COMMUNICATION Project Management and Leadership 2015

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Leslie Ross
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1 COMMUNICATION Project Management and Leadership 2015

2 Our PROGRAMME: 1. INTRODUCTION TO PROJECT MANAGEMENT 2. STARTING A PROJECT 3. WORK MOTIVATION 4. COMMUNICATION 5: TEAMS AND TEAMWORK 6: LEADERSHIP 7: SCHEDULING AND TIME MANAGEMENT 8: MONEY AND CONTRACTS 9: QUALITY AND PERFORMANCE IN PROJECTS 10: RISKS AND CRISES 11: PROJECT EXECUTION AND CLOSURE 12: THINKING IN A PROJECT January 15 Mo Tu We Th Fr Sa Su February 15 Mo Tu We Th Fr Sa Su January 27,

3 WOW! It is communication which GIVES LIFE to organizational structure. It IS A THREAD that holds all the units, sub units, processes, systems, culture together. If communication stops, the organization will cease to exist. Communication IS VITAL for the very existence of the organization. An effective communication IS AN ESSENCE of successful managers. Effective management is an output of effective communication. As the organization grows, the role of communication becomes more critical. Poor/ineffective communication is a source of frustration, interpersonal conflict, stress.

4 WHY do projects FAIL? The project was not actually sensible No clear objectives Unclear scope Poor planning Poor communications Unrealistic finance Unrealistic staffing No effective process monitoring No change control No risk management 4

5 COMMUNICATION is the relational process of creating and interpreting messages that elicit a response messages can be in any medium creating: the communicator is making a conscious choice of message form and substance interpreting: words and other symbols are polysemic open to multiple interpretations relational takes place between two or more persons, affects the nature of the connections elicits: if the message stimulates no reaction, it is not communication (mod. GRIFFIN 2011, p.6-9)

6 NOISE NOISE NOISE The INFORMATION TRANSFER model of c. SOURCE ENCODING MESSAGE DECODING RECEIVER

7 BASIC GOALS of communication 1. TO TRANSMIT messages, ideas, feelings or opinions 2. TO CREATE an impression/understanding in the mind of the receiver

8 TAPPERS vs. LISTENERS 120 songs were tapped out Tappers predicted 50% success before the experiment /Once we know it s hard to imagine not knowing/ Listeners guessed 3 correctly (2.5% success). /We have difficulty sharing with others, because we can t readily re-create their state of mind./ (Newton, 1990 in HEATH & HEATH 2006)

9 HIGHLIGHTS: 1. COMMUNICATION GIVES LIFE TO ORGANIZATIONAL STRUCTURE 2. ITS GOALS ARE TO TRANSMIT INFORMATION (IN A WIDE SENSE) AND TO CREATE UNDERSTANDING IN MINDS OF RECEIVERS 3. THE LATTER CAN BE HARD, AS WE CANNOT READILY RE-CREATE THE RECEIVER S STATE OF MIND

10 Steps to achieve EFFECTIVE COMMUNICATION 1. ANALYZE the receiver 2. PLAN the approach (the goal, the channel, encoding, noises) 3. DELIVER the message (mod. CAMPBELL 2009, p.59)

11 The best way to think about your purpose is to finish the following statement: THE PURPOSE OF THIS COMMUNICATION IS....

12 group individual written spoken formal informal CHANNELS of communication CHANNEL MEETINGS PRESENTATIONS REPORTS TELEPHONE FORUMS (mod. CAMPBELL 2009, p.120)

13 An EFFECTIVE COMMUNICATION SYSTEM has Two-way channels Clarity of message Speed of transmission Credibility and timeliness of the message Mutual understanding Flexibility Reliance on feedback

14 PRINCIPLES OF INFORMATION DELIVERY PRIMACY: people remember well the first time they heard about something EMOTION: people remember information that impacts them emotionally FREQUENCY: people remember information they have heard frequently RECENCY: people will remember the most recent information they hear (based on CAMPBELL 2009, p.69-70)

15 STRATEGIES IN INFORMATION DELIVERY MOST CRITICAL TO LEAST CRITICAL PROBLEM/SOLUTION BIG PICTURE/SMALL PICTURE COMPARE/CONTRAST (based on CAMPBELL 2009, p.65)

16 HIGHLIGHTS: 4. ANALYZE TARGET PLAN APPROACH DELIVER MESSAGE 5. BUILDING YOUR CS, USE ECS CHARACTERISTICS AS A CHECKLIST 6. DELIVERING INFORMATION, USE THE PRINCIPLES AND STRATEGIES

