Chapter 12 Project Communication and Documentation

Learning Objectives Suggestions for enhancing personal communications Effective listening Various types of project meetings Formal project presentations Project reports Project documentation Collaborative Communication Tools 2 2 2 2 2 2 2 2 2 2 2 2

Real World Example Vignette: Major Projects in Brazil Communication complications arise between team members from Brazil and Spain who are working on a project together. To accommodate the different approaches to communication for each team member and build a sense of trust weekly conference calls were scheduled. Similarly, cultural differences arise from two groups of Brazilians from North and South parts of Brazil. A well-defined, disciplined communications plan that required team members to assemble weekly performance and progress reports was developed. 3 3 3 3 3 3 3 3 3 3 3 3

Real World Example Vignette: Silence Can Be Deadly The Concours Group and VitalSmarts LC recently conducted a major study entitled “Silence Fails: The Five Crucial Conversations for Flawless Execution.” Five crucial conversations identified by the study which are the most prevalent, and most costly, barriers to project success: - Fact-Free Planning - Project Chicken - AWOL Sponsors - Team Failures - Skirting The study also demonstrated that when project team members discuss core problems effectively, projects tend to stay on course. the best predictor of project success is a constant and open line of communication. 4

Personal Communication Can occur through words or nonverbal behavior. Can be face to face or use some other medium. Can be oral or written. 4 5 5 5 4 5 4 4 4 4 4

Oral Communication Provides a forum for discussion. Body language and tone are important. Body language can be used by the listener to give feedback to the speaker. Body language can be positive or negative. 5 6 7 7 5 7 5 5 5 5 5

Oral Communication (Cont.) Awareness of other cultures’ customs is important. One must not to use offensive remarks. Oral communication should be straightforward. The timing of oral communication is important. 7

Written Communication Carried out through internal memos and external letters. Are ways to efficiently communicate with a group. May be appropriate as a follow-up to a face-to-face conversation or a phone call. Should be used mostly to inform, confirm, and request. Should be clear and concise. 8 8 8 6 8 6 7 6 6 6

Effective Listening The heart of communication is not words, but understanding. Not only to be understood, but also to understand. Half of making communication effective is listening. 9 10 10 7 10 7 8 7 7 7

Common Barriers to Effective Listening Pretending to listen Distractions Bias and closed-mindedness Impatience Jumping to conclusions 10 11 11 8 11 8 9 8 8 8

Improving Listening Skills Focus on the person talking. Engage in active listening. Provide verbal and non-verbal feedback Ask questions. Don’t interrupt. 11 14 14 9 14 9 10 9 9 9

Types of Project Meetings Status review meetings Problem-solving meetings Technical design review meetings 12 16 16 10 16 10 11 10 10 10

Status Review Meetings Usually led or called by the project manager. The primary purposes are to inform, to identify problems, and to identify action items. Should be held on a regularly scheduled basis. 13

Status Review Meetings Subjects for Discussion Accomplishments since last meeting Cost, schedule, and work: Risk Assessment Update Corrective actions Opportunities for improvement Action item assignment Scope Status Trends Forecasts Variances 14 17 17 17 11 11 13 11 11 11

Problem-Solving Meetings: The Process Develop a problem statement. Identify potential causes of the problem. Gather data and verify the most likely causes. Identify possible solutions. Evaluate the alternative solutions. Determine the best solution. Revise the project plan. Implement the solution. Determine if the problem has been solved. 15

Technical Design Review Meetings A preliminary design review meeting After initial specs Get customer’s agreement on approach Gain approval to continue (order long-lead items) A final design review meeting After detailed specs Gain approval to build/assemble/produce 16 18 18 12 18 12 16 12 12 12

Effective Meetings: Before the Meeting Determine: whether a meeting is really necessary. the purpose of the meeting. who needs to participate in the meeting. Distribute an agenda. Prepare visual aids or handouts. Make room & visual aid arrangements. 17 19 19 13 19 13 17 13 13 13

Effective Meetings: During the Meeting Start the meeting on time. Designate a note-taker. Review the purpose and the agenda. Facilitate—don’t dominate. Summarize the results at the end. Do not overrun the scheduled meeting time. Evaluate the meeting process. 18 20 20 14 20 14 18 14 14 14

Effective Meetings: After the Meeting Publish the meeting results within 24 hours after the meeting. The summary document should be concise. It should confirm decisions that were made and list the action items. 19 21 21 15 21 15 19 15 15 15

Preparing for a Presentation Determine the purpose of the presentation Know the audience. Make an outline. Use simple language. Prepare notes or a final outline to use during the presentation. 20 22 22 16 22 16 20 16 16 16

Preparing for a Presentation (Cont.) Practice, practice, practice. Prepare visual aids and test them. Make copies of handout materials. Request the audiovisual equipment well in advance. Go into the meeting room when it’s empty and get a feel for the surroundings. 21

Delivering a Presentation Expect a bit of nervousness. Know the first two or three sentences of your presentation. Talk to the audience, not at it. Speak clearly and confidently. Use appropriate animation. Do not stand in front of your visual aids. 22 24 24 17 24 17 22 17 17 17

Delivering a Presentation (Cont.) Build interest in your presentation. Keep to the key points in your outline. Know your closing lines. Allow time for interaction with the audience. When responding to questions, be sincere, candid, and confident. 23

Types of Project Reports Progress reports Final report 24 25 25 18 25 18 24 18 18 18

Progress Reports May include: Accomplishments since prior report. Current status of project performance. Progress toward resolution of problems. Planned corrective actions. Problems or potential problems. Milestones expected to be reached during next reporting period. 25 28 28 19 28 19 25 19 19 19

Final Report May include: Customer’s original need. Original project objective. Degree to which the original project objective was met. Brief description of the project. Future considerations. A list of all deliverables provided to the customer. 26

Preparing Useful Reports Make your reports concise. Write as you would speak. That means simple, not slang! Put the most important points first. Use graphics where possible. Pay as much attention to the format of the report as to the content. 27

Project Documentation and Controlling Changes Many other documents may be created. Revisions can result from changes initiated by the customer or by the project team. Some changes are trivial; others are major. Various project documents will be revised to incorporate changes. Note when the revision was made and by whom on all documents. It is important to distribute updated documents in a timely manner. 28

Collaborative Communication Tools Face-to-face meetings are not always feasible or timely. Constraints such as: Travel Distance Telecommuting. Collaborative communication tools allow all or some of the members of the project team to communicate with each other. 29

Types of Collaborative Communication Tools Teleconferencing Groupware Content management systems Extranets Collaborative project workspaces on the web 30