, obstacles, and blockers for the team
• Use network to implement solutions to remove impediments, obstacles, and blockers for the team
• Reassess continually to ensure impediments, obstacles, and blockers for the team are being addressed

On the face of it, there isn’t much to this: it’s just dealing with stuff. But, to me, there is a big overlap here with Issue Management – the topic of Domain II Task 15 and what I often refer to as the  PMBOK Guide’s Missing Knowledge Area .

Our Approach to the Topic

In this article, we will look at how to address and remove project impediments, obstacles, and blockers. We’ll look at:

What does PMI mean by Impediments, Obstacles, and Blockers?

The basic approach to project impediments, obstacles, and blockers, the core attitude for helping your team to overcome impediments, obstacles, and blockers, informal approaches to address and remove impediments, obstacles, and blockers, formal approaches to address and remove impediments, obstacles, and blockers, specific agile approaches to address and remove impediments, obstacles, and blockers.

The  6 th  edition of the PMI’s Project Management Body of Knowledge  (the PMBOK Guide) does not define either Impediment, Obstacle, or Blocker.

Helpfully, but not very, the new  PMBOK 7 th  edition  steps in…

Impediment . An obstacle that prevents the team from achieving its objectives. Also known as a blocker. A Guide to the Project Management Body of Knowledge, 7 th  edition Project Management Institute, 2021

So, is  Address and Remove Impediments, Obstacles, and Blockers for the Team a  pleonasm – unnecessary use of words? Or a tautology – using words that merely repeat the meaning of others you have already used?

Well, in common usage, these words are similar – as PMBOK 7 implies:

• Impediments impede your way
• Obstacles obstruct your way
• Blockers block your way

So, to justify this title, the official PMI training materials go through some hoops. From my notes to the PMP course I took, with an ATP ( the GreyCampus PMP course, which I recommend ), the PMI defines:

• Impediments : something that slows down or hinders progress
• Obstacles : something you need to move, go around, avoid, or overcome, using a strategy
• Blockers : something that causes work to stop

[Any errors in understanding or transcription from the PMI’s materials and the ATP Instructor are my own]

So… clear as mud.

If I had to guess, I’d speculate the PMBOK 7 authors were taking a pop at this nonsense!

And I shall use the three terms, impediments, obstacles, and blockers, interchangeably. 

Whenever you encounter any of these different things (😉) you will first want to gather relevant members of your team, to understand what is going on. You’ll consider things like:

• What the issue is
• What the team has already tried, to resolve the problem
• Who needs to know about it
• Who will take responsibility for leading the resolution process
• What steps you can take
• And how you will follow-up, including communicating to stakeholders and documenting  lessons learned

Two essential processes suggest themselves:

Prioritization, problem solving.

A good project team will establish baseline priority levels, which they will base on considerations such as:

• Potential delay
• Criticality of tasks delayed
• Dependencies that the delay impacts
• Stakeholders affected
• Ability of team members to revert to other, constructive, tsks

It will help to document this, alongside examples.

This will allow you to evaluate any impediments, obstacles, and blockers quickly and prioritize your attention.

Agile Prioritization Tools

Agile methods offer some useful tools for prioritization, such as:

• Fist of Five Team members spontaneously show 1 to five fingers representing their own assessment of the priority. The  PM then allocates the priority level based on an average (mean or median)
• Planning Poker We have a video on this process, that uses scalings of 1, 2, 3, 5, 8, 13…
• T-Shirt Sizes This approach ranks an issue as Small (S), Medium (M), Large (L), Extra Large (XL), or XXL.

Quite simply, when a project runs into numerous obstacles, the team deals with them in priority order, allocating resources according to capabilities and priorities.

Problem-solving is a big topic in itself. So, rather than try to rush it, to fit into a small part of this larger article, I’ll direct you to our resources.

The place to start is with our extended article:  Problem Solving: A Systematic Approach .

Other resources you may find helpful:

• Two Approaches to Solving Project Problems | Video
• What is Design Thinking? Human-centered Problem-solving | Video

Isn’t This Just Issue Management?

Ahh… Yes. To a large extent, we are talking about Issue Management here.

I called this the PMBOK’s missing process, or Knowledge area, and we have a detailed article:  Issue Management: All You Need to Know about PMBoK’s Missing Process  for an in-depth assessment.

Curiously, the same Examination Content Outline (ECO) that added Impediments, Obstacles, and Blockers to the PMP syllabus, also added Manage Project Issues (Domain II, Task 15).

PMI suggests you need to know:

• Recognize when a risk becomes an issue
• Attack the issue with the optimal action to achieve project success
• Collaborate with relevant stakeholders on the approach to resolve the issues

You may also like our video:  How to Anticipate Future Budget Challenges to Your Project .

Your team will desperately want to do a good job. So, your role is to make it as easy for them to do this, as possible.

This is an approach to leadership, called Servant Leadership. In the video below, I refer to the role of a Servant Leader as providing rations (the things a team needs) and a raincoat (protecting the team from distractions).

So, a Servant Leader is a leader who sees their role as being the servant of the people who follow them. Their job is to:

• Provide their followers with what they need, while
• Removing obstacles from their way

This means tackling the blockers and distractions that will prevent your team from performing at their best. And it means taking on those burdens yourself, so they don’t have to. This will free them up, to be as efficient and effective as they can be.

As you’d expect, we have an in-depth article on Servant Leadership:  How Servant Leadership can Deliver Better Results from Your Project Team .

Most of the day-to-day obstacles and impediments you’ll be dealing with only require an informal, ad hoc, approach. Let’s look at the two principal components that make up your daily unblocking approach:

• Communication

Communicating Impediments to Progress

You’ll need to meet stakeholders frequently, to keep them up-to-date. But don’t overload them. There is a fine balance between:

• openness and transparency about issues, on the one hand, and
• creating unnecessary distractions, concern, and workload, on the other

Impediments Board

Keeping your team informed is, in many ways, easier. Firstly, they are professionals. So, they both:

• Need to know what is going on
• Understand that an obstacle is just that – it’s not the end of the world(or even of the project)!

I recommend you keep a part of a large whiteboard or noticeboard to note impediments and issues that are ongoing. You can then ostentatiously cross them out when the matter is resolved. You can also use initials to let everyone know who the point-person (or Single Point of Contact – SPOC) is for the issue.

This ‘Impediments Board’ can be a physical board (my own preference) or part of your team collaboration software stack.

Using Meetings to Shift Obstacles to Your Project’s Progress

There’s a myth that daily stand-up meetings are an artifact of agile projects alone. Nonsense. I was using daily stand-ups before agile (or even Scrum) was a twinkle in the Agile Alliance’s eye!

These stand-up meetings are usually at the start of the working day and include a discussion of obstacles people are encountering.

Requests – Suggestions – Offers

A great way to end the meeting is with a round of requests, suggestions, and offers. In this, anyone can make a request of the group, because they have a blocker in their own work. In response, the facilitator calls first for suggestions. These need to be constructive ideas. Then, the facilitator will call for a round of offers of help, support, or resources.

The formal approach in predictive and hybrid projects – and within some agile teams is an Issue Log, or Issue Register. This takes a similar form to a risk register. Indeed, it is often a single, combined document. This is my preference, with issues being risks with 100% likelihood.

Some Project Managers also like the idea of a log of Risks, Issues, Decisions, and Actions (RIDA). 

You would supplement this with a program of formal risk reviews. This can be at regular intervals or linked to key milestones in your project. 

To keep on top of progress on issues and obstacles, I recommend you close your project team meetings with a ‘Triple-A Close’ .

• Summarise what has been said and agreed
• Formally note any decisions – in precise terms, if necessary
• Who will do what?
• Go around the table
• Get confirmation from each person
• State the next steps 
• Signpost the next meeting

Always…     (One more A) Thank people for their attendance and attention

There are two formal processes in an agile project that can really help with clearing blockers:

• Retrospective

Backlog Assessment

Sprint retrospective.

Although the purpose of the Sprint Retrospective is to find ways to improve quality and effectiveness, one way to do this is to understand the obstacles you faced and how you could tackle them going forward. Because, a sprint retrospective is a chance for your team to assess itself and find ways to improve during the next Sprint.

And, before each sprint, we need to select the work we are going to undertake. And, any impediments will simply get in the way of that work.

So, you need to assess your backlog and any already-committed activities in the context of known obstacles.

This can be either a:

• Proactive response to known risks and likely blockers
• Reactive response to known impediments

Responses include either:

• Including work on the obstacle as a part of the sprint
• Reducing drawdown from the backlog to make time to work on the blocker
• Select backlog items that are not affected by known impediments

Please Tell Us About Your Approaches to Impediments, Obstacles, and Blockers

As always, I am keen for you to share your own ideas and experience. And I will respond to every comment.

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Project Management

How to Remove Project Blockers and Achieve Your Goals: Problem-Solving Strategies for Businesses

Max 9 min read

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Do you feel like you’re constantly running into roadblocks on your projects? Are you struggling to find a way to get around them and achieve your goals? You are not alone.

Many businesses face project blockers that prevent them from reaching their objectives. In this article, we will discuss the most common project blockers and ways to remove them from your path. We will also give several examples of how businesses can overcome these barriers to success.

What is a project blocker?

A project blocker is an item or force that completely inhibits progress in a project. It can be something as simple as a missing piece of information, a change in scope, or even a person. Blockers can also be more complex, such as political changes or natural disasters. Basically, anything that prevents the project from moving forward can be considered a blocker.

Fortunately, project blockers are usually easy to identify. The flow of information in a project is controlled by the dependencies and tasks that must be completed before others. Project blockers stand in the way of these activities from being carried out. No matter the cause, project blockers can have a major impact on your ability to reach your goals.

Project Blocker Vs Impediment

Often, project blockers and impediments are used interchangeably. However, there is a distinction between the two.

An impediment is anything that slows down progress or makes it more difficult to achieve objectives. It can be an internal or external factor. For example, an internal impediment might be a lack of resources. An external one could be bad weather conditions.

A project blocker, on the other hand, is an impediment that completely stops progress. It is a showstopper that cannot be worked around.

Diagnosing the issue: Deeper analysis of causes for blockage

When you’ve discovered a project barrier, the next step is to investigate the scenario further to ensure that it doesn’t recur. Understanding your issues is crucial for preventing future difficulties. This can help you determine where the problem originates so you can detect, address, and never repeat it.

There are many different ways to approach this. One method is to use the Five Whys technique. This involves asking why the problem occurred five times to get to the root cause of the issue.

For example, let’s say your team is having difficulty meeting deadlines.

• Why are we not meeting deadlines ? Because we are not finishing our tasks on time.
• Why are we not finishing our tasks on time? Because we are not starting our tasks on time.
• Why are we not starting our tasks on time? Because we are not getting the information we need to start our tasks.
• Why are we not getting the information we need to start our tasks? Because no one is responding to our emails.
• Why is no one responding to our emails? Because they do not think it is urgent.

