Communication Skills for Interface Management
5 minutes
5 Questions
In the PMI Construction Professional (PMI-CP) framework, interface management deals with the points where scopes, systems, disciplines, contractors and stakeholders meet. Most construction failures happen at these boundaries, so communication skills are essential for the interface manager. Interface issues are rarely purely technical. They come from misunderstandings, assumptions and information that fails to reach the right party at the right time. First, clarity and precision are critical. Interface managers must define interface points, responsibilities, deliverables and need dates in unambiguous terms. This is usually done through Interface Agreements, Interface Requests and the interface register. Vague wording creates disputes, rework and claims, so written communication must be concise, technically accurate and traceable. Second, active listening allows the interface manager to understand each party's constraints, priorities and concerns. Designers, contractors, suppliers and owners often use different terminology and have competing interests. Asking clarifying questions and paraphrasing help confirm shared understanding before commitments are made. Third, stakeholder-tailored communication is required. Executives need summarized dashboards showing interface status, risks and overdue items. Engineers and field teams need detailed technical data, drawings and sequencing information. Selecting the right channel, such as interface meetings, formal correspondence, collaborative platforms or BIM models, improves effectiveness. Fourth, facilitation and negotiation skills help resolve conflicts between interfacing parties. The interface manager often acts as a neutral coordinator, guiding parties toward agreement on scope splits, schedule handoffs and technical solutions. When agreement fails, the manager escalates issues through defined governance paths. Fifth, proactive and timely communication supports early identification of interface risks. Regular interface coordination meetings, status reporting and follow-up on open actions prevent small gaps from becoming critical-path delays. Finally, documentation and record keeping protect the project contractually. Meeting minutes, action logs and closed-out interface agreements provide an audit trail that supports change management and claims avoidance. In summary, strong communication skills turn interface management from a passive tracking exercise into an active, collaborative process that reduces risk, rework and conflict across the construction project lifecycle.
Communication Skills for Interface Management (PMI-CP Guide)
Introduction
In construction projects, interfaces are the points where scopes, systems, organizations, disciplines, contracts or physical elements meet. These are the places where one party's work depends on, affects or connects to another party's work. Interface Management (IM) is the discipline of identifying, coordinating, documenting and resolving these interdependencies. At the heart of every successful interface process is communication.
The PMI Construction Professional (PMI-CP) credential places strong emphasis on interface management. It treats communication skills as the engine that makes interface processes actually work. This guide explains:
- what communication skills for interface management are
- why they matter
- how they work in practice
- how to approach exam questions on this topic
1. What Are Communication Skills for Interface Management?
Communication skills for interface management are the abilities, behaviors, techniques and tools a project professional uses to exchange information clearly, accurately and on time across interface boundaries. They also include building shared understanding and resolving conflicts between interfacing parties.
The key components are:
Active listening
- Fully understanding the concerns, constraints and technical needs of the other party before responding.
Clarity and precision
- Defining interface requirements in unambiguous terms: dimensions, tolerances, load data, schedules, responsibilities and handover criteria.
Stakeholder-tailored messaging
- Adapting the message to the audience. An engineer, a subcontractor foreman, a client representative and a regulator each need different detail and language.
Written communication discipline
- Using formal tools such as:
- Interface Agreements (IAs)
- Interface Requests or Queries (IRs/IQs)
- Requests for Information (RFIs)
- Transmittals
- Interface registers
- Meeting minutes
Facilitation
- Running interface coordination meetings and workshops so they produce decisions and actions.
Negotiation and conflict resolution
- Reaching agreement when interfacing parties have competing priorities, cost implications or design conflicts.
Escalation communication
- Knowing when and how to raise unresolved interface issues through the defined governance path.
Cultural and emotional intelligence
- Recognizing differences in language, culture and organizational norms. This matters especially on multinational or joint-venture projects.
Use of digital collaboration tools
- Common Data Environments (CDEs)
- BIM coordination platforms and clash-detection reports
- Interface management software
- Dashboards for transparency and a single source of truth
2. Why Are Communication Skills Important in Interface Management?
Interface failures are among the most common causes of rework, delays, claims and safety incidents in construction. Most interface failures are not purely technical. They are communication failures: information arrived late, was misunderstood, never reached the right person, or was never formally agreed.
Strong communication matters for the following reasons:
Prevents rework and errors
- Clear exchange of interface data prevents mismatches. Examples include embedded items in concrete not matching equipment anchor bolts, or MEP penetrations not matching structural openings.
