Transcript 17872-DipPM-CommsIntroFinal

Manage Project Communication
Introduction to Communication
Diploma of Project Management 17872
Qualification Code BSB51507
Unit Code BSBPMG507A
BSBPMG507A Manage Project Communication
Project Communications Management
• Includes processes required to ensure timely and
appropriate generation, collection, distribution, storage,
retrieval and disposal of project information
• Project Managers spend the majority of their time
communicating with team members, the Project Sponsor
and other project stakeholders
• Effective communication enhances project success by
creating understanding between diverse sets of
stakeholder
• Poor project communication is one of the most common
causes of project failure
Adapated from PMBOK 4th Edition
BSBPMG507A Manage Project Communication
Project Communications Management
Communication activity has many dimensions Internal
External
Informal
Formal
Vertical
Horizontal
Official
Unofficial
Verbal
Non-Verbal
Written
Oral
Adapated from PMBOK 4th Edition
BSBPMG507A Manage Project Communication
Common Communication Skills
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Listening actively and effectively
Questioning to ensure better understanding
Education to increase team knowledge and effectiveness
Fact-finding to identify and confirm information
Setting and managing expectations
Persuading someone to perform a desired action
Negotiating to achieve mutually acceptable agreement
Resolving conflict to prevent disruption
Summarising, recapping and agreeing next steps
Adapated from PMBOK 4th Edition
BSBPMG507A Manage Project Communication
Communication Management
EFFECTIVE COMMUNICATION
BSBPMG507A Manage Project Communication
Effective Communication
• The transferring and understanding of meaning
• For communication to be effective, it is important to
understand how the people you are interacting with may
interpret your message. We obtain information through
our senses and we all apply different filters.
• It is important to verify the receivers understanding of
your message and to verify your understanding of theirs
BSBPMG507A Manage Project Communication
Understand Modes of Learning
Kinaesthetic
–
–
–
–
Feel the world
Act on what they feel
Learn by doing
Tactile
Visual
35%
40%
25%
Auditory
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Hear the world - Aural
Think by analysing sounds
Love to hear themselves and others talk
How things are said is more important than what is said
BSBPMG507A Manage Project Communication
See the world - Visual
Think by making pictures in
their mind
Understand better if they see it
Appearance is very important
Preferences for Communication
• Modes of learning affect preferences for communication
• Being aware of the modes will make your communication
more successful
• Cater for all three modes when planning and developing
communication
• Most people are a combination of two of the three modes
– the most common are
 Kinaesthetic/Auditory and
 Kinaesthetic/Visual
BSBPMG507A Manage Project Communication
Communication Broken Down
• Content - 7% of the meaning from the content of the
spoken message
• Vocal - 38% of the meaning from the tone of voice,
timbre, tempo, volume, pitch etc
• Non Verbal – 55% of the meaning from body language,
posture, gesture, breathing, skin colour etc
• All three need to be congruent to convey the intended
message
Source: Mehrabian, A & Ferris, R, 1967. “ Inference of attitudes from non-verbal communication in two channels”,
The Journal of Counselling Psychology, pp 248 - 252
BSBPMG507A Manage Project Communication
Active Listening
• Active listening is an intent to "listen for meaning", in
which the listener checks with the speaker to see that a
statement has been correctly ...
• The process of attending carefully to what a speaker is
saying, involving such techniques as accurately
paraphrasing the speaker's remarks
• a skill in which the listeners demonstrate that they
understand what the speaker is saying both verbally and
nonverbally
BSBPMG507A Manage Project Communication
Listening with Questions in Mind
• When attending presentations and meetings, listen with
the following questions in mind –
 What is the speaker saying?
 What does it mean?
 What point are they trying to make?
 How does it relate to previous messages?
 How can I use the information?
 Does it make sense?
 Am I getting the whole story?
 What outcomes are they trying to achieve?
Source: Adapted from Bucero A., Listen and Learn, PM Network, 2006 June pages 20 - 22
BSBPMG507A Manage Project Communication
Shannon’s Communication Model
• Communication is impaired by noise factors or ‘barriers’
BSBPMG507A Manage Project Communication
Barriers to Effective Communication
1.
