communication in project management: does it have to be so difficult?
TRANSCRIPT
JUST READ THE DARN STATUS REPORT!
Communication in Project Management: Does it have to be so difficult?
Discussion Topics
Project Management Communications: According to the PMBOK Suggestions from the Brits (PRINCE2) 4C’s & Meeting Effectiveness from
the IHRIM Best Practices from the real experts –
YOU!
Claude Younger
PMP since 2005 Client Executive, Anthelio Healthcare
Solutions for Baton Rouge General account 10 years with IBM/Healthlink as Sr. Managing
Consultant & Engagement Manager Louisiana native; Denham Springs since 1994 Married 32 years (8/12) to Jeanine; two
children: LSU graduates, married & on their own
Two grandsons: Judah, 1 year & Zan, 9 months
According to the PMBOK
There is a substantial amount of communications that must occur in any project.
It must be collected, disseminated, stored and destroyed at the appropriate time.
The Project Communications Management knowledge area contains the processes to get this job done.
Process sets define input and output and there are sets of tools and techniques used to convert input into output.
PMBOK Communications Mgmt Processes
Communications Planning Who needs what; when and how will
they get it? Information Distribution
Updating stakeholders in a timely manner
Performance Reporting Status reporting, progress measurement
and forecasting Administration Closure
Formalizing phase and project completion
PMBOK Communications Mgmt Concepts
Interpersonal Communication Process of sharing information with others Sender/message/receiver Success = (message sent = message
received) Methods of Communication
Verbal : timeliness vs. understanding Non-verbal =
Words (7%) + Voice tones (38%) + Facial/physical (55%)
Written: simple, clear, direct
PMBOK Barriers to Communications Macro-Barriers (for senders and receivers)
Information overload Lack of subject knowledge Cultural differences Organizational climate Number of links between
Micro-Barriers (for senders and receivers) Perceptions ; respect for expertise Message completion; attention and
interference Jargon and terminology; seek common ground
Other PMBOK Communication Topics
Types of Project Communications Communication Channels and Links Effective Listening Barriers to Effective Listening Guidelines for Active Listening Communication Styles Approximate PM time allocations:
70-90% communicating (45 listening / 30 talking)
50% in meetings
PRINCE2 and the Brits
PRINCE2 (PRojects IN Controlled Environments) is a process-based method for effective project management.
A de facto standard for the UK Government; widely recognised and used in the UK private sector and internationally.
Established in 1989 by CCTA (the Central Computer and Telecommunications Agency), since renamed the OGC (the Office of Government Commerce).
Originally based on PROMPT, created by Simpact Systems Ltd in 1975. PROMPT was adopted in 1979 as the standard to be used for all Government information system projects.
According to Simon Buehring(a PRINCE2 consultant/trainer) The Information that You Need to Give
Staff needs to know what, when, budget, timeline
Progress reports to Project Board, Executive, users and suppliers
Support change and risk assessments, progress updates, and go/no go decisions
The Information that You Need to Receive Regular and complete access to information all
about customer needs, objectives, plan, constraints, changes/risks, and progress
Checkpoint & Highlight Reports
4C’s for Project Management Messages (IHRIM: Int’l Assoc. for HR Info. Mgmt.)1. Clear; KISS; avoid acronyms and
jargon2. Concise; main point, key message,
specific actions required3. Consistent; messaging and
terminology4. Continuous; silence = assumption of
trouble
Meeting Practices (IHRIM) Only meet if there is a real need; cancel regular
project status meetings when not required. Prepare (update) and distribute an agenda in
advance. Establish a project culture and meeting policy
(aka ground rules) to be positive, collaborative and constructive.
Start and end on time, follow the agenda and control off-topic discussions.
Use meetings as part of a team building program and encourage participation; add team building and recognition activities throughout the project.
Issue the updated action register (or brief meeting minutes) the next day if possible.
WHAT ARE YOUR PROJECT MANAGEMENT COMMUNICATION BEST PRACTICES?