Protects the schedule
- Interfaces often sit on the critical path. Timely communication of need dates and information delivery prevents cascading delays.
Reduces claims and disputes
- Documented, agreed interface communications create a clear audit trail of responsibilities. This reduces ambiguity that leads to contractual disputes.
Builds trust and collaboration
- Interfaces cross organizational boundaries, where parties often have different contracts and incentives. Communication builds the relationships needed for cooperation rather than blame.
Supports safety
- Many safety risks arise at interfaces, such as handover of energized systems, shared work areas and lifting operations near other contractors. Clear communication protects workers.
Enables integration
- The project is only successful when all parts work together as a whole. Communication is what integrates fragmented scopes.
Supports governance and transparency
- Leadership and clients need visibility of interface status and risks. Good reporting allows informed decisions.
3. How Communication Works Within the Interface Management Process
Interface management typically follows a lifecycle. Communication skills are applied at every stage.
Stage 1: Planning interface management
- Develop an Interface Management Plan (IMP). The IMP defines roles (Interface Manager, Interface Coordinators, interface owners), communication channels, meeting frequencies, templates, response times and escalation paths.
- Align the IMP with the project's overall Communications Management Plan and Stakeholder Engagement Plan.
- Identify who needs what information, when, in what format and through which channel. This is a communication requirements analysis.
Stage 2: Identifying interfaces
- Hold interface identification workshops with all relevant parties.
- Use facilitation and questioning skills to uncover hidden interfaces, such as:
- physical interfaces
- functional interfaces
- contractual interfaces
- organizational interfaces
- resource interfaces
- interfaces with external authorities and utilities
- Record each interface in the Interface Register, with clear ownership.
Stage 3: Documenting and agreeing interfaces
- Draft Interface Agreements that clearly state what each party provides, by when, in what form, and the acceptance criteria.
- Use precise written communication and confirm mutual understanding.
- Obtain formal sign-off from both the requesting and responding parties.
Stage 4: Coordinating and exchanging information
- Issue Interface Requests through the formal system, with defined response times.
- Conduct regular interface coordination meetings, which may be weekly or biweekly. Use structured agendas, review open items, assign actions and publish minutes promptly.
- Use push communication (reports, emails, transmittals), pull communication (CDE, shared registers) and interactive communication (meetings, workshops, site walks) as appropriate.
- Use visual communication such as BIM models, clash reports, interface matrices and drawings to reduce misunderstanding.
Stage 5: Monitoring and reporting
- Track the status of interface items: open, overdue and closed.
- Report KPIs such as average response time, number of overdue interface requests, and interfaces at risk.
- Communicate trends and risks to project leadership through dashboards and status reports.
Stage 6: Resolving issues and escalating
- When parties disagree, apply negotiation and conflict resolution techniques. Focus on interests rather than positions, and on collaborative problem solving.
- If issues cannot be resolved at the working level within the agreed time, escalate through the defined path. A typical path runs from Interface Coordinator, to Interface Manager, to Project Managers, to the Project Director or steering committee.
- Escalation should be factual, timely and solution-oriented, never a blame exercise.
Stage 7: Closing interfaces
- Confirm that deliverables have been provided and accepted.
- Formally close interface items in the register, with documented evidence.
- Capture lessons learned and share them with the organization.
4. Key Communication Concepts Often Tested
Communication channels formula
- n(n-1)/2, where n is the number of stakeholders.
- More interfacing parties means exponentially more channels and more complexity. This justifies a structured, centralized interface communication system.
Formal vs informal communication
- Interface commitments must be formal and documented.
- Informal conversations are valuable for building relationships, but should be followed up in writing.
Single point of contact
- Each party nominates an interface coordinator to avoid confusion and lost information.
Single source of truth
- A shared interface register or CDE prevents version conflicts.
Sender-receiver model
- Encoding, message, medium, noise, decoding and feedback.
- The sender is responsible for clarity. The receiver is responsible for confirming understanding.
Conflict resolution modes
- Collaborate/problem-solve: usually preferred.
- Compromise.
- Smooth/accommodate.
- Force/direct: only when urgent or safety-critical.
- Withdraw/avoid: rarely appropriate.
Emotional intelligence and servant leadership
- Building psychological safety so parties raise interface problems early.
Proactive communication
- Raising potential interface conflicts early is far better than reacting after rework occurs.
5. Practical Examples
Example 1: Late structural steel data
The steel fabricator has not provided connection loads, and the foundation designer needs them.