After asking the five whys, you can see that the root cause of the problem is that people do not think the task is urgent. You can then take steps to address this issue, such as setting clearer deadlines or sending reminders.

Another approach is to use the Ishikawa diagram, also known as a fishbone diagram. This tool is used to visually brainstorm all of the potential causes of a problem. Once you have identified the possible causes, you can then start to narrow down which one is the most likely cause of the issue.

For example, let’s say you’re trying to improve your team’s productivity . Potential causes:

• Lack of training
• Poor communication
• Inefficient processes
• Unclear goals

After brainstorming the potential causes, you can then start to investigate which one is the most likely cause of the problem. This will help you focus your efforts on the right areas so you can make the most impact.

The most important thing is to take action to address the issue. Once you’ve diagnosed the problem, you can start to put a plan in place to fix it. This might involve changes to processes, communication, or training. Whatever the solution is, it’s important to make sure that everyone is on board and understands what needs to be done.

What are the most common blockers in project management?

There are several different types of project blockers, but some are more common than others. The most common include:

• People Blockers
• Time Blockers
• Dependency Blockers
• Feedback loop Blockers
• Communication Blocker
• Technological Blockers

We’ll tackle each one of these in more detail below.

1. People blocker:

People can be blockers to a project’s success for all sorts of reasons. There might be an issue due to a conflict in personalities or a disagreement on the project’s direction. But not necessarily, it could also be due to a lack of skills or knowledge. Or even just onboarding a new team member who isn’t familiar with the project yet.

Not only that, but they may want to safeguard their concepts, projects, teams, departments, or even their career paths. Some people fear change while others pursue it for personal gain. Whatever the reason, it’s important to be aware of the potential for people to block your project’s progress.

• The first is to try and understand the root cause of the issue. Is there a personality clash? A disagreement on the direction?
• One way to overcome this is to build consensus among the stakeholders.
• Make sure everyone understands the goals of the project and how they will benefit from its successful completion.
• Once you’ve identified the problem, you can start to put a plan in place to resolve it. This might involve mediation, training, or even just a change in communication style.
• The most important thing is to keep the lines of communication open and try to find a resolution that works for everyone.
• Be prepared to make some compromises; not everyone will get everything they want, but if the project is successful, everyone will benefit.

2. Time Blockers:

Just as a house needs a foundation and walls to stand, a project needs a schedule to ensure its timely completion. A schedule provides the framework that holds everything together and helps avoid costly delays.

However, schedules can also be a major source of frustration when they are not followed. All too often, projects fall behind schedule due to a variety of factors, ranging from the unforeseen to the downright preventable. When this happens, it can result in a domino effect of delays that can jeopardize the entire project.

The key to avoiding these delays is to have a clear understanding of the factors that can cause them and take steps to mitigate them. By doing so, you can keep your project on track and avoid costly delays that can jeopardize its success.

Solutions : There are several steps to consider to overcome a time blocker.

• Try and figure out what caused the problem in the first place. Is there a deadline for completion? Are you lacking in personnel or funding?
• Build-in some flexibility into the schedule to account for unforeseen delays.
• If possible, try and break the project down into smaller tasks that can be completed more quickly.
• Consider creating a plan that might involve changing the deadline, allocating more resources, or even rethinking the entire project plan.
• The most important thing is to take action to address the issue.

3. Dependency Blocker:

All projects have dependencies. That’s just a fact of life. But when those dependencies start to pile up, they can become a major blocker to a project’s success. Here are just a few ways that dependency mishaps can occur:

• One team is waiting on another team to finish their work before they can start theirs. This can create a domino effect where one delayed task ends up delaying the entire project.
• A dependent task is more difficult or time-consuming than originally anticipated. This can throw off the entire project schedule and cause other tasks to be delayed as well.
• An outside vendor or service provider fails to deliver on their promises, resulting in a delay for the project team.

Dependencies can be a necessary evil, but when they’re not managed properly, they can quickly become a blocker to success.

• Establish clear dependencies between teams and tasks. This will help avoid confusion and ensure that everyone is aware of their role in the project.
• Regularly communicate with those who are responsible for tasks that your project depends on. This will help you stay up to date on their progress and identify potential risks early on.
• Build contingency plans into the schedule in case a dependent task is delayed. This will help avoid disruptions to the project if an unforeseen delay does occur.

4. Feedback Loop Blockers:

Feedback loop blockers can put a big damper on project momentum. There are several reasons why feedback loop mishaps can occur, and they can all spell disaster for a project.

First, feedback loops can be disrupted when communication breakdowns occur. This can happen when team members are not clear on their roles and responsibilities, or when there is a lack of transparency around project objectives.

Also, feedback loops can be disrupted when unrealistic deadlines are set, or when tasks are not properly scoped.

Finally, feedback loop blockers can also occur when there is a lack of trust between team members, or when team members are not invested in the success of the project.

• Establish clear roles and responsibilities for team members. This will help ensure that everyone is aware of their part in the project and can provide feedback accordingly.
• Make sure that objectives are clear and attainable. This will help team members understand what is expected of them and avoid setting unrealistic deadlines.
• Scope tasks properly to ensure that they are achievable. This will help prevent disruptions to the feedback loop and keep the project on track.
• Build trust among team members by being transparent and open to feedback. This will help ensure that everyone is invested in the success of the project.

5. Communication Blocker:

We’ve all been there. You’re in a meeting, trying to get everyone on the same page about the project at hand when suddenly things start going off the rails: disagreements arise, tempers flare, and before you know it, the meeting is over and nothing has been accomplished.

Or, perhaps you’re trying to work on a deliverable, but you can’t seem to get feedback from your team members promptly. As a result, progress grinds to a halt and the project starts to fall behind schedule.

When it comes to project management, communication is key. Without effective communication, it’s difficult to maintain alignment among team members and keep everyone on track.

Furthermore, communication breakdowns can lead to frustration and conflict, which can quickly derail even the best-laid plans.

Solutions :

• To avoid these communication blockers and keep your project moving forward,
• Be sure to establish clear channels of communication from the outset and make sure everyone knows who is responsible for what.
• Set regular check-ins so that everyone is always aware of the project’s status and can provide input promptly.
• By paying attention to communication from the start, you can avoid potential blockers and ensure that your project stays on track for success.

6. Technological Blockers:

As any project manager knows, technology can be both a blessing and a curse. On the one hand, it can help to automate tasks and facilitate communication. On the other hand, it can also introduce new problems and complications. Technology blockers are one of the most common and frustrating types of issues that project managers have to deal with. They can occur for a variety of reasons, including poor communication, incompatible technology, and inadequate training.

Fortunately, there are a few things that you can do to mitigate the impact of technology blockers.

• Make sure that everyone on your team is on the same page in terms of technology.
• Provide adequate training to avoid any misunderstandings or confusion.
• Be prepared to troubleshoot any problems that arise.
• The key is to have a backup plan in place in case of technical difficulties.
• It could be good to designate someone on your team as the “go-to” person for all things technical.
• By being proactive and prepared, you can avoid the frustration and delays that technology blockers can cause.

By being aware of the most common types of blockers, you can be prepared to deal with them quickly and efficiently. And by taking a step back, evaluating the situation, and brainstorming some possible solutions, you’ll be surprised how easy it can be to find a way around project management blockers.

Project management blockers are just like any other problem you might encounter in your professional life – they can be overcome with some creative thinking and problem-solving skills.

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Understand Project Blockers & How to Transform Them Into Success

Discover how to use project blockers as a catalyst to transform challenges into successes. Explore tips, tools and much more.

As professionals, we've all experienced project blockers.

They're those pesky obstacles that arise during a project that prevent it from moving forward. They can also cause frustrating delays and can even derail entire projects.

But what are project blockers? And how do we transform them into success?

In this article, we’ll explore the different types of project blockers. We’ll review how to identify them, the issues they can cause when left unresolved, and practical strategies for turning them around. And to top it off, we’ll also introduce you to Motion, the powerhouse that can help you easily manage blockers.

Let's get started.

What are project blockers?

In most sports, a blocker is a defensive player who keeps your favorite team from scoring by preventing your team’s advances toward the goal. Similarly, project blockers are like problems that stand in the way of progress.

Sometimes blockers are caused by tasks or activities that depend on each other. But blockers come in many flavors. In the case of blockers that are caused by task dependencies, let’s look at how this happens with a quick example where we’re baking a cake.

Before we can frost the cake, we first need to bake it, and before we can bake it, we need to make the cake mix. Each step depends on the previous one, forming a chain of tasks that must follow a specific sequence. This dependency creates a project blocker because any delay or issue with the cake mix will impact baking and frosting.

Blocker vs. dependency

In the traditional sense, blockers and dependencies are similar concepts; however, they have different meanings. Think of dependencies as one unique and rather friendly kind of blocker.

‎Blockers are obstacles or challenges that arise and prevent progress on a project. They can sometimes be created by dependencies, but often are caused by other events.

In contrast,  dependencies  refer to relationships between tasks or activities, similar to those we discussed in the baking example. Dependencies can impact not only the dependent tasks themselves, but also can affect  resources , schedules, and cost.

So, blockers can be any kind of impediment that interferes with progress, while dependencies are relationships between tasks that dictate the terms of progress.

Let’s go to blockers in general, what types there are, how you know you have them, and what to do to remove or prevent them. Then we’ll jump to how Motion manages scheduling of dependencies and makes it super simple to implement.

Types of blockers

If you manage a project, you’ll probably encounter various blockers. Understanding these different blocker types can help you better spot and handle them.

Let’s go over each type and where they stem from:

• Task blockers:  occur when a task is dependent on the completion of another task.
• People blockers:  come from team members being unavailable or lacking necessary skills.
• Time blockers:  arise due to insufficient time or delays from other dependencies.
• Outside dependency blockers:  come from disruptions or delays because of third-party vendors or suppliers.
• Feedback loop blockers:  happen when there’s impaired or delayed feedback from stakeholders or the team.
• Communication blockers:  stem from miscommunication, unclear instructions, or a lack of effective communication channels.
• Technological blockers:  can come from system failures or incompatible tools.

Symptoms of project blockers

After understanding the different types of blockers, let's now explore the symptoms of some of the blockers. Paying attention to these indicators allows you to address them early before they become a blocker.

‎Here are some key symptoms to look out for:

• When  deadlines are consistently missed , it’s a red flag that something’s amiss. It could mean that dependencies, resource constraints, or other obstacles are getting in the way.
• Frequent conflicts  between team members or stakeholders often come from issues and can create blockers.
• Delayed feedback  can slow down progress. It also indicates potential blockers in the feedback loop which are causing bottlenecks.
• Communication breakdowns  or a lack of clarity is a clear symptom of a potential project blocker.
• Resource constraints  can impede task completion and indicate a looming blocker.
• When the  project   scope  keeps expanding  beyond the original plan without proper control, it is a symptom of project blockers. Scope creep can come from unmanaged changes in the scope of the project.
• Lack of clarity in roles and responsibilities  can result in confusion, inefficiency, and conflicts within the team.

