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 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 jargon 2. Concise; main point, key message, specific actions required 3. Consistent; messaging and terminology 4. 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.

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