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For any program to succeed, PMs must organize and fundraise effectively. Great ideas rarely speak for themselves. It’s the PM’s job to clearly communicate with stakeholders from the inception of the idea to the program’s conclusion. To communicate your vision well, you need to think clearly about every aspect of the program. Ask yourself:

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• What’s the upside?
• Why does our organization need to work on this?
• What are the technical challenges?
• Why are those challenges solvable?
• Who benefits from this?
• Can the project transition to real-world use with reasonable funding from our office?

⚡Practical Outcome: By the end of this module, PMs should have concise (~30-second) responses to these questions, tailored for different stakeholders—funders, performers, transition partners, etc. For tricky questions, rehearsing responses is useful. Getting to the heart of the matter quickly is critical for success, as many will need a clear, general understanding of your project to become involved.

Note that communication spans every aspect of what a program leader does, from your hunch to your transition (which is why it needs its own chapter). We have focussed primarily on communication up to and including your program approval, but the same basic lessons and guidance apply throughout.

👥 Stakeholders to Consider

Tailored Communication: When sharing your project’s goals and challenges, always consider who you’re speaking to. What are their incentives? What are their beliefs? What is their technical background? Many individuals crucial to the success of your project will have very different incentives and backgrounds. Tailor your description to meet their specific needs.

The three general categories your audience might fall into are:

• Management: The decision-makers who control resources and have the authority to support or halt your project.
• Collaborators & Doers: The researchers, engineers, and firms responsible for executing the project’s technical work.
• Transition Partners: The organizations or individuals who will continue to develop or use the program's outputs after its completion.

1. Management

Resource Gatekeepers: Management refers to those who control program resources. Keep these points in mind:

• Technical overlap: Management may be tech-savvy but might not have deep expertise in your field. Find common ground.