Issues with blockers

In traditional project management, unresolved blockers can lead to many issues. For example, if a task blocker isn’t addressed, it can cause delays and throw off the entire  project timeline . People blockers can create team conflicts, leading to misunderstandings and reduced productivity. Time blockers, like bad time allocation, can result in rushed work, lower quality, and higher stress levels.

In  Agile , unresolved blockers can disrupt the iterative and collaborative nature of the approach. For instance, if a task dependency isn’t resolved, it can hinder the team’s ability to deliver incremental value within a sprint. Communication blockers can limit effective information sharing, restricting collaboration and feedback loops. Technological blockers can impede the team’s ability to deliver operating features during sprints.

Unresolved blockers in both traditional and agile methods can also lead to decreased customer satisfaction and increased risks. They can cause financial problems for your business and ultimately impact the project’s success.

Turning blockers around

Now we'll dive into how we can tackle project blockers head-on and transform them into opportunities for success.

‎First, it’s helpful to identify blockers early on before they become issues. Try techniques like project status meetings, communication audits, risk assessments, and regular  retrospectives . Use these methods to narrow down potential symptoms or blockers and help figure out solutions as quickly as possible.

Next, it’s essential to employ suitable strategies tailored to each issue. For people blockers, you can foster an open culture of cooperation within the team to overcome and enhance teamwork. You can also encourage innovative thinking, which the team can use for technical or resource blockers. In this type of work environment, the team can work together to identify solutions and learn how to do it autonomously.

We can reframe blockers as opportunities for growth and improvement. Rather than viewing them as barriers, consider them stepping stones to develop new skills, refine processes, and strengthen the team.

To help you in the process, here are some other practical tips to employ:

• Assess project progress and identify potential blockers
• Seek innovative solutions and think outside the box when facing blockers
• Maintain open lines of communication within the team
• Take advantage of digital tools and software designed to help identify, track, and resolve blockers

Turning blockers around in Agile project management

Agile practices provide a framework to help teams ‌respond efficiently to blockers.

Daily stand-ups, for example, are an ideal  Agile ceremony  for identifying and handling blockers.  Agile meetings  encourage open communication and teamwork, allowing teams to address blockers.

Retrospectives are reflection meetings where teams review past work and processes. During this meeting, the team can figure out how to prevent similar blockers from happening in future projects.

Backlog grooming and  sprint planning  are helpful solutions for managing and prioritizing blockers. Here, the team can make sure to plan ways to solve any high priority blockers that they find. The Scrum sprint retrospective can be used to identify the cause of blockers in order to prevent them in future sprints.

Agile frameworks like  Scrum  or  Kanban  can provide transparency and visibility into blockers for the entire team. Scrum or Kanban boards visually represent work in progress and can help to spot blockers.

Other examples of Agile practices that target blockers include:

• Spike solution:  this is a focused period to research or prototype when facing technical blockers.
• Pair programming:  works to tackle complex challenges together, accelerating the resolution of blockers.
• Test-driven development (TDD):  before coding, helps catch blockers early.

Motion handles project blockers

Projects often have dependencies where you have to do tasks in order (like the cake, but much more complex). Let's say you have to do tasks in order of A then B then C. Motion’s auto scheduling algorithm is intelligent and can handle these dependencies. In Motion terminology, a blocker is a task dependency.

If you indicate A blocks B, it will schedule B after A, and let you know if B will be overdue because A is taking too long. Not only that, as you’ll see, it can adjust schedules accordingly.

With its intelligent auto-scheduling algorithm and blocker feature, Motion offers a unique solution. Using its features, you can stay on top of tasks dependencies and make sure they follow the proper sequence.

With Motion, you can easily assign task dependencies (blockers) to specific tasks. To do it, simply click the “add blocker” option next to the task, and designate the dependent task. For instance, if Task B is dependent on Task A, and Task C is dependent on Task B, you can assign these blockers within Motion.

‎Motion’s advanced algorithm recognizes your assigned dependencies and schedules the tasks. In the calendar view, you can see the tasks planned in the correct order, considering their dependencies.

‎If you need to adjust the timing of a task, Motion adapts intelligently. When you drag a task to another day, the related tasks automatically follow, maintaining the correct order.

‎Motion keeps you informed about potential delays caused by blockers. If Task A is taking longer than expected and blocking Task B, Motion will alert you and suggest new time slots for tasks.

Motion also offers additional visual aids to manage blockers. When working with Kanban boards, you can use color coding to highlight blockers, even if they are in different columns. You can also use Motion for blocker clustering to group related tasks to see any dependencies.

Ready to try this game-changing software solution? Sign up for  your 7-day free trial  today.

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If you are a project manager, then you are aware of blockers. Projects with a lot of moving parts need to be constantly pushed forward. Blockers are those inevitable and frustrating things that present themselves at the most inopportune times, literally blocking the progress of a task or effort. This article focuses on the different types of blockers you may encounter, with examples and suggestions on how to minimize their impact.

What Is a Blocker?

A project blocker is anything that completely prevents progress from occurring within a project. A blocker can be a person or a thing, and can be internal or external. They are show-stopping and require immediate attention to resolve. Luckily, blockers are also almost always predictable. Every project has dependencies or tasks that have to happen before others; blockers prevent these tasks from being completed.

Impediments, which are different from blockers and less severe, can also occur. Often called bottlenecks or constraints, they limit progress, but do not entirely stop it.

Read more: Best Project Management Software for 2021

People Blockers

A person or group of people can bring progress on a project to an abrupt halt. Have you ever kicked off a project , only to have a new person take over or join late? This individual has to be brought up to speed, which can add days or weeks of time. Depending on their role, the whole project may have to be put on hold until they are capable of picking up where the last person left off.

You can’t always avoid people blockers, as teams tend to grow and change with companies. The best course of action is to reel the new person in as soon as you can and give them a mini-kick off to bring them up to speed quickly. From there, you should support them as they integrate with the team and role.

Dependency Blockers

Dependencies, or things that need to occur before or immediately after a task or workstream, need special attention. A new brand created by an outside agency that requires approval before the website your team is building can launch — that’s an example of a dependency. Say the agency project manager gives you their timeline, but it begins to slip for reasons unknown. What you thought would be done by June is now pushing into mid-July, adding weeks to your effort.

This situation can be predictable, but it’s not always avoidable. Constant communication with the vendor team lead or PM is necessary to understand where they are with their efforts, and what is left. When a dependency blocker arises, you should reprioritize your project plan and identify things you can begin work on now. That way, your team is prepared for when the project can officially move forward.

Read More : What Is Project Quality Management?

Feedback Loop Blockers

There is no better feeling than handing off a deliverable for review and feedback, especially when it is on time. Whether it’s going to an internal executive, a vendor, or a client, there is a sense of accomplishment in completing a draft or final version and anticipating constructive comments or a thumbs up. You craft the email, hit send, and fully anticipate a response by the date indicated. In a perfect world, yes, this can happen. In the world of a project manager, it’s not likely.

A feedback loop blocker occurs when a reviewer keeps asking for more and more changes to a deliverable, halting project progress. There are several ways to minimize feedback loop blockers.

• Set up a feedback meeting. Instead of sending things off into oblivion and hoping for the best, you can schedule a call with the reviewer to walk them through the deliverable with a request to look it over beforehand and to come prepared with questions. This way you can record the bulk of their feedback in one session, and any outstanding questions can be answered shortly thereafter while you begin implementing the changes.
• Consolidate feedback. If there is more than one reviewer, ask for feedback from them individually with a clear deadline. Then schedule a group call to review the consolidated feedback.
• Use a collaboration tool. You can use a tool like Workfront for design or visual deliverables, or a simple one like Google Docs or PowerPoint for text-based items. You want to see changes and comments that include timestamps and notification options, so you know as soon as the review takes place.
• Get a timeline. For more regulated reviews with associations or legal, it is helpful to ask for their review calendar. Coordinate according to their schedule, and build that into your timeline.

Time Blockers

Time can be a project friend or a foe. Give your team too much time to do something and they might keep extending it out. Give them too little time, and they might keep extending it out. Creative tasks like designs are a good example of something that can go on and on.

The project timeline is a guide and a tool to keep things moving and your team accountable. Push back as they might, it’s important that they stick to the agreed upon deadlines before a few hours’ or days’ delay spirals out of control. Any number of reasons may come up for not following the timeline, from competing, higher priority work to poor time estimates across tasks. Frequent check-ins provide an opportunity to keep a finger on the pulse of progress. Learn your team members’ strengths, weaknesses, and habits, and you will be able to find the most effective timeline for tasks. Remember: Everyone wants to be successful in their work, and not everyone works in the same way.

Read more: How to Use Different Project Timeline Templates

Communication Blockers

We have all heard communication is key. There has never been a more true statement when it comes to running a successful project. Communicating the right information to the right people is a puzzle the project manager has to decipher early on. When projects get technical or complicated with overlapping workstreams, and deliverables are dependent on multiple factors, it can feel like a juggling act. With many teams working remotely now, details can get lost or miscommunicated and lead to vague requirements, wreaking exponential havoc later on.

Here’s four tips for heading off communication blockers:

• Write it down. Detailing questions, answers, and action items in an email or other written format that spells out exactly what is being asked for.
• Get a second opinion. Double-check specifics with team leads and subject matter experts before sending a complex communication to ensure it is error-free and clear.
• Get confirmation. When you receive a request, follow up with a quick phone call or instant message to confirm you understand it.
• Open the floor. Before you end a meeting, ask if anyone has questions or needs clarification.

Read More: What is Project Management? Definition, Types & Examples

Technical Blockers

Projects that involve development often get blocked by technical issues with code or during testing. Depending on the size and expertise of the development team, technical issues can be expected, but sometimes they are a surprise. Either can be costly in time and money. Examples include new technology , blackout periods, hardware malfunctions, server crashes, bugs, and environmental issues. Try to predict what these could be and plan for them in advance of the work.

There are processes you can use to minimize the impact of these blockers.

• Build a prototype that includes a sampling of functionality.
• Schedule time for multiple releases and reviews.
• Follow an agile process and include just a few features in a sprint that can be built and tested quickly, then built upon.
• Schedule a mock run for a larger release and walk through it in a test environment prior to the go live event.

How to Handle Team Bandwidth

Team bandwidth is arguably one of the most common blockers to a project’s progress. Work can come in waves with downtime in between. Something might go on hold, freeing up time for other projects. And then it comes back, and one or more team members are over capacity again. There are really two options here: bring on more people to help, or keep the team as-is.