- The interface coordinator issues a formal Interface Request with a need date.
- The coordinator follows up in the coordination meeting and documents the action.
- If the item becomes overdue, the coordinator escalates according to the IMP.
Example 2: Disagreement over a sleeve scope
Two contractors disagree over who supplies and installs sleeves through a wall.
- The Interface Manager facilitates a meeting, reviews the contracts and the Interface Agreement, and listens to both sides.
- The parties seek a collaborative solution, and the agreed outcome is documented.
Example 3: Multinational joint venture
Language barriers are causing misunderstandings.
- The Interface Manager introduces standardized templates and visual aids.
- The team uses confirmation-of-understanding techniques, and translators where needed.
6. Exam Tips: Answering Questions on Communication Skills for Interface Management
Tip 1: Look for the proactive, collaborative answer.
PMI favors options where the professional takes early action, engages the right parties directly and seeks win-win solutions. Avoid answers that wait, ignore or blame.
Tip 2: Go to the plan first.
When a scenario describes confusion about responsibilities, response times or escalation, the best answer often involves consulting or updating:
- the Interface Management Plan
- the Communications Management Plan
- the Interface Agreement
Tip 3: Formal documentation wins for commitments.
If an agreement was reached verbally, the best next step is usually to document it formally, for example in minutes, an Interface Agreement or the register.
Tip 4: Resolve at the lowest appropriate level before escalating.
Do not jump straight to the sponsor or client. First, communicate directly with the interfacing party or coordinator. Escalate only when the defined timeframe passes or authority is exceeded, and then follow the defined escalation path.
Tip 5: Understand the issue before acting.
Choices such as "meet with the stakeholders to understand the concern" or "analyze the root cause" often beat immediate corrective actions or forced decisions.
Tip 6: Prefer face-to-face or interactive communication for complex or sensitive issues.
Conflicts, complex technical clashes and relationship issues are best handled in meetings or workshops. Routine status updates suit push or pull methods.
Tip 7: Remember the single source of truth.
For information inconsistency or version control problems, the answer usually involves a centralized interface register, CDE or a standardized system.
Tip 8: Tailor communication to the stakeholder.
If a stakeholder is not engaging or not understanding, the right answer often involves adjusting format, frequency or level of detail.
Tip 9: Use the channels formula when the numbers appear.
For example, with 10 parties there are 10 x 9 / 2 = 45 channels. Adding parties increases complexity and the need for structured coordination.
Tip 10: Safety and contract integrity are non-negotiable.
If an interface communication gap creates a safety risk, immediate communication and action take priority. Never choose answers that bypass contractual change control to resolve interface scope gaps informally.
Tip 11: Watch for distractor answers.
Common wrong answers include:
- "Send an email and wait."
- "Let the contractors sort it out themselves."
- "Immediately issue a change order."
- "Escalate to the client."
- "Ignore it, since it is not in your scope."
Tip 12: Think integration.
The interface manager's role is to connect parties and information. Answers that increase transparency, alignment and shared understanding are typically correct.
Tip 13: Follow-up matters.
Good communication includes verifying receipt and understanding, tracking actions to closure and confirming completion. Answers that close the loop are stronger.
Tip 14: Lessons learned.
For questions on recurring interface communication problems, consider:
- capturing and applying lessons learned
- improving templates
- holding a retrospective or process improvement session
7. Sample Exam-Style Question
An interface coordinator notices that the electrical subcontractor has not responded to three interface requests from the mechanical contractor. The response deadline defined in the Interface Management Plan passed two days ago. What should the coordinator do first?
A. Escalate immediately to the project sponsor
B. Contact the electrical subcontractor's interface coordinator to understand the delay and agree on a response date
C. Instruct the mechanical contractor to proceed with assumptions
D. Issue a backcharge to the electrical subcontractor
Correct answer: B.
Direct, proactive communication to understand the issue comes first. Escalation should follow the defined path only if the issue remains unresolved. Option C creates rework risk, and option D is punitive and premature.
8. Summary
Communication skills are the foundation of effective interface management in construction. They turn interface plans, registers and agreements into real coordination between parties who might otherwise work in silos. The key skills are:
- active listening
- clear and precise documentation
- facilitation
- negotiation
- tailored messaging
- structured escalation
- use of collaborative digital tools
For the PMI-CP exam, consistently choose answers that are:
- proactive
- collaborative
- documented
- plan-driven
- respectful of escalation paths
- focused on integration and shared understanding
Master these principles and you will handle scenario-based questions on interface communication with confidence.
