Today

Dr Lynda Bourne,
DPM, CCP, PMP®
Topic
How to Plan and Manage
Project Communication
Today
• Why does communication matter?
• Stakeholder management skills
– Who and why
• Effective communication
– How
• Tools and techniques of effective
project communication
– What
1
Why Communication Matters
Discussion
In teams:
• Choose two of the images on the
previous slide
• Describe the problem the image
illustrates
• Suggest a way to fix the problem
• Suggest a way to prevent it from
happening again
2
Discussion
The images show:
• Poor project outcomes
• The result of poor communication
between the users and the team
• Is it easier to fix the problem at the
end of the project?
• Or prevent the problem from
happening?
Discussion
Improving project communication:
• Planning
– Who are the stakeholders?
– What are their expectations?
• Executing
– Targeted communication with stakeholders
• Monitoring/Controlling
– Measuring effectiveness of the communication
– Adjusting communication where necessary
3
Stakeholder Management
Stakeholder Management
• Identifying the project’s stakeholder
community
• Managing stakeholder expectations
• Building and maintaining
relationships
• Communication is the major tool for
managing relationships
4
‘Circle’ of stakeholders
Current
Stakeholders
Team
Work
Potential
Stakeholder
Community
The Stakeholder Circle
5-step methodology
• Step 1: identify the ‘right’ stakeholders
• Step 2: prioritise these stakeholders
• Step 3: visualise the results of steps 1 and 2
• Step 4: engage stakeholders and
commmunicate
• Step 5: monitor effectiveness of
communication
5
The Stakeholder Circle™ Methodology
“Are you managing the right stakeholders?”
Step 1:
Identify
Step 2:
Prioritise
Step 3:
Visualise
‰ Name
Team ratings of:
‰ Role
‰ Power
Results of Steps 1
&2
‰ Direction of
influence (U, D,
O, S, I, E)
‰ Proximity
Engagement Profile
‰ Support
‰ Categorised list
‰ Receptiveness
‰ Excel form
‰ Urgency
‰ Targeted
Communication
Plan
‰ Stakeholder
Circle
‰ Index #
‰ Significance:
‘stake’
Step 4:
Engage
‰ Priority
‰ Relationship
Manager
‰ Requirements:
'expectations’
‘Directions’ of
stakeholder
influence are
identified early
Step 5:
Monitor
‰ ‘Baseline’
communication
plan
‰ Subsequent
assessment
‰ Direction of
influence (U, D,
O, S, I, E)
‰ Reports
Categories of influence
Competition and
relationship with
peers and
communities of
practice
Managing
sponsors and
maintaining
organisational
commitment
Upwards
Knowing ‘directions’
of stakeholder
influence is key to
developing targeted
communication
-
-
-
Sidewards
Outwards
The work
-
‘Directions’ of
stakeholder influence
are key to revealing
the stakeholder
community
-
Managing
the team
Downwards
Customers, JV
partner(s),
unions,
suppliers, ‘the
public’,
shareholders,
government
6
Case study
‘Paperless’ share system:
Taurus
Taurus
UK Stock Exchange
Paperless share system
Abandoned after 10
years and £800m spent
Techs ran project
‘Scope creep’ over 10
years from PC-based to
‘complex hybrid model’
Tried to satisfy ALL
stakeholders and solve
ALL technical issues
7
Discussion
• Who are the stakeholders?
• What are their ‘directions of interest’?
• Who are the most important stakeholders?
Why?
• Who has the most power?
• Who has the most to gain or lose in this
situation?
