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

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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

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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

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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

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‘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

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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

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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

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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

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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

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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’

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‘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?

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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

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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

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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

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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)

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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

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The brain at work

Where is the car?

Where is the dirt on the car?

What can you see?

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What can you see?

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The effect of culture

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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

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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

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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

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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

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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

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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

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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

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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

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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)

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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

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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

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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

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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

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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?

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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?

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Discussion

Implementing the plan

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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

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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

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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

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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)

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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

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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

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