Bringing another person to the team mid-project creates a new challenge for project managers.

Pros: This person can help divide and conquer the workload. The lost time can be made up, and now you have backup experience.

Cons: A new person needs time to ramp up, and now you are managing two people through one task or workstream — which takes up more of your time. There is no guarantee this will make things quicker and easier. Also, there is budget impact when you double the role. Further, the new person’s work may not look, read, or function the same as the other person’s. And they may work at different speeds on the same thing.

Keeping the team as-is will require some action on the project manager to navigate this tricky blocker of their time.

Pros: You can communicate the time issue to management and see if there is leeway. Request a list of projects to see where your project falls in terms of resources. Also, there are time entry tools like Harvest that require team members to log hours against a budget plan. This will engage them to manage their time with a goal of not exceeding estimated hours. This works especially well in small business, where budgets are tight and every hour and dollar are tracked.

Cons: You will continue to juggle the team’s time, but this may be the best solution for budget. Sometimes, they may not be able to deliver on the schedule and budget, and a change order may be required.

How to Handle Overworked Teams

You may be dealing with an entire team that is overworked and falling short. Depending on the pace of work communicated by stakeholders, you could inherit a team that doesn’t get a break between projects, or has multiple high-priority commitments going on at the same time. Project managers don’t usually have a say in these matters and are expected to work with what they get. An overworked team can threaten project progress with multiple blocker opportunities if you don’t plan well for this scenario. Over time, this can lead to burnout and then you have a more serious issue to address.

Symptoms of overworked individuals:

• It is difficult to book time with them because calendars are full.
• They come to meetings unprepared.
• They express frustration at having to switch focus so often.
• They are distracted by instant messages and email during meetings.
• They arrive late to meetings, cut out early, or miss them entirely.

Best practice when dealing with overworked teams is to make the environment of your project as efficient and productive as possible.

• Limit meetings to 30 minutes, and only invite those that must attend.
• Confirm and understand the priority of the project in comparison to others.
• tasks frequently to understand what is needed and when.
• Track time with tools you can pull reports on.
• Divide up tasks so the team can use time effectively.
• Identify tasks or projects that can be postponed.
• Say no to things that just aren’t needed.

All project managers wrestle with the constraint of scope, time, and cost to produce a quality product or service. The successful completion of a project requires a project manager to keep track of all blockers, constraints, bottlenecks and dependencies, and reallocate resources as needed until the end of the project.

Read next: 2021 Guide to Becoming a Project Manager

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Back to Basics: Using the 4 Blocker for Project Management Communication - DockYard

• Project Management

Client Partner

5 April 2022

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All experienced project managers know that keeping a project on track and flowing smoothly hinges on effective communication. And when you’re sending information from your team to an outside partner, it’s vital to provide it in a consistent, concise way that makes consumption easy and keeps decision making simple.

One of the ways I’ve achieved that throughout my career is with the 4 Blocker. The 4 Blocker is a one-page document that gives a stakeholder critical information at a glance. Not only does this give them a high-level understanding of the project, but it’s also helpful to ensure that the project management team shares information with clients uniformly, no matter who’s sending it.

While the 4 Blocker may have initially been a teaching tool for junior project managers, it’s also a helpful refresh for seasoned project managers who are far down the rabbit hole of long, narrative status updates (which may or may not even be read!).

Getting back to the basics challenges project managers to eliminate information overload. Usually, each block of information contains a limit of three bullet points. This framework encourages project managers to include only the most critical information in the update (ensuring the update can be consumed quickly and easily.)

The document has two focus areas:

• The introduction, and
• The substance

The Introduction

The introduction consists of project staples:

The project name

A one-sentence description: The goal for what the team should accomplish by the end of the project. It’s important to keep this front and center so everyone stays on task. This centers everyone around a specific goal to avoid scope creep or misunderstandings.

Dates, which should include your

Target End Date : The date you anticipate the project will be completed.

Next Release Date : This section is important for teams that work in sprints, like we do at DockYard. This is where you’ll list the date at the end of a sprint when you’ll release your work to the client for a demo, further discussion, etc.

Status Date : The date you’re sending the 4 Blocker to the client for review

The Substance

The substance of the 4 Blocker consists of:

Upcoming milestones: These are points within the timeline that your team has identified as important markers to ensure you’re on the right track as you progress through the project.

Key achievements: These are items or tasks the team agreed during the previous sprint were important to complete, and which they’ve checked off during the current sprint.

Next steps: These items are the next block of work the team will complete in the upcoming sprint.

Action items & decisions: When meeting with the client, sometimes they need to decide how to proceed. Capture these tasks for visibility and accountability for the upcoming sprint.

As with any documentation, The 4 Blocker can be adjusted depending on the organization, frequency of updates, or specific measurements desired. Regardless of what form you decide to use, however, it’s important that the project team use the same template consistently so all clients receive uniform information regardless of the project.

Sometimes the basics are exactly what your team needs to get back on track. Relying on the 4 Blocker is a simple, effective way to make sure you, your team, and your client get all the most important information quickly and reliably.

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Sure Ways to Avoid Communication Blockers

Nov 16, 2016 | Communication Management , Project Management | 0 |

Communication barriers hinder your effectiveness in communicating with people in the company. A project manager should be aware of these communication barriers so you can get rid of it or may unintentionally use it.

Common Communication Blockers

Accusing and blaming must be avoided in a corporate place especially when you do not know the whole story. Do not accuse anyone of doing something just because you heard it from someone else. Do not make others feel  guilty of doing something they actually did not do.

When you judge a person, you make him/her feel that s/he is inferior to you. Hence, this person will not trust you of telling you things because you judge right away without reflecting on a particular topic. Let your project team feel that you can be trusted.

Never insult someone just because you have a bad day. If you have temper problems, look for best ways on how to manage it but insulting other people is not one of those. No matter how wrong a project member may be, you should be professional enough to deal with it.

Some project contributors will not tell you everything that they know so you have to be very keen and learn how to diagnose what the other person has been said before actually doing it. Try to do a bit of research before taking any actions.

If you become sarcastic, the result may be, that person will not give you the information that you might need. Be courteous and nice enough so that person will not hold something against you.

• Globalizing

Do not use “always”  and  “never” during conversations because it creates a wall between you and the person you are talking to. Let the other people feel involved in the discussion and do not impose that it is just all about you.

• Threats or Orders

Avoid threats and orders when communicating because it hinders interactive and collaborative communication among project team . Being an understanding person promotes successful outcome in communication.

• Interrupting

Avoid interrupting when someone is speaking so the person would feel that you are interested and eager to listen. If you want to clarify or oppose on something, wait for your turn. Interrupt when it is really necessary and if there are things to be clarified.

• Changing the Subject

Changing the subject in the middle of a discussion means you are not interested to listen anymore. This will show your unwillingness to take part in the discussion. This may result to ineffective communication.

• Calling for Reassurance

If there is a need of reassurance, make sure to do it privately so the person will not feel that you do not trust him or her. This may offend the team member and may be discouraged to tell you information you need in the future.

Communication barriers must be avoided in the corporate culture. A project manager should know how to communicate effectively and encourage the others by educating them. These communication barriers may affect the growth of the personal relationships of the employees thus, gettingrid of them is highly recommended.

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Management Square is a service provider company specializing in Strategy Execution, Business Transformation, and Portfolio, Program and Project Management. Our mission is to create high quality trainings through professional excellence, and to provide a consultancy of choice through extensive learning experiences.

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• 7 Ways To Remove The Project Blockers Holding Up Your Team

There’s no worse feeling for a project manager than when their project gets stuck. When there’s a deadline hanging over your head, it can be frustrating trying to figure out what’s going on. No matter what’s causing them or what form they take, project blockers can bring your projects to a screeching halt.

But n o blocker is insurmountable. When you have the right tools, the right plan, and the right training, you can deal with common project blockers, anticipate them, and mitigate the impact they’ll have on your projects. Here are seven ways you can make sure a project blocker isn’t a project ender.

What is a project blocker?

Any single event that brings your project to a screeching halt can be considered a project blocker. They might halt the project for a few hours, a few days, maybe even a few months. A blocker can take many forms, but they all have this in common; a project can’t be completed until they’re dealt with. Here are just a few examples of the kinds of blockers you might come across:

• People blockers: Did a person essential to the project just leave the company? Maybe they’ve just been reassigned to a different team? When a person’s presence, absence, or priorities gets in the way of finishing a project, you’re dealing with a people blocker.
• Dependency blockers: Some tasks depend on other tasks before they can be completed. These are called dependencies . A dependency becomes a project blocker when it stops the whole project from moving forward.
• Feedback loop blockers: Important projects can depend on feedback from multiple stakeholders . Sometimes, that can slow things down. Other times, it can completely block a project from moving forward.
• Communication blockers: Clear communication is key to any project. When essential information is misunderstood — or worse, completely missed — your project can get in trouble.
• Technical blockers: If a project needs a specific technical skill or expertise to be completed, an absence of either can end up blocking it.

Now that you have a better understanding of these blockers, let’s go over some of the ways you can keep them from tripping you up.

Use a work management tool to anticipate blockers

Whether teams work together or are scattered in different locations and time zones, communication issues can obscure potential obstacles. Customizable, easy-to-use work tracking software will prevent your teams from getting caught unawares. These tools give your teams the ability to see each other’s progress and easily stay informed on any updates, issues, or blockers. Tracking features also give you a way to follow a potential blocker back to its source. You’ll be able to see which employees worked on the relevant tasks , when they were worked on, and what the actual problems are. Team members can also comment on any issues or delays they’re experiencing right in the task cards, which can facilitate communication about problems that are impeding their work.

Streamline the feedback cycle

Getting feedback from stakeholders can be tough . Often, projects rely on the feedback and approval of some of your organization’s busiest people. Many project blockers can be traced back to a feedback cycle that’s far from streamlined.

Improving your feedback cycle can mean removing people from the approval process, swapping them out for alternate stakeholders, or even just doing away with the approval process entirely. Not everything needs an executive’s stamp of approval. For example, you could move to a system of implicit approval, where supervisors are notified “this is what’s going up tomorrow unless you tell us otherwise or have changes to suggest.”

Automate as many tasks as you can

Automating tasks and removing manual steps can make many processes flow much more smoothly. Automation speeds up workflows and eliminates potential bottlenecks and sticking points. It’s also more efficient, easier to monitor, and reduces the amount of time and money you have to spend on training.

With the right tools, you can automate any aspect of your project. Reporting , an essential aspect of any project, can be automated with reporting and data tools , as well as workflow automation tools . And that’s just one way you can automate your projects.