Results
• List of ‘right’ stakeholders for any part
of the project
• Knowledge of:
– Who are ‘key’ stakeholders
– ‘Direction of influence’
– Expectations of each stakeholder
– Level of support and willingness to assist
8
Stakeholder Circle: IT project
An engagement profile
• Assess each stakeholder's current level
of:
–Support and receptiveness (X)
Stakeholder 2
XX √
X X
X X
Receptiveness
Support
The optimal
engagement
position (√)
should also
be recorded
Support
Stakeholder 1
√
X X X X
X X X X
Receptiveness
9
Managing expectations
Two way relationship
• Building and maintaining the
relationships between the project and
stakeholder community depends on
knowing:
–How/why they are important to the work
–What they require from supporting the work
• This is ‘mutuality’
10
‘Mutuality’
• How the stakeholder is important to
the work
–And what makes him a stakeholder?
–What is his ‘stake’?
• What the stakeholder requires from
the work
–What are his ‘expectations’?
Discussion
• Based on the list of stakeholders
developed in the case study:
• What were the expectations of each
stakeholder?
• Were there any conflicting
expectations?
11
Managing expectations
• Expectations not understood or managed
are major causes of project failure
• Relationships
– Hierarchical relationships
(upwards, downwards)
– External relationships (others outside
the team)
– Lateral relationships (peers)
– Between stakeholders (influence networks)
Maintaining the relationship
• Any relationship requires work to maintain:
– Family, staff, professional networks
• Work relationships are no different
• They require maintenance through:
– Continuous interaction
– Understanding and managing expectations
• Communication:
– Essential tool and technique for maintaining any
relationship
12
Effective communication
Communication
• Process:
–Information exchange using a common
system of symbols, signs, or behaviours
• Activity:
–Exchange of information
–how, when, in what format, by whom and
to whom
• Based on the needs of the stakeholders
and the needs of the project
13
Effective communication
• Communication is the primary tool for
stakeholder engagement and management
• The effectiveness of the communication is
influenced by:
–
–
–
–
–
The relationship between sender and receiver
The power differences
Credibility of the messenger and the message
The relevance of the information to the recipient
The format and content of the message
Theories of communication
14
A communications model
Message
Encode
Sender
Decode
Noise
Medium
Decode
Noise
Receiver
Encode
Feedback
- Message
The neuroscience view
• We think in maps:
– Repeated connections form paths (habits)
• Individual’s life experiences create unique
pathways: EVERY person is different
– Different approaches to learning, problem solving
and interpreting messages
• The brain hardwires everything useful:
– Working memory (conscious mind: about 7 items)
15
The neuroscience view
• Perception (our reality) is driven by
this hardwiring
– Long term memory the basis for how we
interpret our world
– Breaking these habits is difficult
• Creating new wiring is less difficult
– New habits become stronger with conscious
repetition
• Understanding how the brain works is
essential for effective communication
Communication filters
• The brain will filter and sometimes
distort information
– Hardwiring (conscious and unconscious)
• How we send and receive messages is
also affected by:
– The objectives of the communication (business
or pleasure)
– Our cultural background
– Our personal preferences
16
The brain at work
Where is the car?
Where is the dirt on
the car?
What can you see?
17
What can you see?
18
19
The effect of culture
20
Effective communication
Conscious and
unconscious processing
of information
Age, nationality,
education, work
environment
Culture
Culture ‘sticks’
• Culture is very strong
The story of the five monkeys
21
Politics and culture
• Culture is: ‘how we do things around
here’ and cultural norms are the ‘unwritten
rules of behaviour’
• A person’s culture (national, professional,
organisational) influences how messages will
be sent and received (communication style)
• Understanding communication style
prevents misunderstandings and helps build
empathy
Some cultural differences
• Generational
– Baby boomers; Gen x, y, z
• Industrial
– Managers; professionals (eg: project
managers); technical experts
• National
– Asian cultures; Anglo-American; Dutch; Danish
• Organisational
– Microsoft; banks; Nordstroms
22
Stereotypes
• Stereotypes are based on these cultural
differences
• Part of the brain’s hard-wiring
• For effective communication across
cultures we must be aware
• Some stereotypes (jokes):
– A physicist, an engineer and an economist are
trapped….
– An Englishman and an Irishman….