Language Barriers
2.
Cultural Barriers
3.
Individual Barriers
4.
Organisational Barriers
5.
Interpersonal Barriers
6.
Attitudinal Barriers
7.
Channel Barriers
BSBPMG507A Manage Project Communication
Barriers to Effective Communication
1. Language Barriers
 Different languages, vocabulary, accent, dialects
 Semantic gaps are words having similar pronunciation but
multiple meanings – these can easily be misunderstood
 Poorly expressed message, incorrect interpretation and
unqualified assumptions
 The use of difficult or inappropriately technical terms
2. Cultural Barriers
 Can create boundaries and separate people from each
other in such a way as to prevent understanding
Age
Beauty
Gender
Economic
Position
Cultural
Background
Ethics
Assumptions
Motives
Social Status
Education Temperament
BSBPMG507A Manage Project Communication
Popularity
Priorities
Political
Views
Health
Barriers to Effective Communication
3. Individual Barriers
 May be a result of an individual's perceptual and personal
discomfort
 Even when two people have experienced the same event
their mental perception may be different and acts as a barrier
 Style, selective perception, halo effect, poor attention, poor
retention, defensiveness, close mindedness, insufficient
filtration
 Can result from unrelated external forces, stress and
personal change
4. Organisational Barriers
 Organisational culture, values, protocols, rules, regulations,
accepted norms and behaviours
 Physical set up of work stations
 Communication tools and working facilities
BSBPMG507A Manage Project Communication
Barriers to Effective Communication
5. Interpersonal Barriers
– Lack of knowledge of non-verbal clues like facial expression, body
language, gestures, postures, eye contact
– Managers
 Lack of trust in staff
 Different priorities from employees
 Lack of understanding of employee expectations
 Authority and power imbalance
 Fear of losing of control
– Staff
 Lack of trust in Manager or Employer
 Lack of motivation and co-operation
 Fear of consequences
 Information overload
BSBPMG507A Manage Project Communication
Barriers to Effective Communication
6. Attitudinal Barriers
 Limitation in physical and mental ability
 Differences in intellect, understanding and perceptions
 Lack of trust and fear of consequences
7. Channel Barriers
 Inappropriate selection of communication channel
 Inappropriately structured message – eg too long, no
summary, no clear outcome
 Lack of access to communication media
 Impacts clarity, accuracy and effectiveness
BSBPMG507A Manage Project Communication
Overcoming the Barriers - Do’s
• Allow employees access to resources, self expression
and idea generation
• Express your expectations to others
• Avoid absolute words such as "never", "always", "forever
• Avoid “Yes….But”
• Be a good, attentive and active listener
• Filter the information correctly before passing on to
someone else
• Establish direct communication channels
• Eliminate intermediaries
BSBPMG507A Manage Project Communication
Overcoming the Barriers - Do’s
• Maintain eye contact if culturally acceptable
• Use specific and accurate words which are easily
understood
• Try and view the situations through the eyes of the speaker
• Provide summaries and key messages if information is very
detailed or complicated
• Oral communication must be clear and not heavily
accented
• Explain technical concepts and provide definitions
BSBPMG507A Manage Project Communication
Overcoming the Barriers - Do’s
• Ask for clarification and paraphrase
to confirm understanding
• Break down hierarchies and chains of command
• Foster congenial relationships between staff and managers
• Focus on purposeful and well focused communication
• Seek and act on feedback
• Keep an open mind
BSBPMG507A Manage Project Communication
Overcoming the Barriers – Don’ts
• Be a Selective Listener - this is when a person hears
another but selects not to hear what is being said or to
hear a different message
• Try to “win” and score points or prove the other person
wrong
• Daydream
• Use long chain of command for communication
• Use technical jargon or unusual words
• Jump to conclusions
• Interrupt the speakers and distract them by asking too
many irrelevant questions
• Digress off the main topic
BSBPMG507A Manage Project Communication
Human Resource Management
EFFECTIVE MEETINGS &
PRESENTATIONS
BSBPMG507A Manage Project Communication
Effective Meetings
• Meetings are one of the major forms of communication
for projects and in the general business environment
• These can be positive and fruitful or a total waste of time
• An effective meeting is one that reaches the required
outcomes of all participants
• Achieving the required outcomes requires planning and
preparation
• Meetings are a form of ‘Interactive Communication’ and
can be conducted in many different ways – both formal
and informal
• 'Hey, if this person can't manage a meeting, what
chance does the project stand?'