Train yourself to recognize project blockers

When it comes to project blockers, denial is a real thing. It’s all too easy to pivot away from a blocker with some vague intentions of coming back to it later, pretending that you’re not blocked, you’re just reprioritizing. Avoidance and procrastination can delay the inevitable for a long time, but sooner or later, blockers have to be dealt with. Sometimes you have to acknowledge that you might need somebody else’s help to complete a task, or that you need to talk to a team member (or their manager) who’s holding up your progress.

Communicate about problems asynchronously

Don’t wait for an immediate answer when you have a question about an issue that’s come up: use asynchronous communication platforms . Booking a meeting any time you need updates about a specific project can slow everybody down. With asynchronous communication — whether that’s through your project management tool of choice or a chat app — you can send questions whenever they come to you, knowing you’ll get an answer. Asynchronous communication is also easier to track. With a history of back-and-forth communication, it’s easier to point someone to past updates. Otherwise you’d have to repeat yourself.

Discuss project blockers in your daily scrum

If you’re working in an Agile development environment, your daily scrum is an ideal time and place to bring up blockers and brainstorm ways to neutralize them. Every daily scrum should include some attempt to tease out blockers — you can ask team members if they had to stop, slow down, or hesitate at any point when they were working on recent tasks. If so, ask what prompted it and what might help them avoid similar issues in the future.

Break through blockers with Unito

Are you leading teams that work across multiple tools? That divide between tools could be the reason why project blockers are slipping through unnoticed. Having to jump between tools can make it tough to keep visibility on the most important things your teams are up to.

You can bring everything into focus with Unito. By building workflows with Unito,  you can take advantage of deep, two-way integrations , meaning a project’s most important information is kept updated across multiple tools. With Unito, you can turn disparate tools into a single collaborative environment in just a few clicks. Want to find out how it works? Check it out.

Don’t let project blockers stop you

We all face blockers in our daily tasks, whether they’re minor distractions or seemingly insurmountable problems. By calling them what they are and falling back on a strategy to pinpoint their causes and figure out how to remove them, you can keep your work processes advancing toward their goals . Just make sure you take advantage of your workflow tools and project management software — they’ve all got features and functions designed to help you identify, discuss, and bust through your project blockers.

Ready to crush those blockers?

With a team coordination workflow powered by Unito, your teams can get more done and stop feeling stuck.

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Project Blockers

Missing elements, scope changes, uncontrollable delays, how to track blockers, resolving blockers, managing commercial expectations.

There can be elements out of the team’s control when working on any project. Product Managers always strive to help their stakeholders unblock situations and make progress. However, it is essential to keep track of the out-of-control blockers that impact a project’s timeline and budget. Tracking the blockers is even more critical for closed-scope projects .

What is Considered a Blocker

A blocker doesn’t necessarily mean that the team cannot make any progress at all. The team continuously seeks to make progress. Anything that impacts the project timeline and budget is considered a blocker because it prevents the team from delivering the product within the agreed project parameters (requirements, budget, timeline).

In the context of this document, the term “blocker” can be defined as “something that prevents progress within the agreed-upon parameters.”

Any missing element is considered a blocker. For example (the following list is not exhaustive):

• Unanswered questions
• Missing information
• Missing credentials
• Lack of access to tools
• Unclear requirements
• Outdated or unusable design

Although acceptable through the Request For Change process , a change in the project scope is also considered a blocker —especially for closed-scope projects— because it will require research and planning time that was not accounted for when defining the project timeline and budget. Scope changes inevitably result in delays.

Generally speaking, a blocker can be anything that leads to a delay in the project timeline and, consequently, an increased cost caused by a timeline extension or the need for additional resources to complete the project within a set timeframe.

When a blocker arises, the Product Manager must immediately take action and follow these steps:

• Log the blocker in the Notion blockers tracker .
• Application
• Raised On Date
• Expected Resolution Date
• Status ( Open , Closed )

Fill in the details following the template.

Add at least one action to resolve the blocker following the Actions Needed template.

• Inform the primary stakeholder on the client’s side about the blocker and its possible impact (typically delays and budget increase) via email .

The Product Manager will need to continuously update the status of the blocker in the Notion blockers tracker and report any and all updates, finally, to a resolution.

As part of their daily activities, Product Managers must work to resolve any given blocker. Product Managers might not always have the capacity to resolve a blocker independently, but they must always promptly facilitate a blocker’s resolution.

Resolving blockers is always the primary objective. Yet, managing commercial expectations is an essential secondary objective.

As explained earlier, blockers usually lead to an increased timeline and budget. The team must communicate the commercial impact to the client, and the client must acknowledge their responsibility for the delays and cost increase.

Managing commercial expectations is the responsibility of the Business Development team. For the Business Development team to manage expectations efficiently, the team must establish an unambiguous communication flow between Product (identifying and resolving blockers) and Business (managing commercial expectations and creating the necessary commercial agreements).

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Asynchronous Communication for Project Managers: A Tactical Guide to Getting More Done While Communicating Less

The real risks of ‘always-on’ communication: distractions, burnout, and bad work

Let’s get something out of the way. While we’re going to push hard on asynchronous communication benefits, that doesn’t take away from the value you get from coming together and chatting.

For decades, synchronous, ‘always-on’ communication was the standard model for office workers. It worked mainly due to the buffers already in place: office doors to signal when you were busy. Lower expectations to respond instantly to emails or messages. Etc…

But today, pretty much all the buffers we once had between focused work and the onslaught of messages, requests, and interruptions are gone.

Open offices make it impossible to signal that you shouldn’t be disturbed. Real-time chat sets the expectations that you’re always around and available. While the ease of video chat makes last-minute meetings a regular occurrence.

A study published in the Harvard Business Review found that time spent on collaborative activities has ballooned by 50% in the past two decades.

As the study’s authors write, at many companies, employees spend up to 80% of their day in meetings, on the phone, and responding to emails, “leaving little time for all the critical work they must complete on their own.”

However, always-on communication doesn’t only fracture our focus. It also impacts output, team productivity, and personal well-being in several ways:

• Real-time communication prioritizes presence over productivity. Would you rather have a team that responds right when you send a message? Or one that knows it’s better to get work done before sending an update?
• Being ‘always on’ leads to constant interruptions and a lack of ‘flow.’ Flow is a state of deep focus that happens when you’re working on complex problems without distraction . By some accounts, it’s up to 500% more productive than when you’re constantly interrupted! Synchronous communication makes it more difficult to find flow by opening you up to small yet frequent interruptions throughout the day.
• Synchronous communication causes increased stress and overwork. Psychologists call this anticipatory stress –the anxiety of always assuming you’ll get a work-related email or message throughout the day. This stress makes it harder to detach from work and puts your team at risk of burnout.
• It produces worse decisions and suboptimal work. A study from Northeastern and Carnegie Mellon Universities found that teams who only communicate intermittently have a 24% increase in their performance at work compared to those who are ‘always on’.
• You end up creating ‘information silos’. When communication happens synchronously, you don’t make a record of what’s been discussed or decided. This means that only those at the meeting know what’s going on.

Always-on communication doesn’t only fracture our focus. It also impacts output, team productivity, and personal well-being.

The benefits of asynchronous communication: Better work, more transparency, and deeper focus

The great thing about adopting asynchronous communication is that it pretty much solves all of those above problems.

When your team isn’t expected to be ‘always-on’, they feel less stressed and have more time to think deeply and come up with innovative solutions. They’re also more likely to share information widely throughout your organization.

Ultimately, the better you communicate, the less communication needs to happen.

But those aren’t the only reasons you should be moving away from non-stop communication.

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Project Communications Management According to the PMBOK

August 31, 2018 by Bernie Roseke, P.Eng., PMP Leave a Comment

Many project managers have executed the technical work to perfection only to find out that stakeholders were not satisfied because communication was poor.  Thus, project communication is sometimes more important than the technical work.

Of course, the project manager needs to communicate when unexpected events occur.  That’s the domain of project risk management.  But the ongoing, steady communication with stakeholders that prevents the occurrence of project issues falls under the Project Communications Management knowledge area.

Plan Communications Management

Manage communications.

• Monitor Communications

Many project sins have been forgiven because of good communication. Likewise, when a controversial project is being proposed, the solution is often communication with stakeholders, for example open houses, town hall meetings, and meetings. The project might not even change significantly from its original plan, but the mere communication with stakeholders can often be the deal breaker that allows the project to proceed. Even if the project is not controversial in nature, the PMBOK dictates that standard communication needs such as progress updates, investor circulars, and the like are identified and their content planned out in advance in the form of Communications Management Plan.

• Project charter
• Resource management plan
• Stakeholder engagement plan
• Requirements documentation
• Stakeholder register
• Enterprise environmental factors
• Organizational process assets

Tools & Techniques

• Expert judgment
• Communication requirements analysis
• Communication technology
• Communication models
• Communication methods
• Communication styles assessment
• Political awareness
• Cultural awareness
• Stakeholder engagement assessment matrix
• Communications management plan
• Project schedule

During the project execution phase, managing project communications can be the difference between a successful project and an unsuccessful one. The communications with stakeholders that are identified within the Communications Management Plan are put into practice, and any spontaneous communications are executed as necessary. The process of creating, distributing, and storing the communications is an important part of project management, and requires the constant attention of the project manager.

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• Risk report
• Work performance reports
• Communication competence
• Presentations
• Project management information systems
• Project reporting
• Active listening
• Conflict management
• Meeting management
• Project communications
• Risk register
• Organizational process assets updates

Monitor Communications

Because project communication is so important to the overall success of a project, strong project control should be present. This process involves asking whether the project communications at the current point in the project have been adequate. As part of the Monitoring & Controlling process group, the project manager must include project communication control at regular project status update points. At the same time as earned value analysis, quality control, scope validation, and the other project control items take place, the project manager must ensure that each stakeholder has received the appropriate communication and whether anything should change.

• Work performance data
• Project management information system
• Observation/conversation
• Work performance information
• Change requests

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About Bernie Roseke, P.Eng., PMP

Bernie Roseke, P.Eng., PMP, is the president of Roseke Engineering . As a bridge engineer and project manager, he manages projects ranging from small, local bridges to multi-million dollar projects. He is also the technical brains behind ProjectEngineer , the online project management system for engineers. He is a licensed professional engineer, certified project manager, and six sigma black belt. He lives in Lethbridge, Alberta, Canada, with his wife and two kids.

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Effective Blocker Identification and Resolution in Agile Teams

Ivano García

In the realm of Agile, where iterative progress and rapid delivery are of utmost importance, blockers can be a real thorn in the process. They impede flow, cause delays, and can be a significant source of frustration for teams. However, with the right strategies and proactive measures, Agile teams can efficiently identify and resolve blockers. Let’s dive into the world of blocker management, drawing from years of hands-on experience in Agile teams.

What is a Blocker?

In its simplest form, a blocker is anything that prevents a task, user story, or feature from moving forward. They can be as tangible as a technical defect in a codebase or as intangible as a decision waiting on stakeholder feedback.