– An Australian and a Kiwi (New Zealander)…
The effect of personality
23
Effective communication
Conscious and
unconscious
processing of
information
Age, nationality,
and education,
work environment
Personality
and personal
preferences
Culture
Behaviours and personality
Four types of personality/behaviours
•
•
•
•
Type A – the Leader
Type B - the Socialiser
Type C - the Finisher
Type D – the Supporter
Personal preferences shape:
• The relationship
• Appropriate communication
24
Type A: the Leader
• Risk taker, enjoys change
• Takes charge
• Doesn’t like routine
• Seeks to control
• Time urgency
• “Give me the summary”!
Type B: the Socialiser
• Loves to be part of groups
• Wants to be the centre of attention
• High energy
• Supportive
• Need to be liked
• Persuasive
25
Type C: Programmer
• Accountant
• Engineer
• Love accuracy, precision
• Neat
• Want ‘facts’
• Detailed
Type D: Team player
Reliable:
• “Always there when
you need them”
• Don’t like change
• Motivated by security
and benefits
• Supportive of others
• Punctual and consistent
26
Tools and techniques of
effective communication
Communication ‘barriers’
• Potential ‘barriers’ to effective receipt of
the message
–Personal ‘reality’
–Cultural differences (but beware
stereotypes)
–Behaviours and communication style of
both sender and receiver
–Environmental and personal distractions
• noise, lack of interest, fatigue
27
Planning for communication
• Awareness of potential ‘barriers’
• Planning to reduce these barriers
– Information gathered through steps 1 – 4 of the
Stakeholder Circle methodology
– Relative importance of each stakeholder
– Nature of the relationship (U, D, O, S, I, E)
– Influences
– Level of support and receptiveness
• Active Listening and feedback
Feedback
• Sender checks that the ‘message’ has been
received
– “Can we just summarise our discussions to make
sure that I have not left anything out?”
• Receiver checks content of ‘message’ has
been absorbed
– “Can I just summarise our discussions to make
sure that I am clear on the details and objectives?”
• Responsibility of sender and receiver
28
Tools of communication
• Communication to stakeholders can be in
many forms:
– Written (regular progress and exception reports,
email, memos, letters)
– Oral (presentations, telephone calls,
conversations)
– Formal (structured, within the context of
organisational hierarchy)
– Informal (water cooler conversations, dinner with
colleagues or clients
Communication techniques
• Application of the tools (written, oral,
formal or informal)
• Meeting the requirements of the
stakeholder and the situation
– From methodology steps 1-4
• Communication to:
– Supportive stakeholders (retain status quo)
– Unsupportive stakeholders (defined by
engagement profile)
29
Influence networks
• Sometimes:
– A stakeholder may be antagonistic to the team,
the work, or its outcomes
– A stakeholder may be totally unresponsive to
messages about the progress of the work
– It may be difficult to identify a messenger from
the team who will be received by the stakeholder
• The team will need to investigate
influence networks around the project
Influence networks
30
Patterns of Communication
Projectcentric
model
Stakeholdercentric model
A
A
B
B
E
C
D
D
star
C
E
circle
Social Networks
A
B
A
B
F.O. = Focal Organisation
A, B, C, D, = network members
F.O
D
C
Low density
Centrality relates to
power/influence within the
structure of the network and can
be different from an individual’s
personal power
F.O
C
D
High density
Density relates to potential
communication and influence
effectiveness
Source: Rowley 1997
:Social Network Theory
31
Influence networks
Knowledge of the
influence
networks will
come from diverse
areas
The project
team
Building influence networks
“I frequently or
very frequently
receive
information from
this person that I
need to do my
job.“
SH Community
= Asia Pacific
= Europe
= Americas
= Manager
32
Building influence networks
With whom do you work?
A
B
= undirected relationship
Who do you ask for help/Who do you give advice?
A
B
= directed relationship
With whom do you communicate? how often?
A
B
(never, monthly, weekly, daily? )
= strength of relationships
Q1: With whom do you work?