BSBPMG507A Manage Project Communication
How to Conduct Effective Meetings
1. Ensure outcomes are defined prior to the meeting
 Never go to a meeting where the desired outcomes are not
clearly understood by all involved.
 This includes the meetings you call and the ones you are
required to attend.
 Send an outline of the purpose of the meeting and the
required outcomes
2. Plan the meeting in advance
 Think about what you want to say, what information you
require or what you need to learn from the meeting.
 Anticipate and prepare for questions and objections, raise
them yourself if they are important.
 Prepare agendas for formal meetings and distribute in
advance
BSBPMG507A Manage Project Communication
How to Conduct Effective Meetings
3. Manage your time and respect the time of others
 Understand the expectations around meeting start and finish
times
 Be clear about your expectations – eg.
1. Always start on time and finish on time vs Start 5 minutes
late and finish 5 minutes early
2. Reschedule the meeting if key contributors are not present
3. Agree key contributors and minimum attendees
4. Pay attention and actively listen
 If it is important enough to attend then it is important enough
to listen carefully.
 Be engaged and present, you never know what you might
find out.
 Confirm understanding
BSBPMG507A Manage Project Communication
How to Conduct Effective Meetings
5. Suggest options
 Don't be afraid to challenge what is put in front of you.
 Suggest alternatives if this will achieve the outcome more
effectively
6. Summarise
 Recap decisions and actions at the end of the meeting
 Be specific about who is to do what by when
 Clarify that outcomes have been achieved and assess
understanding
 Ask for feedback and confirm agreement
BSBPMG507A Manage Project Communication
How to Conduct Effective Meetings
7. Confirm and confirm again
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Always confirm appointments the day before
Leave nothing to chance
Be prepared to reschedule immediately if there are issues
with the timeslot
8. Document agreed actions and decisions
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Formal meetings should have formal minutes including
action items and major decisions
Informal meetings can be followed up with a brief email
outlining outcomes and action items
Maintain a Decision Register and an Action item Register,
review with the group regularly
BSBPMG507A Manage Project Communication
Meetings vs Workshops
Meetings
– Small or large groups
– Specific plan of the
outcomes
– Standing agenda distributed
prior to meeting
– Room to accommodate
additional business
– Formal minutes, action items
and decision register
– Good meeting practices
– Active listening
BSBPMG507A Manage Project Communication
Workshops
– Small or large groups
– Require strong facilitation
skills
– Very detailed plan for the
sessions
– Room for flexibility if valuable
information being obtained
– Specific objectives but less
defined outcomes
– Good to generate ideas, gain
understanding, problem
solve
Formal vs Informal Meetings
Formal
– Small or large groups
– Specific plan of the
outcomes
– Standing agenda distributed
prior to meeting
– Room to accommodate
additional business
– Formal minutes, action items
and decision register
– Good meeting practices
– Active listening
BSBPMG507A Manage Project Communication
Informal
– One on one or small group
– Scheduled in advance or adhoc
– High level plan of outcomes
– Flexible agenda
– Standing agenda or topics
agreed at start of meeting
– Optional confirmation of
agreements, decisions and
actions via email
– Active listening
Effective Presentations
• Very few people enjoy giving presentations
• Some are even more afraid of giving presentations that
they are of dying!
