Transcript Communications & Teams

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PROJECT
COMMUNICATIONS
© Kanabar /
Warburton 2009
Vijay Kanabar
INTRODUCTION

Communications management is about keeping
everyone aware about what is going on with the
project.
“Up to 90% of a project manager's time
is spent in communications
management.”
- PMI
IT IS NOT EASY TO COMMUNICATE
 We
all communicate in different
ways.
 We all struggle to recognize the best
way to communicate.
 Skills acquired are not easily
transferable to another project or
situation.
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POOR COMMUNICATIONS WILL COST YOU
 Poor
communication leads to wasted
effort and money.
 Results in unhappy stakeholders and
low morale all around.
 Confident, effective communication
is key to project success.
 If you are not communicating you
are not managing.

-Alan Barker (Improve your communication skills).
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WHAT’S AHEAD
Key project communication processes
 Identifying and Communicating with
stakeholders
 Communications Planning
 Distribution of communications
 Performance Reporting
 Relation to PMBOK

PMI PROCESSES FOR COMMUNICATIONS
Planning
Plan Communications
Executing
Distribute Information
Monitor &
Control
Report Performance
Manage Stakeholders
Expectations
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Ref: PMBOK 4th Edition.
COMMUNICATIONS AND PROJECT SUCCESS
OR FAILURE
Do you believe that a project will succeed if there
is excellent communications taking place?
 Do you believe projects will fail simply if there is
poor communications taking place?
 Case Studies?

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PROJECT MANAGER ROLE IN
COMMUNICATION
Managing project communications is one
of the most important duties of a project
manager.
Project managers must keep the
following informed:


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

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
Project owners
Team members
Management
Subcontractors and
Stakeholders.
COMMUNICATION ACTIVITIES
Communication Activities involve
 Developing a communication management
plan
 Managing stakeholders
 Distributing project information in a
timely manner
 Motivating teams
 Resolving conflicts.
COMMUNICATIONS THEORY
All communications models
involve the following:
A Communicator
A Recipient
Message
Medium
 Sender is the person sending
the message to the receiver.
 Medium is the path of the
message such as email or phone.

COMMUNICATIONS MODEL
Messages are encoded and decoded using a device or technology
before they travel over the medium.
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Ref: Jim Cormier.
THE COMMUNICATION PROCESS
Receiver
provides verbal
and nonverbal
responses to
sender
Sender has
idea
Sender
encodes idea
into a
message
Sender’s response
to feedback may
trigger additional
feedback to
receiver
Message
travels over
one or more
channels
Receiver
perceives and
decodes
message
COMPLEXITY
The theory is simple
but the practice is
difficult because…
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FILTERS
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FILTERS
 There
are filters on both sides of the
sender and receiver that hinder
communication.
 Examples of filters are listed below:
a. Language: technical material, lack of clear
communication channels, physical
separation, personality conflicts, culture,
semantics, and message content (could be
intertwined with hidden agendas).
b. Environmental background:
psychological and sociological parameters,
dysfunctional emotional behaviors. Different
educational backgrounds.
FILTERS (CONTD.)
c. Authority/Reputation
d. Pre-determined mind-set: Having a
self-fulfilling philosophy or unfounded
assumptions.
e. Historical consideration: The way a
task was always done.
BARRIERS
Communication barriers including mumbling, long
distance, static or noise and negative attitudes
or power play.
Examples are listed below :

Noise

Pre-occupation

Power game

Withholding information

Management by Memo

Hostility

Filters
LISTENING TECHNIQUES
A. Cognitive: Via perception, intuition and reasoning.
B. Affective: Via emotions and feelings
C. Psychomotive: Drivers/Motives to control listener are involved.
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TOO
MANY COMMUNICATION CHANNELS
Communication can become a very complex
activity in large project settings.
 Formula that will calculate the lines of
communication or the communication channels
based on the number of people involved in a
project