In construction projects, interfaces are the points where scopes, systems, organizations, disciplines, contracts or physical elements meet. These are the places where one party's work depends on, affects or connects to another party's work. Interface Management (IM) is the discipline of identifying, coordinating, documenting and resolving these interdependencies. At the heart of every successful interface process is communication.
The PMI Construction Professional (PMI-CP) credential places strong emphasis on interface management. It treats communication skills as the engine that makes interface processes actually work. This guide explains:
- what communication skills for interface management are
- why they matter
- how they work in practice
- how to approach exam questions on this topic
1. What Are Communication Skills for Interface Management?
Communication skills for interface management are the abilities, behaviors, techniques and tools a project professional uses to exchange information clearly, accurately and on time across interface boundaries. They also include building shared understanding and resolving conflicts between interfacing parties.
The key components are:
Active listening
- Fully understanding the concerns, constraints and technical needs of the other party before responding.
Clarity and precision
- Defining interface requirements in unambiguous terms: dimensions, tolerances, load data, schedules, responsibilities and handover criteria.
Stakeholder-tailored messaging
- Adapting the message to the audience. An engineer, a subcontractor foreman, a client representative and a regulator each need different detail and language.
Written communication discipline
- Using formal tools such as:
- Interface Agreements (IAs)
- Interface Requests or Queries (IRs/IQs)
- Requests for Information (RFIs)
- Transmittals
- Interface registers
- Meeting minutes
Facilitation
- Running interface coordination meetings and workshops so they produce decisions and actions.
Negotiation and conflict resolution
- Reaching agreement when interfacing parties have competing priorities, cost implications or design conflicts.
Escalation communication
- Knowing when and how to raise unresolved interface issues through the defined governance path.
Cultural and emotional intelligence
- Recognizing differences in language, culture and organizational norms. This matters especially on multinational or joint-venture projects.
Use of digital collaboration tools
- Common Data Environments (CDEs)
- BIM coordination platforms and clash-detection reports
- Interface management software
- Dashboards for transparency and a single source of truth
2. Why Are Communication Skills Important in Interface Management?
Interface failures are among the most common causes of rework, delays, claims and safety incidents in construction. Most interface failures are not purely technical. They are communication failures: information arrived late, was misunderstood, never reached the right person, or was never formally agreed.
Strong communication matters for the following reasons:
Prevents rework and errors
- Clear exchange of interface data prevents mismatches. Examples include embedded items in concrete not matching equipment anchor bolts, or MEP penetrations not matching structural openings.
Protects the schedule
- Interfaces often sit on the critical path. Timely communication of need dates and information delivery prevents cascading delays.
Reduces claims and disputes
- Documented, agreed interface communications create a clear audit trail of responsibilities. This reduces ambiguity that leads to contractual disputes.
Builds trust and collaboration
- Interfaces cross organizational boundaries, where parties often have different contracts and incentives. Communication builds the relationships needed for cooperation rather than blame.
Supports safety
- Many safety risks arise at interfaces, such as handover of energized systems, shared work areas and lifting operations near other contractors. Clear communication protects workers.
Enables integration
- The project is only successful when all parts work together as a whole. Communication is what integrates fragmented scopes.
Supports governance and transparency
- Leadership and clients need visibility of interface status and risks. Good reporting allows informed decisions.
3. How Communication Works Within the Interface Management Process
Interface management typically follows a lifecycle. Communication skills are applied at every stage.
Stage 1: Planning interface management
- Develop an Interface Management Plan (IMP). The IMP defines roles (Interface Manager, Interface Coordinators, interface owners), communication channels, meeting frequencies, templates, response times and escalation paths.
- Align the IMP with the project's overall Communications Management Plan and Stakeholder Engagement Plan.
- Identify who needs what information, when, in what format and through which channel. This is a communication requirements analysis.
Stage 2: Identifying interfaces
- Hold interface identification workshops with all relevant parties.
- Use facilitation and questioning skills to uncover hidden interfaces, such as:
- physical interfaces
- functional interfaces
- contractual interfaces
- organizational interfaces
- resource interfaces
- interfaces with external authorities and utilities
- Record each interface in the Interface Register, with clear ownership.
Stage 3: Documenting and agreeing interfaces
- Draft Interface Agreements that clearly state what each party provides, by when, in what form, and the acceptance criteria.