• Speeches are being replaced by PowerPoint
presentations
• PowerPoint is only an aid, to be effective attention must
be applied to the content as well as the performance
aspects of the presentation
• Audience expectations are often very high
• People demand to be enlightened, informed and
entertained
• Skilled presenters can transfer information, influence the
audience and inspire action
Adpated from PMBoK Guide – Fourth Edition
BSBPMG507A Manage Project Communication
Planning Presentations
1. Have a strong introduction
 Plan an engaging introduction eg – provocative question,
impressive fact, quotation, recall an anecdote
2. Consider your listener
 Frame the presentation as though you are sitting in the audience
 Understand the specific needs, wants and emotions of your
audience
3. Ensure your audience knows what's in it for them
 Be clear about what is in it for the audience – WIIFM – What’s in it
for me!
 Tailor your presentations to the needs of the audience
4. Begin with the end in mind
 Let them know what to expect, how they can use the information
and the direct benefits to them
 Define the outcome and plan the messages
 Prepare a storyboard and remove unnecessary content
BSBPMG507A Manage Project Communication
Planning Presentations
5. Establish credibility
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Be confident in your movements, speech and what you are saying
Mention your background, skills and experience
Get the audience emotionally engaged
6. Plan the flow of your argument
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Be clear on the outcome and your intentions
Lead the listener through
Obtain agreement along the way
Summarise key points
7. Begin with the end in mind
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Let them know what to expect, how they can use the information
and the direct benefits to them
Define the outcome and plan the messages
Prepare a storyboard and remove unnecessary content
BSBPMG507A Manage Project Communication
Planning Presentations
8. Speak as if to one individual
 Deliver your speech as though each person was the only one in the
room
 Make the presentation personal
9. Practise your presentation style
 Include three different styles - audio, visual and kinaesthetic
 Plan how you transition between these elements
 It pays to practise with someone you trust and then to ask for their
comments
10. Strong conclusions
 Summarise key points
 Call the audience to action
11. Ask for feedback
 Be open and calm
 Take it on board if appropriate for future presentations
BSBPMG507A Manage Project Communication
AIDA – A Simpler Model
• Win the audiences attention
• Gain their interest
• Create a desire
• Stimulate action or agreement
BSBPMG507A Manage Project Communication
Tips for Using PowerPoint
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Keep it simple
PowerPoint is an aid not the main attraction
Avoid cheesy clip art, animation and fancy backgrounds
Use ‘slide master’ for consistent formatting
Presentations - 6 points per slide
Practice your interaction with the slides and other media
Report Format – can be very detailed and small font if
designed to be printed out
• Lectures can break the rules as they are a combination
of presentation and detailed notes
BSBPMG507A Manage Project Communication
Communication Management
Change Management
BSBPMG507A Manage Project Communication
Change Management
• Change is when events occur that result in our normal
environments being altered, varied or substituted. This
in turn, requires us to do something differently.
• Change is constant and with us all the time
• Change varies in degree from a minor irritation to
something with major impacts
• Change Management is the process of initiating,
implementing and embedding change
BSBPMG507A Manage Project Communication
Projects and Change
• All projects cause change
Projects
Change
• Project Management and Change Management are
closely aligned
• Communication Plans and Human Resource Plans often
include sections related to Change Management
BSBPMG507A Manage Project Communication
Change Management Phases
1.
Preparing for change - Ending
2.
Managing change - Transition
3.
Reinforcing change - Beginning
•
These can be incorporated into a project’s phases to
improve the chance of success
Prosci’s Change Management Methodology
BSBPMG507A Manage Project Communication
Stages of Change
• The change process is the progression from endings,
through transitions to beginnings
Endings
•
•
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When change occurs,
some things come to an
end or things are done
differently. These
endings can be painful
and confusing
People must come to
terms with these
feelings before they can
move on.
If people are not able to
let go of the past, they
will take unnecessary
“emotional baggage”
into the new situation
BSBPMG507A Manage Project Communication
Transitions
•
•
•
It is a time of keen
awareness of what is
ending and what is
beginning
People are vulnerable
and need support
networks to help them
move forward.
This is the time for
sorting out and getting
the right emotional and
attitudinal responses for
success in the new
situation.
Beginnings
•
•
People are now feeling
good about the change
and positive about the
future
True acceptance of the
change can take place
because uncertainty
should have ended, you
are now comfortable
with your surroundings
Commitment Curve
• It represents the typical progression of a population of people as
they undergo a change. Progression up the curve is far from
guaranteed and often stops at Understanding.
