Communicating Project Management argues that the communication practices of project managers have necessarily become participatory, made up of complex strategies and processes solidly grounded in rhetorical concepts. The book draws on case studies across organizational contexts and combines individual experiences to investigate how project management relies on communication as teams develop products, services, and internal processes. The case studies also provide examples of how project managers can be understood and studied as writers, further arguing project managers must approach communication as designed experience that must be intentionally inclusive. Author Benjamin Lauren illustrates to readers how teams work together to manage projects through complex coordinative communication practices, and highlights how project managers are constantly learning and evolving by analyzing where they succeed and fail. He concludes that technical and professional communicators have a pivotal role in supporting and facilitating participative approaches to communicating project management.

chapter |19 pages


chapter 1|19 pages

Decentralization and Project Management

chapter 2|26 pages

Rethinking the Paradigm of Project Management

From Efficiency to Participative

chapter 3|43 pages

Communicating to Make Space for Participation

Locating Agency in Project Communication

chapter 4|26 pages

On Site with The Gardener and The Chef

Project Leadership and Communication

chapter 5|29 pages

Managing A Reorganization Project at DTI

Participation and Making Space for Communicating Change

chapter 6|12 pages


A Participatory Rhetoric for Development Teams