Example: Imagine you’re working on integrating a third-party payment gateway into an e-commerce platform. However, you’re awaiting API access credentials from the service provider. Without these credentials, the integration can’t proceed. This waiting period is a blocker.

The Art of Blocker Identification

Recognizing blockers early can make the difference between a sprint that’s a smooth sail and one that’s tumultuous.

Regular Stand-ups: These daily Agile rituals are not just for status updates. They’re the first line of defense against blockers. By discussing what was achieved yesterday and what’s planned for today, team members naturally highlight any obstacles they face.

Visual Management Tools: Using tools like Kanban boards or task tracking systems can visually highlight stuck tasks. If a task hasn’t moved for a while, it’s a red flag.

Example: On a Kanban board, if a task has been in the ‘In Progress’ column for an unusually long time, it might be facing a blocker. It’s a visual cue for the team to dive deeper into the issue.

Strategies for Blocker Resolution

Immediate Escalation: As soon as a blocker is identified, escalate it. Whether it’s to a Scrum Master, Product Owner, or a team lead, ensure the right people are aware.

Blocker Clustering: If multiple team members face similar blockers, cluster them. By grouping similar issues, you can address them in a collective manner, often finding a solution more efficiently.

Example: If three developers face issues with setting up a development environment, it might be beneficial to address it as a common setup problem rather than treating them as individual issues.

Root Cause Analysis: Understand why a blocker occurred. Was it a lack of clarity in requirements? Or perhaps a technical debt that’s now rearing its head? Identifying the root cause can help prevent similar blockers in the future.

Leverage the Team: Remember, Agile is all about collaboration. A blocker for one member might be a simple issue for another. Foster a culture of open communication, and encourage team members to seek help when stuck.

Feedback Loop: After resolving a blocker, feed the learning back into the team. Maybe it’s a change in the DoD (Definition of Done) or a new item in the DoR (Definition of Ready). Ensure that lessons learned from blockers enhance the team’s future performance.

In the Agile ecosystem, blockers are inevitable. However, their impact isn’t. With proactive identification, strategic resolution, and continuous learning, Agile teams can turn blockers from hindrances into opportunities for growth and improvement. After all, in the words of a seasoned Agile practitioner, “It’s not the obstacle but how we tackle it that defines our path.

Written by Ivano García

Systems engineer at @adidas, Blockchain developer, technology and innovation lover

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5 Team Productivity Blockers and How to Overcome Them

Team productivity is one of the most important ingredients in business, and it’s everyone’s responsibility to keep themselves on track. Without productivity, projects can fall behind deadlines, leaving teams scrambling to deal with the consequences. These problems can become even further exacerbated by the lack of a project management office to ensure things run smoothly.

A distracting workplace can cost you far more than team productivity—it can cost businesses billions in revenue loss. According to a survey by Salary.com and America Online , employees spend an average of 1.86 hours per eight-hour workday on something other than their jobs, costing U.S. employers an estimated $544 billion in lost productivity each year.

If productivity is a problem on your team, consider the many potential blockers and how you can fix them.

1. Technology Issues

Technology should help employees be more efficient and effective in their jobs, not make it more difficult. A new study, however, found that technology is actually doing the latter. According to Udemy’s, 2018 Workplace Distraction Report , 33 percent of employees surveyed said that technology and connectivity issues were the most common distractions and productivity-suckers in the workplace.

Ensure that your team members have effective tools for project management and collaboration that can actually help them do their jobs well, along with the resources to learn and leverage those tools. An easy way to determine whether technology is a productivity blocker for your team is to ask.

Send out a survey checking in on what’s helping and what’s hurting, and then make adjustments based on the information you get back. It can be easy to get distracted by high-level issues and forget about these everyday time-suckers that could be costing you productivity.

2. Poor Collaboration

When team productivity suffers, you may have to take on the majority of the work or pick up the slack for others. While this may just feel like a part of your job, it doesn’t have to be.

When working as a team, it’s important that the workload is balanced across the team members, so projects can progress smoothly. Bogdan Carstoiu, CEO of Hubgets , says, “Project management takes a lot of effort for the team leaders involved. Handling everything by yourself can quickly become overwhelming, especially when the project hits a rough spot. When you make it collaborative by involving others in the process, responsibilities can be shared, and the amount of work can be divided.”

Collaboration alleviates your productivity struggles, allowing you to be a better leader. By instilling this into the culture of your team, you can ensure that projects remain on track, avoiding budget overages and angry upper-level leadership.

Carstoiu continues, “Team leaders engaged in team collaboration are more likely to deliver on time and with better results. By joining their forces together, project managers can face challenges a lot easier, while also making sure that they have the best workforce working on the project.”

Related: Using DACI Framework for Better Group Decisions

3. Unnecessary Meetings

Meetings are beneficial for communication, but they have also become major productivity blockers for businesses everywhere. In a survey of 182 senior managers in a range of industries:

• 65 percent said meetings stop them from completing work
• 71 percent believe meetings are both unproductive and inefficient
• 64 percent say meetings interrupt their deep thinking
• 62 percent believe meetings don’t actually bring the team closer together

Finding a balance between unproductive meetings and ensuring the team collaborates and connects can be challenging. Use these simple tips to get the best of both:

• Invest in collaboration software that allows team members to report on their progress towards deadlines and goals without having to meet at a certain time and place.
• Encourage team members to schedule “off-limits” focus times on their calendars so they can dedicate distracted-free times throughout the day to get important tasks done. Time blocking can help maintain these schedules.
• Set a time limit for each meeting. If the meeting goes over, attendees are allowed to leave. This keeps everyone on track.

4. Lack of Organization

There’s nothing more frustrating and time-consuming than searching through old emails or computer drives for important documents. Your team should be able to quickly and easily access folders and commonly-used documents.

Cloud-based filing systems, like Box or Google Drive, are critical for keeping documents organized. Take this one step further by making sure your naming convention for documents and folders is simple and straightforward. Being able to find a folder is great, but if you can’t tell what it is, you lose the value of being able to find it.

Empower your team to develop a process that works for them, and then implement it together. This encourages them to take ownership of the organization since they’re likely the ones adding to folders and accessing documents the most. As a leader, this takes one extra thing off your plate, so you can also focus on being as productive as possible.

Related: Why Isn’t My Team Listening to Me, and How Do I Fix It?

5. Not Enough Training

Training has proven to be an effective way to increase workplace productivity. According to the previously mentioned study from Udemy, 70 percent of respondents agree that training can help people get better at blocking out distractions and achieving focus.

Not only does the proper training give your employees the tools they need to fulfill their jobs, but it also helps build confidence which in turn makes them more productive. When investing in training for your team, consider the blended learning style, which includes a mix of online and offline learning. Lisa Burke, the talent acquisition expert, explains in an article for Develop Intelligence :

“The methodology was first used in classroom environments to provide differential learning delivery but has been gaining much ground within the business sector over the past several years since the principles are widely applicable to corporate training needs. It is set to become the training method of choice across all industries.”

This type of training allows employees to learn in the format that’s best for them, whether that be in-person or individually, with online courses. With the online component, employees can also be most productive, doing their learning modules as time allows, rather than taking up too much time with in-person learning.

Related: 15 Leadership Training Options

To be the most effective, find out where employees could use the most training in regards to productivity, then develop the course for those needs. You can do this yourself or hire a consultant to do it for you. In the end, if you can tie the ROI of completed projects to the amount spent on upskilling your team , the value will be obvious.

Overcome Your Productivity Blockers

In project management, productivity is critical. Use these ideas to figure out what’s slowing your team down and how you can improve to stay on budget and meet deadlines. You may be dealing with of mix of issues—but once identified, you can work to fix them and become a more productive team.

Remember, it’s critical to lead by example. Don’t just have a meeting and outline all the ways your team is missing the mark. Implement these practices in your day-to-day routine. Let everyone else see how productive you are, and seek to emulate you. Practicing what you preach is the first step to becoming a transformational leader , which is perhaps the most effective style of leadership for team productivity.

Is there one tool that can implement most of these productivity tips? Yes. ProjectManager is a cloud-based project management software that fosters collaboration through online task lists, kanban boards and Gantt charts. Team members can dialogue through chat and other channels, and store project files in the cloud in one accessible location. See how our software can help your team productivity by taking this free 30-day trial.

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Introduction

If you are unable to communicate what you think and what you want, your will not be much successful in getting your work done in a corporate environment.

Therefore, it is necessary for you to get to know what the communication barriers are, so you can avoid them if you intentionally or unintentionally practice them at the moment.

Common Communication Blockers

Have a close look at the following communication blockers that can be commonly found in corporate environments:

Accusing and blaming are the most destructive forms of communication. When accusing, the other person feels that you assume he/she is guilty, even without hearing their side of the story.

Never accuse or blame unless it is highly required to address certain exceptional issues. In a corporate environment, accusing and blaming should not take place at all.

Judging is one of the blockers that prevent the information flow in communication. As an example, if one person is suspecting that you judge him/her, he/she will not open up to you and tell you all what they want to tell you.

Instead, they will tell you what they think as 'safe' to tell you. Make sure that you do not judge people when you communicate with them. Judging makes others feel that one person is on a higher level than the rest.

Insulting takes you nowhere in communication. Do you like to be insulted by someone else? Therefore, you should not insult another person regardless of how tempered you are or how wrong you think others are.

There are many ways of managing your temper other than insulting others. Insulting does not provide you any information you require.

If you are to diagnose something said by another person, think twice before actually doing it. If you diagnose something, you should be having more expertise than the person, who originally related to the communication.

When you try to diagnose something without a proper background to do so, others understand as if you are trying to show your expertise over the other person.

This is a communication blocker and the other person may be reluctant to provide you all the information he/she has.

In order to have effective communication, you need to show respect to others. If you show no respect, you get no information. This is exactly what sarcasm does.

If you become sarcastic towards a person, that person will surely hold back a lot of valuable information that is important to you. Showing your sense of humour is one thing and sarcasm is another!

Globalizing

Do not use words such as "always" or "never." These make the parties involved in the discussions uncomfortable as well as it gives the notion of negativity.

Try to avoid such globalizing words and try to focus on the issue in hand.

Threats or Orders

Understanding what other person says is the key for a successful outcome from communication. Overpowering rather than understanding the other person has many negative consequences when it comes to communication.

With threats and orders, there is only one-way communication and nothing collaborative will take place. Therefore, it is necessary for you to avoid threats or orders when communicating.

Interrupting

Interrupting is a good thing when you want to get something just said, clarified. But most of the times, people interrupt another person to express their own views and to oppose what has been said.

When such interruptions take place, the person, who talks may feel that you are no longer interested in what they are saying. Therefore, interrupt when it is really necessary and only to get things clarified.

Changing the Subject

If the other person is keen on talking about something, changing the subject by you might result in some issues in communication.