Lines of communication = N (N-1)/2
WORK LOAD & TIME MANAGEMENT
Emails:
Helping your project or drowning
it?
Meetings:
Useful or Waste of Time?
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GOOD TIME MANAGEMENT TECHNIQUES
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Estimation of activity time is important.
Identify your preference and style.
Eliminate & Delegate.
Do Possible Tasks instantly.
Stop Procrastination.
(http://www.studygs.net/attmot3.htm)
Leverage Tools and Technology.
Be persistent.
Unexpected Events will disrupt your schedule –
instead of freezing—do byte sized work. (Even 15
minutes is good enough on the scheduled
activity). End activities at a “sweet spot”.
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STEVEN COVEY’S 7 HABITS
 Project
managers & team members can
use Steven Covey’s seven habits of highly
effective people to become more effective.
Being proactive
2. Beginning with the end in mind
3. Putting first things first
4. Thinking win/win
5. Seeking first to understand, then to be
understood
6. Achieving synergy
7. Sharpening the saw
1.
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HOW DO WE BREAK DOWN THE BARRIERS
 Consider
the Filters and Barriers
introduced in the previous slide. How do
we break down the walls?
 How can we reduce the communications
workload?
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COMMUNICATIONS KNOWLEDGE AREA
Processes
Plan
Communications
Manage
Stakeholders
Expectations
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THE COMMUNICATION PROCESS
MESSAGE

The message refers to the verbal (spoken and
written) symbols and nonverbal cues representing
the information that the sender wants to convey.
Nonverbal Messages
 Verbal Messages
 Written Messages

KEY PROJECT COMMUNICATION
PROCESSES
Primary goal of project communications is to share
information with:
 Team members
 Project sponsors
 Stakeholders
 Vendors
 Other parties affected by the project.
COMMUNICATION MANAGEMENT
PLAN
 The
Communication Management Plan is
the primary output of the communications
planning process.
 Communication Management Plan is
created by the project manager and
becomes part of the project plan.
 The purpose is to inform all stakeholders
how and in what form communications
will be handled on the project.
COMMUNICATION PLAN
1.Introduction
2.List steering committee and all stakeholder groups with a description of the
purpose of the group and a list of all members for each group.
3.Formal Communication Schedule/Plan
Communication
Content
Owner Audience
Audience
Method
Frequency / Date
4.Communication
Recipients
Method
Timing
(What)
(Whom)
(How)
(When)
5.Communication Rules
Method
RESPONSIBILITY ASSIGNMENT MATRIX


WBS Activities
Units
A Responsibility
Assignment Matrix (RAM) is
a matrix that maps the work
of the project as described in
the WBS to the people
responsible for performing the
work as described in the
organization breakdown
structure (OBS).
For smaller projects assign
individual people to WBS
activities.
For very large projects, it is
more effective to assign the
work to organizational units or
teams.
OBS

Marketing
1.1
1.2
R
RP
1.3
1.5
R
P
IT
Finance
1.4
R
P
R = Responsible organizational unit
P = Performing organizational unit
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RACI

See p. 139
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IDENTIFYING AND COMMUNICATING
WITH STAKEHOLDERS
 Identifying
and communicating with
stakeholders is important.
 Projects bring value to their stakeholders.
 The success of a project can therefore be
influenced by stakeholders.
 They may positively influence the outcome
of the project or negatively influence the
project if they believe that it will no longer
bring them any value. You may have to
manage stakeholders
STAKEHOLDER CATEGORIES LISTED:
MANAGING STAKEHOLDERS: TOOL

Ask Sponsor to rank scope, time, and cost goals
in order of importance and provide guidelines
Measure of Success
Priority
Expectations
Guidelines
Cost
2
Costs will estimated
clearly
Sponsor and PM will
work closely
Time
1
Every major
milestone must be
met.
Sponsor will help
with any issues that
might affect meeting
schedule goals.
Expectations management matrix can help clarify expectations.
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DISTRIBUTION METHODS

Four methods associated with project
communications:
THE COMMUNICATION PROCESS
MESSAGE
The message may be communicated using
various methods.
Major Plans = Formal Written Communications
 Policy Speeches = Formal Verbal
Communications
 Emails, notes, etc. = Informal Written
Communications
 Hallway conversations = Informal Verbal
Communications
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TYPES OF REPORTS
Different types of reports are sent to Different types
of audience.
Report type
Executive status report
Status report
Project report
Task report
Audience
Senior Management
Project sponsor
Project team
Team members
CRITERIA USED BY PROJECT
MANAGER WHILE FORMING TEAM
Experience or skills match project requirements:
Business, Leadership, and Technical
 Personal desire or interest
 Accessibility
 Availability
 Working style matches project needs

MOST NEW TEAMS GO TO THE FOLLOWING
FIVE STAGES OF TEAM FORMATION
Forming
 Storming
 Norming
 Performing
 Mourning
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TEAM BUILDING
The focus of team building is:
Training
Feedback
Reward
Recognition
TEAM BUILDING
Determine skills requirements
 Interview potential team members
 Select team members
 Hold a kickoff meeting
 Clarify roles and expectations
 Describe your management process
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CONCERNS ABOUT THE PROJECT
MANAGER FROM TEAM MEMBERS
Sets unreasonable expectations
 Doesn't show interest in me
 Doesn't have time for me
 Is inconsistent
 Doesn't recognize our show appreciation
 Seems disorganized
 Doesn't take care of the team
 Sets unreasonable expectations
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MOTIVATION
Motivation can be extrinsic or intrinsic.
 Extrinsic motivators are material rewards:
bonuses, stock options, gift certificates.
 Intrinsic motivators are specific to the individual.
Some people are just naturally driven. Self
actualization!
 Where does training fall?

