Project Managers have to contend with a lot of data and information in order to coordinate efforts to solve problems. The challenge is that there is a lot of it. In a construction project, for example, there are many moving parts. Each moving part generates information and data in many different ways serving different purposes. There are official reports, informal reports, memos, minutes of meetings, briefings, meeting transcripts, emails, instant messages, contracts, scope of work, technical specifications, engineering drawings, project plans, task lists, check lists, Kan Bans, progress dashboards, burn down charts, variation orders, client instructions, letters and notices, approval documents, Bill of Materials, procurement schedule, non-compliance notices, technical submittals, administrative submittals, cash flow, financial  forecasts, budget, risk registers, change registers, progress log, compliance check list, equipment list,… and these the ones that reeled off the top of my head. And then there are water cooler conversation, one-on-ones, ad hoc emails, phone calls, online meetings etc… Buried deep, is a lot of good information, amongst a shed loads of noise, redundancies and erroneous data. It is critical that a project manager kicks off a project and onboard your team with an effective information and communication strategy that helps you minimise noise,