Commitment
Commitment
It’s what I do
everyday and its
just part of my
daily role
Buy In
Understanding
Awareness
Contact
I have heard
about
this change
We have to get this
change in place and
working as its critical to
our business strategy
This change is supposed to deliver increased
performance by altering X and allowing us to do Y
This change is going to have an
effect on us in some way
Time
BSBPMG507A Manage Project Communication
Transition process of change
• The aim is to get the project team and stakeholders through the
transition period with a positive or accepting attitude
Uncertainty
Commitment
Creativity
Depression
Excitement
Innovation
Accomplishment
Anger
Anticipation
Learning
Transitions
Neutral Zone
Endings
Beginnings
Anxiety
Confusion
Relief
Resistance
Confusion
Frustration
Reservation
High Energy
Unsure
Ambivalence
Denial
Scepticism
Exploration
Time
BSBPMG507A Manage Project Communication
.
Resistance to Change
• When change comes people often don’t like it and may
not feel good
• Resistance can block change unless people learn from it
• Resistance provides information which can help change
move forward in a positive direction
• For this to happen you must learn to engage resistance
and be energised by it
• Similar impacts to conflict, can be both positive and
negative
• How you resolve and manage the resistance factors will
determine the success, or not, of the end result
BSBPMG507A Manage Project Communication
Resistance Factors
1. Loss of Control
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Many individuals feel resentful when change is imposed on them
A sense of control is essential for the self esteem of most people
Imposed change can remove this sense of control, leading to stress
and an attempt to reassert control by overt or covert sabotage
2. Fear of the Unknown
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When the future state is unknown, fear and subsequent resistance
can be generated
This is a particular problem in Transformational Change or very
large projects, where the change is so extreme or complex that most
people are unable to see their own personal future state
Not unreasonably this can lead to unwillingness to change
3. Self Doubt

In some cases individuals fear they wont be able to learn skills, or
conduct tasks as required in the new model can lead to resistance
BSBPMG507A Manage Project Communication
Resistance Factors
4. Unexpected Change
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
People react negatively almost instinctively when decisions or
demands are placed upon them without any forewarning or
chance for preparation
An individual who has had no time to think through their reaction
will almost certainly react negatively and resist change.
5. Force of Habit
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Many people are habitual in their nature and resent any break to
this routine
Change disrupt routines, causing insecurity and hence resistance
6. Ego
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If something is to be changed, that implies the way it was done by
before by the people doing it was wrong or inferior
A surprising amount of resistance faced by change agents is due
to this.
BSBPMG507A Manage Project Communication
Resistance Factors
7. Chaos Theory
 Changes occurring in a professional environment can have an
impact on a people’s personal life.
 Examples of this might be changes in location, work colleagues who
are personal friends etc.
8. Increased Work Load
 The implementation of change, and the actual change itself can
lead to increased workloads.
 An unwillingness or a simple physical inability to increase a
workload can be a cause of resistance
9. History
 A history of failed changes, or simple exhaustion from constant
change (often known as change fatique) can cause resistance.
BSBPMG507A Manage Project Communication
Characteristics of Resistance
Is
Is Not
Inevitable
Necessarily logical
A natural function of change
A sign of disloyalty
Manageable
Something to overcome or combat
An attempt to protect the individual point
of view
Aimed at an individual or to be taken
personally
A sign that something important has been Designed to discredit your competence
found
A sign that the potential for change exists
Indicative of poor performance
A sign of controlling the change process
A sign that the change process is out of
control
A learning process
BSBPMG507A Manage Project Communication
Consequences of Not Changing
• If the change is critical to the success of the project then
people who continue to resist may suffer the following –
 Increased personal stress
 Reduced results and job performance
 Reduced effectiveness
 Reduced efficiency
 Reduced job satisfaction
 Illness and absenteeism
 May be forced to leave
 May elect to leave
BSBPMG507A Manage Project Communication
Next Steps
Please proceed to Communication Processes Part 1
in the Learning Program.
Best of Luck!
BSBPMG507A Manage Project Communication