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THEORIES:
MASLOW’S HIERARCHY OF NEEDS
Self-Actualization
Self Esteem
Social needs
Safety & Security
Basic Physical Needs
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MOTIVATION-HYGIENE THEORY BY HERZBERG
 Hygiene

factors – prevents Dissatisfaction.
Examples of hygiene factors are pay, benefits, the
conditions of the work environment, and
relationships with peers and managers.
 Motivation



Factors – leads to Satisfaction.
Deals with the substance of the work itself.
Ability to advance.
Opportunity to learn new things.
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MOTIVATION  PROJECT SUCCESS
Motivation skills are essential for success.
 Motivation recognizes and promotes desirable
behavior and is effective when carried out by the
management team and the project manager.
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EXPECTANCY THEORY
The Expectancy Theory – “the expectation of a
positive outcome drives motivation”.
 People will behave in certain ways if they think
there will be good rewards for doing so.
 If you expect your team to succeed they will.
 If you believe they will fail..they are not
motivated and just might fail!
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ACHIEVEMENT THEORY
 People
are motivated by:
Achievement
 Power
 Affiliation.
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MOTIVATION & LEADERSHIP
 Douglas
McGregor defined two models of
worker behavior: Theory X and Theory Y
 Theory X managers believe that team
members will actually not perform the
duties of their job unless threatened or
closely supervised.
 Theory Y managers believe team will
perform well given the right motivating
environment and appropriate
expectations.
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CONTINGENCY THEORY
Theory
Y
Contingency
Theory
Hygiene
People are motivated to achieve levels of
competency and will continue to be motivated by
this need even after competency is reached.
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LEADERSHIP AND POWER
Punishment
Expert
Legitimate
Referent
• Coercive
• Penalty
• Influenced by Knowledge of the
Expert
• Organizational Position
• Respect for the Project Manager
(could stem elsewhere).
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CONFLICT MANAGEMENT
 If
you have a team of two you have a
conflict!
 Conflict is natural in all organizations due
to different values.
 Conflict is good! Conflicts can create
deeper understanding and respect but the
more common outcome is that conflicts are
destructive and harmful.
CONFLICT SYMPTOMS
There are many symptoms of conflict. In a project
they would include:
 The team members preferring to work in
isolation.
 Finding yourself unable to make decisions at
critical points
 A lack of enthusiasm and low team morale
among the team members
RESOLVING CONFLICTS
. Avoidance
•Forcing
. Smoothing
•Confrontation and Problem
solving
. Compromising
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TECHNIQUES – CAUSE EFFECT DIAGRAM
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STRATEGIES TO SOLVE CONFLICT
PROBLEM

1.
2.
3.
4.
5.
6.
Thomas Kayser recommends six steps for
achieving win-win solutions.
Defining and selecting the problem
Analyzing the problem
Generating potential solutions
Selecting and planning the solution
Implementing the solution
Evaluating the solution
CONCLUSION
Opportunity to improve in various aspects of
communication management.
 Learning how to influence for instance.
 Leveraging technology to communicate.
 Like the national highway – the infrastructure
should exist.
 Quality in communications management is rarely
emphasized in organizations.
 Huge opportunity for being competitive and for
introducing sustainability

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GENERAL TERMS YOU NEED TO KNOW
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Acquire Project Team
Maslow’s hierarchy of needs
Motivation-Hygiene Theory
Collocation
Virtual Teams
Politics and Communication
Power
Conflict
Project presentation
Corrective actions
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Project Reports
Develop Project Team
Direct and Manage Project
Execution
Recognition and rewards
Expectancy Theory
Team building
Hygiene Theory: Theory X
Theory Y
Information Distribution
Information gathering and
retrieval systems
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REFERENCES
Reference: MBA Fundamentals: Project
Management, Kaplan Publishing, 2008
 PMBOK 4th Edition, PMI, 2008

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WORKSHOP
Improve our communication skills
 Resolve issues and conflicts
 What to do when communication breaks down.

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