1. 1 A Brief on Briefs Presented by Jay Gallamore So. Md. PMI School of Project Management Wizardry

2. 2 Reference Sources Reference sources to build this brief include:  Project Management Body of Knowledge (PMBOK)  “Change Communications”, Dr. Vincent T. Covello

3. 3 Overview “How to be a Better Project Manager” is the focus of this year’s series of PMI luncheon briefs Briefs are one of the Project Manager’s (PMs) most important tools to distribute information to project stakeholders Topics covered include:  My background (It’s brief!)  How briefs fit in PMI methodology  Why are they important  Thoughts on developing brief content  Techniques  Some thoughts on project status briefs

4. 4 My Background U.S. Navy Officer  Pilot  Joint Specialty Officer (U.S. Strategic Command)  Wing Operations Officer  Requirements Officer  Program Manager Contractor  Project Manager  PMP I have used briefs throughout my career to provide information

5. 5 How Briefs Fit in PMI Methodology Project management communications management processes include:  Communications Planning (determining information needs)  Information Distribution (making information available)  Performance Reporting (distributing project performance information)  Manage Stakeholders (satisfy information requirements of stakeholders) These processes overlap and interact

6. 6 Why Are Briefs Important to the PM Briefs are a key tool that can be used throughout the communication management processes  Automated information systems are useful for project management  Briefs are useful to focus a message on a specific audience  Briefs can be short and simple, or detailed and scripted  Weekly triage brief to your team  Performance brief to the project sponsor  Congressional staffer brief to justify annual funding

7. 7 Developing Brief Content Project communication planning will provide:  Stakeholder communication requirements  Information to be communicated  Person responsible for communicating  Who will receive information  Method (brief)  Frequency  Escalation Process Briefs are just one effective tool to communicate

8. 8 Developing Brief Content Anticipate  High stress issues  Stakeholders  Questions and concerns Prepare  Messages  Messengers  Means Practice Anticipate Prepare Practice

9. 9 Developing Brief Content Know your audience  What is the principle stakeholder role?  What is their preferred briefing style?  Is it an information or decision brief?  How much time is allotted for the brief?  Are there political considerations you need to consider? Tailor the brief to your audience

10. 10 Techniques Shift the brief message to suit your audience  For a low risk brief, present information to meet the average grade level (AGL) of your audience  For a high risk brief, present information at AGL minus four years Ensure your message reaches your audience

11. 11 Techniques Put your message in the proper order  Shift from linear (1,2,3…)  This point is not as important as the first and last  First/last (1,3,2) primacy/recency Helps the audience remember your most important points

12. 12 Techniques BLUF (Bottom Line Up Front)  State the purpose of the brief up front (You may not get there if you don’t!)  Tailor the brief to the time allotted  Do not hand a problem to a superior Follow the lead of the principle  If they are distracted, pause until they are ready to proceed Have a partner in the room. They can:  Take notes  Ensure questions are answered  Record action items

13. 13 Project Schedule Issues Log Expenditures Risk Log EVM Try to avoid “eye charts”  If an eye chart is necessary, highlight the focus area you are addressing  Use a pointer sparingly Techniques

14. 14 Techniques Don’t “BS”  “I don’t know” is better than trying to bluff (ethics)  Follow up with the “unknown” information If the brief is one of a series  Have a good story (The progress of your project is the story)  Have a consistent story (Does the information chain make sense from beginning to end?)  Explain any changes from one brief to the next (Change is OK – it’s expected) (change control log?

15. 15 Techniques Have a backup brief  Be prepared in case the primary means of delivery fails Consider having a backup briefer  The brief in the Pentagon can still be presented while you are sitting in traffic on the beltway

16. 16 Thoughts on Project Status Briefs This is your opportunity to communicate project status information to the stakeholders  Project overview  Performance measures (EVM)  Cost  Schedule  Risks  Issues  Changes  Summary Anticipate and answer stakeholder questions

17. 17 Summary Briefs are a powerful communication tool Proper development and presentation will help you be a project manager wizard!

18. 18 Questions?

19. 19 Proprietary Information DateEventSpeaker March 16 Help! My project is off the critical path! What next? James Marsh, NAVAIR, ICIS Division Chief Engineer April 20 Supplier and Sub-Contractor Relations – Can’t live with them, can’t live without them! Angie Fields, Northrop Grumman BAMS UAS IPT Lead May 18 EVM Data – Do you really know what the numbers mean? Seth Huckabee, Booz, Allen, Hamilton EVP (Earned Value Professional) May 28 3 rd Annual Membership Event @ Blue Crabs Baseball Game TBD June 23 Lee Lambert 8 PDU Event! – Topic is being developed Lee Lambert July 282 nd Annual PMI Scholarship Golf Tournament November 5 Annual Membership Dinner and Scholarship Awards Ceremony Upcoming Events