- Use precise written communication and confirm mutual understanding.
- Obtain formal sign-off from both the requesting and responding parties.
Stage 4: Coordinating and exchanging information
- Issue Interface Requests through the formal system, with defined response times.
- Conduct regular interface coordination meetings, which may be weekly or biweekly. Use structured agendas, review open items, assign actions and publish minutes promptly.
- Use push communication (reports, emails, transmittals), pull communication (CDE, shared registers) and interactive communication (meetings, workshops, site walks) as appropriate.
- Use visual communication such as BIM models, clash reports, interface matrices and drawings to reduce misunderstanding.
Stage 5: Monitoring and reporting
- Track the status of interface items: open, overdue and closed.
- Report KPIs such as average response time, number of overdue interface requests, and interfaces at risk.
- Communicate trends and risks to project leadership through dashboards and status reports.
Stage 6: Resolving issues and escalating
- When parties disagree, apply negotiation and conflict resolution techniques. Focus on interests rather than positions, and on collaborative problem solving.
- If issues cannot be resolved at the working level within the agreed time, escalate through the defined path. A typical path runs from Interface Coordinator, to Interface Manager, to Project Managers, to the Project Director or steering committee.
- Escalation should be factual, timely and solution-oriented, never a blame exercise.
Stage 7: Closing interfaces
- Confirm that deliverables have been provided and accepted.
- Formally close interface items in the register, with documented evidence.
- Capture lessons learned and share them with the organization.
4. Key Communication Concepts Often Tested
Communication channels formula
- n(n-1)/2, where n is the number of stakeholders.
- More interfacing parties means exponentially more channels and more complexity. This justifies a structured, centralized interface communication system.
Formal vs informal communication
- Interface commitments must be formal and documented.
- Informal conversations are valuable for building relationships, but should be followed up in writing.
Single point of contact
- Each party nominates an interface coordinator to avoid confusion and lost information.
Single source of truth
- A shared interface register or CDE prevents version conflicts.
Sender-receiver model
- Encoding, message, medium, noise, decoding and feedback.
- The sender is responsible for clarity. The receiver is responsible for confirming understanding.
Conflict resolution modes
- Collaborate/problem-solve: usually preferred.
- Compromise.
- Smooth/accommodate.
- Force/direct: only when urgent or safety-critical.
- Withdraw/avoid: rarely appropriate.
Emotional intelligence and servant leadership
- Building psychological safety so parties raise interface problems early.
Proactive communication
- Raising potential interface conflicts early is far better than reacting after rework occurs.
5. Practical Examples
Example 1: Late structural steel data
The steel fabricator has not provided connection loads, and the foundation designer needs them.
- The interface coordinator issues a formal Interface Request with a need date.
- The coordinator follows up in the coordination meeting and documents the action.
- If the item becomes overdue, the coordinator escalates according to the IMP.
Example 2: Disagreement over a sleeve scope
Two contractors disagree over who supplies and installs sleeves through a wall.
- The Interface Manager facilitates a meeting, reviews the contracts and the Interface Agreement, and listens to both sides.
- The parties seek a collaborative solution, and the agreed outcome is documented.
Example 3: Multinational joint venture
Language barriers are causing misunderstandings.
- The Interface Manager introduces standardized templates and visual aids.
- The team uses confirmation-of-understanding techniques, and translators where needed.
6. Exam Tips: Answering Questions on Communication Skills for Interface Management
Tip 1: Look for the proactive, collaborative answer.
PMI favors options where the professional takes early action, engages the right parties directly and seeks win-win solutions. Avoid answers that wait, ignore or blame.
Tip 2: Go to the plan first.
When a scenario describes confusion about responsibilities, response times or escalation, the best answer often involves consulting or updating:
- the Interface Management Plan
- the Communications Management Plan
- the Interface Agreement
Tip 3: Formal documentation wins for commitments.
If an agreement was reached verbally, the best next step is usually to document it formally, for example in minutes, an Interface Agreement or the register.
Tip 4: Resolve at the lowest appropriate level before escalating.
Do not jump straight to the sponsor or client. First, communicate directly with the interfacing party or coordinator. Escalate only when the defined timeframe passes or authority is exceeded, and then follow the defined escalation path.
Tip 5: Understand the issue before acting.
Choices such as "meet with the stakeholders to understand the concern" or "analyze the root cause" often beat immediate corrective actions or forced decisions.
Tip 6: Prefer face-to-face or interactive communication for complex or sensitive issues.
