Download Project Communication Management

Project Communication Management
3rd session
Dr Thanasis Spyridakos
Overview
Introduction
Project Integration Management
Critical Incidents: When Traumatic Events Strike the Project
Team
Communication and Strategy
Communication Ethics
Project Integration Management
Project Integration Management
Includes the processes and activities needed to identify, define,
combine, unify, and coordinate the various processes and project
management activities within the Project Management Groups
Includes characteristics of Unification, consolidation, articulation
and integrative actions that are crucial to project completion,
successfully meeting customer and other stakeholders requirements
and managing a project.
Integration is making choices about where to concentrate resources
and effort on any give day, anticipating potential issues, dealing
with these issues before they become critical, and coordinating work
for the overall project good.
There is no single way to manage a project.
The Integration of the Project management Process
Includes:
Develop Project Charter
Develop Preliminary Project Scope Statement
Develop Project management plan
Direct and manage project execution
Monitor and Control Project Work
Integrated Change Control
Close Project
Develop project charter
Develop Project Charter
Inputs:
Contract , Project statement of work, Enterpise environment
factors, Organizational process assets
Tools and Techniques:
Project Selection Methods, Project management methodologies,
Project management information systems, Expert judgment
Output:
Project charter
Develop Preliminary Project Scope Statement
Inputs:
Project charter, project statement of work, enterprise
environmental factors, organizational process assets
Tools:
Project management methodology, project management
information system, Experts Judgment
Output:
preliminary project scope statement
Develop Project management plan
Inputs:
Preliminary project scope definitions, project management
processes, Enterprise environmental factors, organizational, process
assets
Tools:
Project management methodology, project management
information system, Experts Judgment
Outputs:
Project management plan
Direct and manage project execution
Inputs:
Project management plan, approved corrective actions, approved
preventing actions, approved changed request, approved defect
repair, validated defect repair, administrative closure procedures
Tools:
Project management methodology, project management
information system
Outputs:
Deliverables, requested changes, implemented change requests,
implemented corrective actions, implemented preventing actions,
implemented defect repairs, work performance information
Monitor and Control Project Work
Inputs:
Project management plan, work performance information, rejected
change requests
Tools:
Project management methodology, project management
information system, Earned value techniques, expert judgment
Outputs:
Recommended change actions, recommended preventing actions,
forecasts, recommended defect repair, requested changes
Integrated Change Control
Inputs:
Project management plan, work performance information,
requested changes, Recommended corrective actions, recommended
preventing actions, recommended defect repair, deliveraables
Tools:
Project management methodology, project management
information system, expert judgment
Outputs:
Approved change requests, rejected change requests, Project
management plan (updated), project scope statement (updated),
approved corrective actions, approved preventive actions, approved
defect repair, validated defect repair, deliverables
Close Project
Inputs:
Project management plan, contract documentations, enterprise
environmental factors, organizational process assets, Work
performance information, deliverables
Tools:
Project management methodology, project management
information system, expert judgment
Outputs:
Administrative closure procedures, contract closure procedures,
Final product, services, or results, organizational process assets
(updates)
CRITICAL INCIDENTS
Critical Incidents
What is a critical incident: disturbing or traumatic events that directly or
indirectly affect the members of the team.
A) Results of a natural force
B) caused by the action of another human
C) Everything can upset people
D) ……
Effects:
Increase level of fears, anxiety or perceived danger
Somatic problems
Cognitive effects
Presence of intrusive thoughts
Emotional problems
Significant level of avoidance
Strong level of denial
Issues with substance abuse
Victims can help themselves
A number of different approaches. Some useful strategies are:
Discuss the feelings and the experience (appropriate time and set
limits)
Seek support from people (friends, family)
Do activities that routinely had been pleasurable in the past
Be accepting of the many feelings that can suddenly surface.
Find the appropriate outlet.
Establish all the obvious healthy behavior
Maintenance balance between work, family and social life
Use humor
Look for personal meanings
Specify treatments that are available
How Project Manager can help
First rule: maintenance a supportive, understanding, but
business related forms
Discuss with empathy but ‘.
Avoid pressuring the team member to discuss the incident
Functional managers are more appropriate for discussions
Let him/her know what other team members know
Allow him/her to return to work monitorring the level of their
performance
Effects of Critical Incidents on the Project Team
Emotional reactions – sadness, shock, anxiety, denial and
remorse
Behavior related to workplace duties – Little focus at work, leave
work early, let their work drift
Team member productivity will decrease
Short term memory and concentration abilities will suffer
Decision making will be affected
Team member compliance and adherence to deadlines may
decrease
Helping the team recover
Critical Incident Stress Debriefing – structured meeting, usally
facilitated by a mental health professional skilled in working
with trauma reactions.
Develop (the last solution) a project recovery plan – Steps
Project Recovery –
Identify the actions or alternatives that will help to eliminate the
significant variances to schedule, cost and technical performance
Execution of specific actions or alternatives may assist the
reduction of project variances
Closery monitor the recovery plan
Establish Controlling specification to reduce unacdeptable
variances
Critical Checklist
Remember to take care yourself
Request the aid of internal resources
Determine if a critical debriefing is required
Avoid the temptation to ever promise to team members
Adopt a realistic expectation regarding team members
Adopt a balanced “Yes and” position with team members
Gradually set boundaries and limits
Monitor individual work performance
Determine if a project recovery strategy is required.