Q2: With whom do you mix socially?
A
B
= multiplexity of relationships
Exercise
Communication Issues
33
Some Issues for Taurus
1.
The team interviews two managers from
different parts of the Stock Exchange. One
manager want to reduce the scope because it
is all too costly, the second wants to add
more features. They both have equal levels
in the organisation; the second manager has
the budget to pay for the additional features,
but just for the use of his own people. How
can you resolve this issue?
Some Issues for Taurus
2. The General Manager is concerned that the
project has been going for five years and he has
seen no progress. He wants to discuss bringing
in a ‘real’ project manager to take over; the
current manager of the team has just finished
certification training and does not want to leave
the project now. The GM also wants a report on
the progress of the project: but he wants the
sponsor to give him that information. The team
don’t know who the sponsor is, and can’t find
anyone to help them out. What can you do?
34
Some Issues for Taurus
3. Three technical specialists on the project are
crucial to the success of the solution. None of
them are team players, but it is essential that
they jointly develop and implement the
proposed technical solution. You have
persuaded two of them it is in their best
interests to work together; the third won’t even
talk to you. Then you hear that the son of one of
the team member’s plays football with the son
of the third specialist. What will you do?
Discussion
• Approaches to resolution of this exercise
• Analyse the problem
• Analyse the ‘community’
– Who are the ‘players’
– Where do they fit in to the stakeholder community
– What are their expectations?
– Support and receptiveness?
– Who is the Relationship Manager?
– Who in the team or community can help
resolution?
35
Discussion
Implementing the plan
36
Managing communication
• Communication planning is led PM but
team members participate and must
understand:
– The content of the communication plan
– Their individual roles and responsibilities
– Responsibilities of all team members
– Who is the Relationship Manager
Implementing the plan
• Communication responsibilities can be
planned and must be actioned:
– Communications points in a work schedule
– Reporting at each team meeting
– Issues resulting from communication
activities to be documented and actioned
• Coordinated by each Relationship
Manager
37
Monitoring effectiveness
Monitoring
• Communication responsibilities can be
planned and must be actioned:
– Communications points in a work schedule
– Reporting at each team meeting
– Issues resulting from communication
activities to be documented and actioned
• Coordinated by each Relationship
Manager
38
Measuring effectiveness
Monitoring trends provides evidence: if trends show no
change in the profile, or movement away from the optimal
a different communication approach must be considered
Receptiveness
√
X X X X
X X X X
X X X X
Receptiveness
6 Months later
Support
X X √
X X
X X
3 Months later
Support
Support
First
√
X
Receptiveness
Measuring effectiveness
What happened here?
This stakeholder is even less supportive
and receptive than before
6 Months later
Stakeholder lost power?
Support
Other work more important?
√
X
Receptiveness
The engagement strategy must be
reviewed and re-assessed to raise
the stakeholder’s level of support
and receptiveness
39
Key stakeholder report #1
This group requires
immediate attention
Priority / Index
H
1
4
6
7
L
8
11
2
3
5
9
10
12
Support
(scale 1 – 5)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Prince Herbert
The CEO
MD OR
Tony White
Matthew Brown
George Black
Martha Hunt
Citizens
The King
MD Retail
Board of Directors
Leadership Team
Key stakeholder report #2
This group requires
immediate attention
Priority / Index
H
1
4
5
7
L
6
8
3
2
9
10 11
Support
(scale 1 – 5)
12
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Prince Herbert
The CEO
MD OR
Tony White
Matthew Brown
George Black
Martha Hunt
Citizens
The King
MD Retail
Board of Directors
Leadership Team
40
Trends in reporting
• Changes in levels of support for
important stakeholders
• Evidence to management of success
(or otherwise) of overall relationship
management
• Perhaps part of regular progress
reports
Conclusion
• Why communication matters in IT
projects
• Stakeholder management skills
– Who and why
• Effective communication
– How
• Tools and techniques
– What
41
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