Changing subject in the middle of some discussion can be understood as your lack of interest on the subject as well as your unwillingness to pay attention. This may result in unproductive and ineffective communication outcomes.

Calling for Reassurance

Sometimes, we tend to do this. When one person is telling you something, you try to get the reassurance for what has been said from others.

This behaviour makes the first person uncomfortable and it is an indication that you do not believe or trust what the person says.

If you need a reassurance of what has been said, do it in a more private manner after the discussion or conversation is over.

Communication barriers are the ones you should always avoid. If you are a manager of a business organization, you should know each and every communication barrier and remove them from corporate culture.

Encourage others to avoid communication barriers by educating them. With communication barriers, neither the management nor employees will be able to achieve what they want.

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PROJECT MANAGER ECS

Job ID: 47632

• Job Category: Project Management
• Division & Section: Engineering & Construction Services, ECS Linear Underground Infrastructure
• Work Location: Metro Hall, 55 John St., Toronto, M5V 3C6
• Job Type & Duration: Full-time, Permanent
• Salary: $93,734.00 - $123,449.00 annually
• Shift Information: Monday to Friday, 35 hours per week
• Affiliation: Non-Union
• Number of Positions Open: 1
• Posting Period: 05-JUL-2024 to 19-JUL-2024

Creating the safe, sustainable municipal infrastructure that makes Toronto so livable is the responsibility of our Engineering & Construction Services (ECS) Division, which provides specialized engineering design and construction services to Toronto Water, Transportation Services, Solid Waste Management Services and other City of Toronto Divisions, Agencies, Boards and Commissions, and external clients such as the development industry, utility companies and other public agencies.

As a Project Manager in Linear Underground Infrastructure, you’ll provide project management and engineering support in order to ensure reliable, economical and effective/efficient City-wide engineering services. This will include providing technical review and support for planning, design and operation of the Division's programs and projects.

Design and Construction – Linear Underground Infrastructure

Staff in the Trunk Sewers and Transmission Mains Unit provide project management, contract administration, and technical expertise in the planning, design and construction of linear capital works projects. More specifically, this includes using open cut and trenchless pipe installation and rehabilitation methods, using knowledge of constructor Health and Safety issues and constructability for smooth completion of complex construction within the City’s Right-of-Way, parks, trails and ravines to maintain the City’s infrastructure in a state of good repair and meet servicing needs of population and employment growth.

Full project management accountabilities

Leading by example, as a City of Toronto Project Manager, you’ll manage a variety of assigned engineering and construction projects, leading project teams to meet deadlines and ensuring effective teamwork and communication, high standards of work quality and organizational performance, continuous learning and maintenance of related data, while seeing to it that expenditures are controlled within budget. This role involves gathering and refining project scope, procuring consulting and contractor services, determining the financial impact of projects and proposals, reviewing and commenting on technical drawings, engineering studies, specifications, plans and cost estimates, and assisting in preparing capital and operating budgets.

Sharing and promoting technical expertise

Recognized for keeping current with technological developments in the field of engineering, you’ll conduct research into your assigned area, ensuring that it takes into account developments within the field, corporate policies and practices, legislation and initiatives by other levels of government. Equipped with this up-to-date knowledge, you’ll provide technical advice, reviews and expertise, and utilize standard engineering principles and practices to assist in the operation,

development and maintenance of the Division’s programs. The Division will also rely on you to prepare engineering analyses, as well as evaluate and recommend new systems, work procedures and technologies with the potential to improve divisional performance.

Managing stakeholder expectations and communications

An effective communicator – verbally and in writing – at all organizational levels, with excellent interpersonal skills, you’re adept at working collaboratively with a multidisciplinary team, contractors, colleagues, elected officials, consultants, developers, and other internal and external clients and stakeholders. These talents will be evident as you represent the City on committees, provide input at meetings, and liaise with the public, developers, consultants, stakeholders, Councillors, other divisions and government agencies about projects, programs and developments.

KEY QUALIFICATIONS

Among the other strengths you bring to the role of Project Manager ECS will be the following key qualifications:

Post-secondary education degree or diploma in either civil, and/or municipal engineering or an equivalent combination of education and experience may be considered.

Considerable experience applying the principles of project management related to municipal public works infrastructure construction projects.

Considerable experience in project management experience from inception to implementation, including planning, procurement, design and construction of linear large diameter wet utilities and related infrastructure.

Experience in client management and communicating with a diverse group of stakeholders.

Experience in developing reports, RFPs/proposals and presentations.

With this professional background as a solid foundation, you bring knowledge of engineering principles and project management as it relates to public works, as well as asset management principles, including data collection, analysis and estimating, and can apply relevant legislation, standards, Acts, By-laws and Regulations, including the Occupational Health and Safety Act. You’re also known for your ability to read, interpret, and report on engineering plans and drawings, specifications, correspondence, reports and other documents in a timely manner, conduct studies, surveys and research, develop effective solutions to engineering issues, initiate and lead technical studies and projects, and plan and prepare reports and recommendations.

A valid Province of Ontario Class "G" Driver's License is also required, or an ability to attend different sites in a timely manner at locations across the City. Equally important in your role as a member of our team, you have what it takes to support the Toronto Public Service values to ensure a culture that champions equity, diversity and respectful workplaces.

Note To Current City of Toronto Employees

City of Toronto employees are eligible to apply for the posted job opportunity, but cannot hold two different jobs. To be considered for this job posting, you must indicate that you are a "Current City of Toronto employee" on the on-line application form, and provide your "Employee Number".

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Home » Project Management » Top 8 Benefits of Project Management Software for Your Business

Top 8 Benefits of Project Management Software for Your Business

Supriya Bajaj

Senior Writer

Traditional project management methods often fall short, resulting in various issues. This is where the best project management software comes to your rescue. It simplifies tasks, tracks progress, and significantly fosters smooth communication.

It’s a game-changer, enabling teams to navigate complexities and achieve their goals. This blog takes a closer look at some of the most prominent benefits of project management software . Let’s dig deep!

What Is Project Management Software?

Project management software is an essential tool for planning, organizing, and managing resources to ensure successful project completion. It allows teams to collaborate effectively, track progress, manage resources, and clearly define tasks and responsibilities across multiple projects.

Some of the most essential features like resource management and time tracking, help managers control costs along with timelines. This also facilitates smooth coordination among stakeholders. When multiple projects are underway, maintaining organization is crucial for timely delivery.

Cloud-based project management tools offer a comprehensive overview of all ongoing projects, helping prioritize tasks and keep everyone aligned. These tools are vital for enhancing efficiency, maintaining order, and ensuring that all team members are on the same page.

Create a weekly routine for assessing and revising assignments and deadlines to improve the efficiency of your own project management software. Schedule specific times for reviewing and adjusting plans, as well as assessing progress. By reviewing and making changes on a regular basis, you can keep project momentum going and avoid last-minute mad dashes to meet deadlines.

8 Key Benefits of Project Management Software

Project management software is a comprehensive solution that can transform how businesses approach their work. Some of the most prominent benefits of project management software include:

1. Boosted Resource Management

Efficient resource management is paramount for project success. It prevents unforeseen setbacks and provides better transparency. Project management software also offers robust solutions for optimizing resource allocation.

Advanced features such as resource forecasting and capacity planning enable proactive resource management, allowing teams to anticipate future needs and adjust allocations accordingly.

Through integrated HR systems and skill databases, managers can identify the most suitable resources for each project phase, thereby maximizing productivity and minimizing overhead costs.

2. Enhanced Collaboration and Communication

Effective collaboration and communication are pivotal for project success. Project management software acts as a catalyst in fostering seamless interaction and teamwork among project stakeholders.

Teams can easily collaborate without hindrance, regardless of time zone or location, thanks to a centralized platform. This fosters a shared vision and accountability to deliver projects, leading to increased efficiency and production.

Building on this framework, project management software promotes collaborative ideation and inventiveness. Team members use collaborative tools like discussion boards and collaborative document editing to pool their diverse backgrounds and expertise.

of project management professionals state that they lack effective collaboration technology to achieve their goals.

Source: VISUAL-PLANNING

3. Streamlined Planning and Scheduling

Project management software’s extensive features and user-friendly interfaces revolutionize project planning and scheduling. Being one of the most essential benefits of project management, personalized templates let managers make comprehensive project plans anywhere.

Moreover, basic tools like Gantt charts and Kanban boards help with better management and communication. By considering resource availability and dependencies, automated scheduling streamlines resource allocation and project sequencing while cutting down on delays. It generates feasible, effective, and realistic schedules.

Additionally, teams can react swiftly to evolving requirements thanks to their iterative planning abilities, which foster adaptability and resilience in business operations in the face of unforeseen challenges.

4. Precise Progress Tracking and Visibility

Project management software provides full monitoring functionality. Being one of the most prominent advantages of project management software, managers can easily monitor task statuses, track key project goals, performance and indicators, and identify potential resource bottlenecks in real-time with this feature.

Stakeholders receive a comprehensive view of the project’s health via interactive dashboards and customizable reports. This enables accountability and data-driven decision-making.

Furthermore, by giving stakeholders access to project data and progress reports, project management software promotes openness and cooperation.

5. Improved Budget Management and Cost Control

Managing project funds is a difficult undertaking, and any departure can lead to serious consequences. Project management software provides powerful tools for tracking spending and assigning resources efficiently.

With real-time spending tracking, project managers are constantly monitoring financial progress. These technologies help detect potential budget overruns early on in project planning and in project scope, allowing for quick corrections.

For example, if a specific phase of the project requires more resources than expected, managers can reallocate cash from less vital areas to manage projects or change the whole project timeline or scope to stay within budget.

6. Risk Identification and Mitigation

All projects have inherent risks that, if not adequately handled, might cause them to go off course. Project management software is intended to assist teams in effectively identifying pipeline forecasting, evaluating, and mitigating risks.

The software offers a consolidated platform for recording possible dangers and allocating risk levels. It also makes the process of creating plans for risk mitigation easier. Project managers can keep an eye on hazards and take preventative action by keeping an extensive risk register.

7. Simplified Reporting and Analysis

Making wise choices, managing projects, and keeping parties informed requires accurate report generation and in-depth research. Project management software streamlines these procedures by offering strong analytical capabilities, simpler project reporting, and automated report preparation.

Managers can create detailed reports on a range of project metrics, such as financial performance, resource utilization, and progress, by utilizing the software’s pre-built templates and customized reporting features.  The ease with which stakeholders and team members can distribute these reports encourages openness and efficient dialogue.

8. Increased Process Standardization

Standardizing processes is critical in project management to ensure consistency, efficiency, and quality. Organizations can achieve this by using project lifecycle and management software, which provides a defined framework for project management methodology execution.

By incorporating standardized workflows and procedures into their software, businesses can ensure that all projects are completed to the same high standards.

