PM NETWORK
PMNetwork NOVEMBER 2014 VOLUME 28, NUMBER 11
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2014 PMI PROJECT OF THE YEAR NOVEMBER 2014, VOLUME 28, NUMBER 11
2014 PMI PROJECT OF THE YEAR MAKING PROJECT MANAGEMENT INDISPENSABLE FOR BUSINESS RESULTS.速
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LEADERSHIP Continued from previous page ing and sharing of information in a professional manner through the tools of choice. Such actions by the project manager demonstrate and encourage an open environment for documenting lessons learned that may lead to process changes or improved team communications, both of which have demonstrable value.
DON’T LET ANYONE SLIDE Collaboration tools and social media can pose a challenge in a world of virtual, global teams that cross time zones and cultures. Yet one of the biggest mistakes that can be made is not involving all team members and capturing their insights at all phases of the project. Regardless of their role or their time zone, all team members must be involved and recognized for their contributions to knowledge sharing. If a virtual team member isn’t able to participate during a real-time collaboration on lessons learned, consider posting the discussion instead. A thread to which all team members can add examples, cite solutions and document mitigation strategies may take more time to build when working across time zones, but the final result will be complete. Just as important, team members will feel the importance placed on lessons learned and knowledge sharing. They’ll also feel that their role in the process isn’t diminished simply by dint of their availability.
DO NOTE LESSONS LEARNED ABOUT KNOWLEDGE SHARING The project manager who is committed to continually seeking team feedback and soliciting lessons learned can not only make adjustments throughout the project but can also document insights that may apply to projects in all areas and phases of project management. Even the process of knowledge sharing and capturing insights should be subject to analysis and refinement. At the close of the project, take time to note what worked well with the team and what changes might be made to the lessons learned strategies on the next project you helm. PM Deborah (Debi) A. Dell, PMP, is the manager of the Project Management Center of Excellence at IBM, a PMI Global Executive Council member. She works from her home in Delray Beach, Florida, USA.
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PM NETWORK NOVEMBER 2014 WWW.PMI.ORG
SPEAK UP Communication is paramount— here’s how to do it well.
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BY RICARDO VIANA VARGAS
I have always believed that effective communication is at the heart of good project management. The messages one communicates, and the way one communicates them, are vital to establishing a strong reputation for leadership. What is project communication? It’s the specific behaviors and methods used to lead, delegate and advise stakeholders engaged on the project. For communication to be successful, information has to flow in the right direction. Communication affects performance. For every US$1 billion spent on a project, US$109 million is wasted due to poor project performance, according PMI’s Pulse of the Profession®: The High Cost of Low Performance. And 56 percent of that is primarily due to ineffective communications, according to PMI’s Pulse of the Profession In-Depth Report: The Essential Role of Communications. This means that communication and project progress go hand in hand: If you want high-performance teamwork, effective communication is a must. Poor communication is symptomatic of a project manager’s inability to effectively lead the project. The successful project managers I have known typically were able to communicate the issues, listen to (and act on) feedback, and foster collaboration among team members. So how do you do it? Here are a few questions to consider.
WHO’S YOUR AUDIENCE? It’s hard to know what to say if you don’t know whom you’re talking to. The first step for project managers is to identify their intended audience. Team members, for instance, want to know the direct impact a project has on them, whether you considered their specific role when conceiving the process and if you valued their input when deciding to make changes. For instance, for the management of the humanitarian and development work we do at the U.N. Office for Project Services, our team was considering revising rollout strategies for one of the most critical project management tools. Colleagues across various offices in the developing world were consulted to assess how the project was being managed and whether they had any concerns about rollouts in the past. As it turned out, there was concern about how projects were being managed due to a lack of communication between headquarters and regional offices.
What is project communication? It’s the specific behaviors and methods used to lead, delegate and advise stakeholders engaged on the project. For communication to be successful, information has to flow in the right direction.
Leadership meant taking the initiative to investigate our audiences’ information needs, which helped our communication efforts become much more effective. We managed to create a strategy that our colleagues implemented across the organization.
WHAT’S YOUR MESSAGE? Once the audience is identified, project managers should understand the project well enough to know which pieces of information are (or are not!) useful to stakeholders. Communication is about being conscientious. Remember to keep your message concise, specific and pertinent—good leaders provide their teams with information that matters. Those involved on the project need to know what’s required, when it’s expected, how it should be undertaken and with what other activities it should be integrated.
HOW WILL YOU COMMUNICATE? Project leadership doesn’t mean always initiating the conversation—far from it. I tell my team that “my door is always open,” because managers should facilitate communication by fostering openness. With the right information, team members can be empowered to perform their work, collaborate more strongly, and better understand tasks and objectives. The suite of tools and techniques that a proj-
ect manager makes available must be outlined in a communications strategy—this is where it all begins. The clear and concise plan should address project responsibilities and explain which types of communication will take place over the course of the project. It should be shared with team members, and they should be encouraged to offer feedback and initiate future dialogues.
WHY IS THIS SIGNIFICANT? Because project work is ever-changing, project leaders must make frequent project plan adjustments—and consistently communicate the reasons driving such changes. Without good communication, projects can fall into chaos. Without understanding the motivation behind a change, team members might be resistant and less effective. Creating an atmosphere of openness and clarity can help minimize miscommunications and project setbacks. Communication is the foundation of strong project leadership. Skilled leaders know that more important than stellar oratory skills, great communication requires crafting a solid communication plan, recognizing audience needs and utilizing a wide range of tools and techniques. PM Ricardo Viana Vargas, PMI-RMP, PMI-SP, PMP, a past PMI chair, is the director of the Sustainable Project Management Group at the United Nations Office for Project Services in Copenhagen, Denmark.
NOVEMBER 2014 PM NETWORK
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