Communication Strategy
Principles of Communication
Dynamic- Undergoing change
Continuous –Never stops
Circular – take a message, actions – response
Unrepeatable – “No man can step in the same river twice”
Heraclites
Irreversible – there is no unsay
Complex – Involves human being and human behavior
Levels of Communication
Intrapersonal – communication within ourselves – Sending
messages to our bodies, working silently on a problem
Interpersonal – Between or among ourselves
Organizational – communicate one to another in the context of
an organization
Mass of Public – one person or source send message to many
people (ex. Advertising)
Barrier of Communication
Physiological Barriers – Use one of our sense (sight, sound,
tough, smell, taste)
Psychological Barriers – Understandable, culture,
Communication and strategy
Parameters influencing
Sender – Who should communicate this message?
Receiver - Who is the intended audience for this message?
Message – What should your message contain
Medium – What’s the best way to nsend the message?
Code – Selecting the right words and images
Feedbacks – What’s the re-action of your audience”
Noise – Other senders and messages – message traffic,
Effects – provide the meaning that actions are useful and worth
it.
Successful Strategic Communication
Successful strategic communication involves the following steps
Link your message to the strategy and Goals of the Organization
Attract the attention of your intended audience
Explain your position in Terms they will Understand and Accept
Motivate your audience to accept and act to your message
Inoculate them against contrary messages and Positions
Manage audience expectation
Communicating as a manager is different because
Levels of Responsibility and Accountability (many subjects,
many problems, many challenges, better records, better
response, better situation etc)
Organizational Culture – The culture of the organization is
significant for the communication strategy (Written, Oral,, etc)
Organizational Dynamics – Business change, market place,
people involves – Adapt the communication to the current needs.
Personality Preferences – everyone has his/her own preferences
of gathering, organizing and disseminating information.
Communication Ethics
Communication Ethics
What the word ethical means?
What my feelings tell me is right
In accordance with my religion beliefs
Conforms to the golden rule
Ethics most often refers to a field of inquiry, or discipline in which
matters of right and wrong, good and evil, virtue and vice.
Business ethics deals exclusively with the relationships between
business organizations such as customers, suppliers, government
bodies, ..
Also, ethics involves relationships between internal constituencies
(employees, stockholders, directors, managers etc)
Ethics - Three levels of Inquiry
The individual – concerns the values by which self-interest and
her motives are balanced and concern for fairness and the
common good, both inside and outside the company.
The Organization – concerns the group conscience that every
company has (even though it may be unspoken) as it pursues its
economic objectives
The Business system – patterns of social, political and economic
forces that drives individual and businesses.
Ethics and Decision Making
Three points of view influence the decision making of business
communicators:
Moral Point of view – Two important features a) The willingness
to seek out and act on reasons b) to construct moral arguments
that are persuasive
Economic point of view – Supply and Demand are used to
allocate resources. Free market has assumption about honesty,
theft, fraud etc. Human being are involved.
Legal point of view – not every immoral is illegal (ex Hiring a
relative)
An integrated approach is preferred by organizations
Moral Judgments
Normative Judgments -Claims that state or imply that something
is good or bad, right or wrong, better or worst, ought to be or not
Ethics doesn't study all normative judgments, only those that are
concerned with what is morally right and wrong, or morally bad
or good.
Managers uses two types of moral standards to make decision.
Moral norms – standards of behavior that require, prohibit,
allow certain kinds of behavior.
Moral principles – general concepts used to evaluate both groups
and individual behavior.
Moral Judgments
Standards for decision making
They have Potentially serious Consequences to human well
being – (things that matter and things that don’t)
Their validity Rests on the Adequacy of the reasons which are
used to support and justify them- The acceptance of the decision
globally
They override self-interest - Looking for the common good and
not self interests
They are based on Impartial Considerations. – more objective
than subjective
Four Resources for Decision Making
Proposals –Perspective statements suggesting actions, Questions
generate proposals
Observations – Descriptive statements describing situations.
Value Judgment – normative statements guiding the actions of
others. Rely on assumptions.
Assumption – reflective statements expressing worldviews and
attributes
Making Moral Judgments
Moral judgment seems to depend on decision makers and using
separate capacities:
Ethical Sensibility- the capacity to impose ethical order on a
situation – to identify aspects of the situation that have ethical
importance
Ethical Reasoning – reason carefully about the situation to
determine what kind of ethical points you face (bribery, unfair
labor practice, consumer deception, offer opportunities for
solution, similar of a past situation, rules or policy determine the
conduct in the case)
Ethical Conduct – What you should do.
Ethical Leadership – is associated with the highest level of
integrity. The superior person seeks to perfect the admirable
qualities of others and does not to perfect their bad qualities.
Statement of Ethical Principles
The most important – Establish a moral leadership in a business
and demonstrate that leadership to employees, customers,
clients, competitors, and the worlds at large
Difficult to be established in large organizations.
Ethical standards – Day after day more organisation uses
standards. Support and promote tolerance of diverse practices
and customers.
The most ethical statement concern clarity, transparency
honesty, truth and objectivity, credibility, coherence, loyalty,
respect for human beings
Tension and Ethical Values – values, roles and objectives are
competitive one another. Response in this situation with caution,
sensitivity and a sense of fairness.
How ethical Statements can help -
Make ethical statement work
Write it.
Tailor it
Communicate it
Promote it
Revise it
Live it
Enforce/Reinforce it