This regularity improves overall project quality by reducing errors and omissions.  Standardized procedures also make it easier to train and onboard new team members because they can quickly pick up and adapt to existing workflows.

Why Is Project Management Software Important?

Effective project management software solutions are like the spine of a thriving organization, supporting its operational efficiency and strategic growth. Some reasons why it is important include:

• Businesses can extensively improve productivity, streamline processes, and precisely accomplish their objectives through the methodical planning, carrying out, and supervising of projects. 
• Leaders can effortlessly navigate through complex problems. It fosters a culture of collaboration and synergy among teams. Project managers create clear communication channels that encourage the exchange of ideas and feedback.
• Project management creates a cohesive work environment in which everyone is on the same page and working towards common goals. As a result, not only does the project’s progress and work quality improve, but there is also a sense of unity and collective responsibility.
• Businesses that place a high priority on resource and project management solutions and devote resources to developing a strong project management culture will benefit from increased productivity, innovation, and adaptability to changing market conditions.

With the numerous benefits of using project management software , it is becoming necessary in today’s dynamic corporate environment. The very many project management solutions encourage creativity and help avoid project management hassles.

In the digital age, adopting effective project management software is becoming more than simply a choice; it’s an essential instrument that determines the success of organizations.

Managers can make smart choices with the help of project management software and real-time data tools. With tools like dashboards and performance metrics, managers can keep an eye on the status of their projects and adjust courses as necessary. The software guarantees accuracy and facilitates team usage of the data by centralizing it all.

Through the provision of communication tools, file sharing, and shared workspaces, project management software enables client collaboration. Transparency is increased by allowing clients to view project data, timelines, and updates. Some of the most common project management software benefits help forge stronger relationships and improve project outcomes.

When selecting project management software, prioritize strong integration with essential tools. Look for integrations with email and communication tools like Slack or Microsoft Teams for easy communication and file storage services like Google Drive or Dropbox for document management. Consider integrating with accounting software like QuickBooks or Xero to track finances seamlessly.

As your company grows, the right project management software can accommodate more users, tasks, and projects. It is meant to grow with you. It can handle larger projects due to its customizable workflows, add-ons, and cloud-based platforms. Given its adaptability to changing needs, the best project management software can be used by both small and large teams, making it a reliable choice for any type of business.

Supriya is a highly skilled content writer with over 8 years of experience in the SaaS domain. She believes in curating engaging, informative, and SEO-friendly content to simplify highly technical concepts. With an expansive portfolio of long-format blogs, newsletters, whitepapers, and case studies, Supriya is dedicated to staying in touch with emerging SaaS trends to produce relevant and reliable content.

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President Biden Announces $1 Billion in Project Selections to Make Communities More Resilient to Climate Change and Natural Hazards Through His Investing in America Agenda

Funding Boosted from President Biden’s Investing in America Agenda Will Support 656 Resilience Projects Nationwide

WASHINGTON -- President Joseph R. Biden, Jr., Department of Homeland Security Secretary Alejandro N. Mayorkas and FEMA Administrator Deanne Criswell today announced the 656 project selections for $1 billion in climate resilience funding as part of his Investing in America agenda. The selections through the Building Resilient Infrastructure and Communities program will help state, Tribal, local and territorial governments address current and future risks from natural disasters including extreme heat, wildfires, drought, hurricanes, earthquakes and increased flooding.

“Every American community faces risks from extreme weather, and the DHS workforce and our partners across the Administration will always be there for communities in their time of need,” said Secretary of Homeland Security Alejandro N. Mayorkas . “Investing in preparedness and resilience today can help keep our country safe tomorrow. Building Resilient Infrastructure and Communities program grants are a lifeline for communities across the country, funding projects big and small -- from major flood mitigation projects to shaded bus shelters. The impact of these projects will ultimately be measured in lives saved and disasters averted.”

“We’ve already seen an unprecedented level of extreme weather events this season, and with more expected on the way, we’re encouraged to see increased interest in communities applying for FEMA’s BRIC program,” said FEMA Administrator Deanne Criswell . “Thanks to extra funding from President Biden’s Bipartisan Infrastructure Law, FEMA is now better situated to help communities, especially those that are disadvantaged and disproportionately impacted by climate change, invest in resilience. FEMA will remain focused on getting these critical infrastructure dollars to the communities that need it the most.”

This effort highlights the importance of FEMA’s continued commitment to putting “people first” and helping communities, families, and businesses build climate resilience. It also aligns with the 2024 FEMA Year of Resilience theme to build capacity to withstand tomorrow’s hazards.

To strengthen America’s climate resilience, President Biden secured more than $50 billion for climate resilience and adaptation through the Bipartisan Infrastructure Law and Inflation Reduction Act and established a National Climate Resilience Framework, which is advancing locally tailored, community-driven climate resilience strategies. President Biden’s Bipartisan Infrastructure Law contributed approximately $398 million to today’s announcement. Overall, the President’s Investing in America agenda provides FEMA nearly $7 billion to help communities proactively reduce their vulnerability to climate-fueled events and natural hazards.

Of the approximately $674 million in 56 national competition selections, more than half of the selections use nature-based solutions and other natural ways to combat climate change, restore and protect wetlands and to harness nature to enhance climate resilience. FEMA announced this funding opportunity in October 2023 alongside an $800 million Flood Mitigation Assistance opportunity. Selections for Flood Mitigation Assistance will be made later this year.

This year’s selections cover a variety of natural hazards, including extreme heat, flooding and earthquakes. The top three funded project types are:

• Flood control for $395 million across 28 projects, designed to eliminate or reduce flood damage;
• Utility and infrastructure protection for $237 million across 30 projects, like elevating pumping stations, enhancing power poles, strengthening water towers and floodproofing utility plants;
• Building code-related projects for $55 million across 129 projects for enforcement and adoption of more modern, hazard-resistant building codes. This is the greatest number of projects FEMA has ever selected for building code-related activities in a grant cycle. These funds were reserved as a non-competitive set-aside for states, Tribes and territories, resulting in a 180% increase in requests for adoption and enforcement funding.

Below is a sample of selections from across the nation of projects that cover these hazards. The full list of selections can be found at FEMA.gov :

• The Eastwick Near-Term Flood Barrier Project, led by the Philadelphia Office of Sustainability, will boost resilience by mitigating flood risks in Eastwick. Eastwick, a previous recipient of non-financial BRIC technical assistance, is vulnerable to a number of flooding sources.
• Shaded bus shelters in Washington, D.C. will mitigate the effects of extreme heat. The project will install 20 shaded bus stops in urban heat islands to ensure bus users can access this essential community service during extreme heat days. By targeting public transit, the project will safeguard residents as they commute to work, run errands, fulfill other daily obligations and help to protect historically low-income communities from the effects of extreme heat.
• The East Elmhurst Cloudburst project in New York City will use innovative control measures to manage extreme stormwater events and reduce local flooding. These include porous concrete parking and bike lanes, as well as green infrastructure and on-site storage.
• The Magalia Dam retrofit project in Paradise, California, will build seismic resilience. The project will reinforce the dam to better withstand earthquakes so the dam can continue providing its critical benefits.
• The Slaughterhouse Creek Flood Mitigation project in Montana will include channel improvements and culvert replacements. The project will have an improved channel designed to contain flooding.
• West Virginia is a first-time BRIC national competition applicant. The Rand Flooding Storm Sewer Improvements project will upgrade community infrastructure to address critical drainage issues.
• The Southern Crisfield Flood Mitigation. Crisfield, Maryland -- a previous selection for Direct Technical Assistance -- aims to boost resilience by improving flood protection through a 5-mile-long tidal flood protection barrier and a new internal drainage system. This project will improve flood protection, stormwater management and wetland health.
• Decatur, Georgia, make major roadways safer from floods and improve access for emergency vehicles. The current culverts can lead to roads becoming impassable or washed-out during storms. This grant will upgrade culverts on major roadways to stay open during severe weather.
• A blend of nature-based solutions and infrastructure improvements will boost flood resilience along the Big Ditch stream corridor in the city of Goldsboro, North Carolina. The project will upgrade road culverts and expand a restored floodplain. This will make homes safer from flooding as well as improve water quality and provide new wildlife habitat and more equitable access to recreational resources.

Assistance for States, Territories and Tribal Nations

Beyond the national competition, FEMA selected an additional 600 projects totaling $208 million. In addition to a maximum $2 million for every state and territory, these funds also include approximately $55 million for building code activities and $67 million for Tribal Nations. Another $116 million for states, Tribes, territories and the District of Columbia to administer these grants brings to the total to $1 billion. For a complete list of selections , visit FEMA.gov.

FEMA is also announcing 93 Tribes, local communities and territories across all 10 FEMA regions that will receive non-financial direct technical assistance to help build community-wide resilience through the BRIC program. This more than doubles the number of recipients from last year. Through the Direct Technical Assistance program, FEMA will provide guidance to disadvantaged communities facing climate risks to ensure no community is left behind in the opportunity to build climate resilience. For a full list of communities , visit FEMA.gov.

Trends in Equity, Extreme Heat, Nature-Based Solutions and Other Top Funded Projects

These selections further underscore the Biden-Harris Administration’s commitment to equity and environmental justice. These awards will assist the most disadvantaged communities in building resilience to climate change and extreme weather events like hurricanes, flooding, tornadoes and extreme heat.

Extreme Heat: Among the 656 projects, 12 selections will mitigate the effects of extreme heat for a total of nearly $13 million. In addition to the shaded bus stops in Washington, D.C, other examples include providing resilient power systems to places like saferooms and senior living and medical facilities that provide climate control. Given the growing risks posed by extreme heat impacts, FEMA encourages more States, Tribes and territories to apply for extreme heat projects during future grant cycles.

Justice 40: Of the available funding, $587 million is benefitting Justice40 communities that are overburdened by pollution and marginalized by underinvestment. The Biden-Harris Administration's Justice40 Initiative aims to deliver 40% of funding to these communities. Since 2020, FEMA has seen an upward trend of exceeding its Justice40 goals. This year, disadvantaged communities accounted for 67% of the total selections and 70% of the national competition.

Community Disaster Resilience Zones: Additionally, $127 million will benefit Community Disaster Resilience Zones . The Community Disaster Resilience Zones Act -- signed into law by President Biden in 2022 -- allows FEMA to identify U.S. Census tracts that are most at risk from the effects of natural hazards and climate change.

Nature-Based Solutions: For this grant cycle, 57% of selected projects incorporate nature-based solutions -- practices that weave natural features or processes into the built environment to promote resilience -- across nine FEMA regions. About 84% of those nature-based solution projects will be in Economically Disadvantaged Rural Communities, Community Disaster Resilience Zones or disadvantaged communities.

• Secretary of Homeland Security
• Federal Emergency Management Agency (FEMA)
• Secretary Alejandro Mayorkas