Conflicts, complex technical clashes and relationship issues are best handled in meetings or workshops. Routine status updates suit push or pull methods.
Tip 7: Remember the single source of truth.
For information inconsistency or version control problems, the answer usually involves a centralized interface register, CDE or a standardized system.
Tip 8: Tailor communication to the stakeholder.
If a stakeholder is not engaging or not understanding, the right answer often involves adjusting format, frequency or level of detail.
Tip 9: Use the channels formula when the numbers appear.
For example, with 10 parties there are 10 x 9 / 2 = 45 channels. Adding parties increases complexity and the need for structured coordination.
Tip 10: Safety and contract integrity are non-negotiable.
If an interface communication gap creates a safety risk, immediate communication and action take priority. Never choose answers that bypass contractual change control to resolve interface scope gaps informally.
Tip 11: Watch for distractor answers.
Common wrong answers include:
- "Send an email and wait."
- "Let the contractors sort it out themselves."
- "Immediately issue a change order."
- "Escalate to the client."
- "Ignore it, since it is not in your scope."
Tip 12: Think integration.
The interface manager's role is to connect parties and information. Answers that increase transparency, alignment and shared understanding are typically correct.
Tip 13: Follow-up matters.
Good communication includes verifying receipt and understanding, tracking actions to closure and confirming completion. Answers that close the loop are stronger.
Tip 14: Lessons learned.
For questions on recurring interface communication problems, consider:
- capturing and applying lessons learned
- improving templates
- holding a retrospective or process improvement session
7. Sample Exam-Style Question
An interface coordinator notices that the electrical subcontractor has not responded to three interface requests from the mechanical contractor. The response deadline defined in the Interface Management Plan passed two days ago. What should the coordinator do first?
A. Escalate immediately to the project sponsor
B. Contact the electrical subcontractor's interface coordinator to understand the delay and agree on a response date
C. Instruct the mechanical contractor to proceed with assumptions
D. Issue a backcharge to the electrical subcontractor
Correct answer: B.
Direct, proactive communication to understand the issue comes first. Escalation should follow the defined path only if the issue remains unresolved. Option C creates rework risk, and option D is punitive and premature.
8. Summary
Communication skills are the foundation of effective interface management in construction. They turn interface plans, registers and agreements into real coordination between parties who might otherwise work in silos. The key skills are:
- active listening
- clear and precise documentation
- facilitation
- negotiation
- tailored messaging
- structured escalation
- use of collaborative digital tools
For the PMI-CP exam, consistently choose answers that are:
- proactive
- collaborative
- documented
- plan-driven
- respectful of escalation paths
- focused on integration and shared understanding
Master these principles and you will handle scenario-based questions on interface communication with confidence.
Test mode:
PMI-CP - Communication Skills for Interface Management Example Questions
Test your knowledge of Communication Skills for Interface Management
Question 1
During an interface coordination meeting on an office project, the MEP contractor asks for larger beam web penetrations at interface point IP-112, and the structural contractor refuses. Both parties keep restating their positions, and the discussion has stalled. The interface agreement assigns the interface manager to facilitate the resolution of such points. Which facilitation step should the interface manager take NEXT?
Question 2
On a stadium project, the steel fabricator sends the precast contractor repeated interface requests for embed plate loads, each one marked 'urgent'. The precast contractor answers other requests first and says that every request from the fabricator carries the same label. Fabrication release for the affected trusses is five weeks away. Which revision to the fabricator's requests BEST corrects this communication problem?
Question 3
On a laboratory project, the MEP contractor raises an interface query asking whether the roof slab can carry new chiller units. The structural designer replies by email that the slab 'should be adequate for typical plant.' The MEP contractor now intends to order the chillers on the strength of this reply. Which action should the interface manager take?
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More Communication Skills for Interface Management questions
15 questions (total)
Other Interface Management concepts
Classifying Interfaces in Mega ProjectsDesigning Interface Management PracticesInterface Coordination Meetings and GovernanceInterface Management Across the Life CycleInterface Management Frameworks and SystemsInterface Points Between Work PackagesInterface Registers and Interface AgreementsInterface Risks and Handoff FailuresLeading the Interface Management PlanMonitoring Interface PerformanceNegotiation at Package InterfacesPlanning Interface Points EarlyPrinciples and Timing of Interface ManagementRelationship Management Across PackagesThe Common Language of Interface ManagementTypes of Interfaces: Physical to Organizational