17 S

18 MEETINGS PURPOSE PARTICIPANTS PLANNING PARTICIPATION PERSPECTIVE

19 PRESENTATIONS Be inspired with the topic Prepare Tell stories Teach your audience something new Surprise your audience Use humor without telling a joke Follow the 20-min rule Favour pictures over text Practice relentlessly (based on GALLO 2014 and WEINSCHENK 2012)

20 HIGHLIGHTS: 7. WRITE CONCISE PERSONALIZED S 8. MEETINGS ARE 90% EVIL; GET THE BEST FROM 10% WITH THE 5Ps 9. WORK ON YOUR PRESENTING SKILLS: READ, WATCH, PRACTICE

21 PROJECT COMMUNICATION consists of 1. Collecting, distributing, and storing project information 2. Generating the right level of information for the stakeholders 3. Communicating project information in a timely manner

22 One of the first communication challenges for the project manager is communicating how the project will make the organization better when it is finished (THE VISION). (mod. CAMPBELL 2009, p.1)

23 PMBOK 5ed The relevant knowledge areas in PMBOK PROJECT COMMUNICATIONS MANAGEMENT ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information PROJECT STAKEHOLDER MANAGEMENT identify the people, groups, or organizations that could impact or be impacted by the project, to analyze their expectations and impact on the project, to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution (PMBOK 2013, p.287, p.391)

24 Project STAKEHOLDER MANAGEMENT processes 1. IDENTIFY Stakeholders: identify the people, groups, or organizations; analyze and document relevant information on their interests, involvement, interdependencies, influence, and potential impact on project success. 2. PLAN Stakeholder Management: develop appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success. 3. MANAGE Stakeholder Engagement: communicate and work with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle. 4. CONTROL Stakeholder Engagement: monitor overall project stakeholder relationships and adjust strategies and plans for engaging stakeholders. (PMBOK 2013, p. 391)

25 The POWER-INTEREST GRID (Mod. CADLE et al., 2010, p.66-70)

26 Tools to MANAGE ENGAGEMENT MANAGEMENT SKILLS Presentation skills Writing skills Negotiating INTERPERSONAL SKILLS Building trust Resolving conflict Overcoming resistance to change

27 Stakeholders ENGAGEMENT ASSESSMENT MATRIX UNAWARE RESISTANT NEUTRAL SUPPORTIVE LEADING Stakeholder 1 Stakeholder 2 C C D D Stakeholder 3 C D C the current state D the desired state

28 COMMUNICATIONS MANAGEMENT PLAN Stakeholder communication requirements Information to be communicated (reasons for that) Time frame and frequency for the distribution Channels Senders and receivers Resources allocated Escalation process Method for updating and refining the plan

29 PERFORMANCE REPORTS A SIMPLE STATUS REPORT: percent complete/status dashboards for each area (i.e. scope, schedule, cost, and quality). ELABORATE REPORTS: Analysis of past performance, Analysis of project forecasts (including time and cost), Current status of risks and issues, Work completed during the period, Work to be completed in the next period, Summary of changes approved in the period, etc.

30 A 1-page PM INITIATED PROJECT Days from Initiation VALCAMMO PM Dr Sergey Nesterov DATE CLOSED CORE LAB Turku PET Centre DATA ANALYSIS INSTITUTION Carimas 2 FlowQuant PMOD (v3.3) PLANNED STARTED rep1 rep2 rep1 rep2 rep1 rep2 FINISH FINISHED Turku PET Centre obs Nuclear Medicine Unit of obs University of Florence obs Radiology Department of obs University of Lausanne PROJECT PERFORMANCE STAGE METHOD BY STARTED PLANNED FINISH FINISHED STATISTICAL ANALYSIS PRESENTING RESULTS DISCUSSING RESULTS DRAFTING A PAPER DRAFTING PUBLISHING DRAFT No JOURNAL IF RATIONALE SUBMITTED BY JOURNAL's RESPONSE RECEIVED

31 HIGHLIGHTS: 10. COMMUNICATING THE VISION IS THE FIRST CHALLENGE FOR A PM 11. ENGAGING STAKEHOLDERS VIA COMMUNICATION IS ESSENTIAL 12. DEVELOP YOUR OWN WORKING PERFORMANCE REPORT TOOLS

Project Management Body Of Knowledge (PMBOK ) Guide 5 th Edition. February 21, 2013

Project Management Body Of Knowledge (PMBOK ) Guide 5 th Edition February 21, 2013 1 PMBOK 4 th Edition Released in 2008 5 Process Groups 9 Knowledge Areas 42 Processes Released in 2013 5 Process Groups